Kaunihera | Council

Mēneti Wātea | Open Minutes

Minutes of a meeting of Matamata-Piako District Council held on Wednesday, 13 May 2020, at 9am.

Ngā Mema | Membership

Mayor Ash Tanner, JP (Chair) Deputy Mayor Neil Goodger District Councillors Donna Arnold Caitlin Casey Teena Cornes Bruce Dewhurst James Sainsbury Russell Smith Kevin Tappin James Thomas Sue Whiting Adrienne Wilcock

Council 13 May 2020

Ngā whakapāha | Apologies

Kaimahi i reira | Staff Present

Name Title Item No. Don McLeod Chief Executive Officer Michelle Staines-Hawthorne Corporate Strategy Manager Tamara Kingi Committee Secretary and Corporate Administration Officer Sandra Harris Senior Policy Planner Ann-Jorun Hunter Policy Planner Niall Baker Senior Policy Planner Dennis Bellamy Group Manager Community Development Fiona Vessey Group Manager Service Delivery Jennie Cochrane Communication Manager Amy Pollock Procurement Officer 7.1 Bryan Turner Coordinator Operations and Projects 7.7

I reira | In Attendance

Time In Time Out Rien van de Weteringh – Representative of Waikato 10.00am 10.20am Regional Council and Keep Te Aroha Beautiful

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1 Whakatūwheratanga o te hui | Meeting Opening Mayor Ash Tanner declared the meeting open at 9.02am.

2 Ngā whakapāha | Apologies / Tono whakawātea | Leave of Absence There were no apologies. No leave of absence was requested.

3 Pānui take ohorere | Notification of Urgent Business Pānui tāpiritanga take | Notification of Additional Business Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states: “An item that is not on the agenda for a meeting may be dealt with at that meeting if- (a) The local authority by resolution so decides; and (b) The presiding member explains at the meeting, at a time when it is open to the public,- (i) The reason why the item is not on the agenda; and (ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.” Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states: “Where an item is not on the agenda for a meeting,- (a) That item may be discussed at that meeting if- (i) That item is a minor matter relating to the general business of the local authority; and (ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but (iii) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Matter of Urgency That item No. 4 in relation to solid waste update be considered as a matter of urgency.

Moved by: Cr C Casey Seconded by: Cr A Wilcok

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4 Whākī pānga | Declaration of interest Members are reminded of their obligation to declare any conflicts of interest they might have in respect of the items on this Agenda.

There were no declarations of interest.

5 Whakaaetanga mēneti | Confirmation of minutes COUNCIL RESOLUTION That the minutes of the meeting of the Ordinary Meeting of Matamata-Piako District Council held on Wednesday, 8 April 2020, be confirmed as a true and correct record of the meeting. Moved by: Cr D Arnold Seconded by: Cr S Whiting CARRIED

6 Public Forum There were no public speakers to the meeting.

7 Pūrongo me whakatau | Decision Reports 7.1 Local Procurement Review 5 7.2 Recovery Working Party - Terms of Reference and Minutes of Meeting 11 7.3 Long Term Plan 2021-31 Project Update 15 7.4 Dog Registration Fees - 2020/21 24 7.5 Growth Assumptions - Long Term Plan 2021-31 29 7.6 Community Grants 2019/20 38 7.7 Landowner Approval Request: Application by Keep Te Aroha Beautiful to the Matariki Tu Rakau Fund 43 7.8 Solid Waste Update 48 8 Information Reports 8.1 Sport Waikato Quarterly Report 1 January 2020 - 31 March 2020 55 8.2 Mayoral Diary 56

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7 Decision Reports

Local Procurement Review

RM No.: 2286474

Rāpopotonga Matua | Executive Summary Council has an established Procurement Policy and Manual. The release of the Governments Broader Outcomes, a review of local procurement and best practice has led to looking at options to better support local procurement. Procurement processes allow Council to not only ensure we are getting value for money, but also to take into consideration the impact of spending on local suppliers and communities. Procuring local goods or services enables to support the local economy.

The recommendations in this report outlines a number of ways Council can implement changes to the Procurement Policy and Manual to better support the local economy. These changes still ensure Council is encouraging a competitive market. It does this in two ways. One, by ensuring we remove any barriers to engaging with Council, for example removing the need to complete a quoting template for low value procurements. Two, that when procuring we consider the broader outcomes of that procurement such as the percentage of the contract value being spent locally.

As with all factors taken into regard when procuring, broader outcomes such as local procurement, must be considered in a fair and transparent manner. Having a clear policy and procedure around how to navigate these changes will ensure all procurements consider local procurement in a consistent and measured approach across Council. The proposed recommendations fit within procurement requirements and probity practices.

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COUNCIL RESOLUTION

That:

1. The report be received.

2. Council approves the following actions and amendments to Procurement;  Local suppliers must have the opportunity to quote for Council work.

 Removal of the requirement to use the Request for Quotation (RFQ) template in the $5k-$20k range.

 Introduction of a 10% weighting on local economic impact assessment for non-price evaluation for tenders.

 Engage with NZTA about the introduction of a 10% weighting on local economic impact assessment to non-price evaluation for tenders on subsidised contracts

 Review contract size in relation to opportunity for local contractors/suppliers. Moved by: Cr R Smith Seconded by: Cr B Dewhurst CARRIED

Horopaki | Background Council has an established Procurement Policy and Manual, which outlines the way Council conducts its procurement activity. Broader outcomes relating to procurement have been a hot topic within both Local and Central Government. The new frame of thinking is that procurement “can and should be used to support wider, social, economic, cultural and environmental outcomes that go beyond the immediate purchase of goods and services.” Price will always be a relevant procurement consideration but broader outcomes also contributing to growth and prosperity in local communities. Over the last six months, procurement data has been collected and monitored to develop a better understanding of local procurement. In addition, a review of best practice procurement for Local and Central Government was completed. This information was discussed with the Recovery Working Party to determine what changes could be made to Councils procurement processes to recognise the benefit local suppliers have on the local economy. The recommendations in this report considers price, broader outcomes and what can be done to support the recovery of the local economy from a procurement perspective.

Issues/Discussion The data below shows Councils spend via purchase order (PO) for the second quarter of 2019/2020. The data has been displayed by both value of transactions and geographical distribution of spend.

As shown in graph 1, $2 million was spent with suppliers within the district in the second quarter, equating to almost 20% of spend. With a further $4.86 million spend in the rest of the Waikato region.

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Graph 1: Geographical spend

Please note: differences in the values from graph 1 to graph 3 below is because graph 1 includes contract payments and PO’s. Graph 3 is just PO’s.

Graph 2: Geographical spend - percentage

As you can see the average value of the transactions, undertaken with local suppliers within our district is under $5k. At this value a second quote is not required, enabling a local supplier to be directly appointed (the Procurement Manual encourages staff not to always go back to the same supplier to ensure they are price checking the market).

Last quarter 97.3% of purchase orders (POs) were under $20K, with 92% of those being under $5k. Please note this data only includes purchase orders not progress payments.

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Graph 3: Transactions by value (only POs)

Mōrearea | Risk

When encouraging local procurement it is important to consider and mitigate any associated risks, including:  Non-compliance: Council must ensure all procurement practises are fair and transparent, every dollar must be spent with best public value in mind.  Financial: Council must ensure practises encourage a competitive market.  Councils image: Procurement practises need to be applied consistently across Council to ensure that suppliers understand our practises

Ngā Whiringa | Options Council has an established Procurement Policy and Manual, which is subject to review and change. This requires approval by Council and the Audit and Risk Committee. The release of the Governments Broader Outcomes, a review of local procurement and best practice has led to looking at options that will better support local procurement.

Local procurement options:  Ensure local contractors have the opportunity. If there is a local supplier, they must be given an opportunity to quote. This is in line with current practise of considering local whenever possible.

 Remove the requirement to use the Request for Quotation (RFQ) template in the $5k-$20k range. This will simplify the procurement process therefore making it easier for local contractors/suppliers to quote. Purchases under $20k would be able to provide quotes in their own (written) format.

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 Introduce a local economic impact assessment to the non-price evaluation of tenders (10% weighting). This will allow tenderers who are using local resources to be recognised for the benefit they have on the local economy.

The local economic impact assessment considers what percentage of contract value is being spent within the district. For example a contractor who is outside of the district may score well within this section, if they are utilising local sub-contractors and materials. This is because we are recognising the benefit of the use of local sub-contractors and suppliers and the percentage of the contract value that is going back into the local economy. However, a local contractor who is also using local sub-contractors and materials would score better as a higher percentage of the contract value would be spent within the district.

This is not simply a weighting that gives local contractors an extra 10%. Instead, it encourages all contractors bidding for our work to use local resources.

 A step to be added to our internal procurement planning process to assess contract size to determine if splitting or bundling the contract in a different way would allow greater opportunity for local contractors/suppliers.

 Engage with NZTA to determine if the introduction of a local impact assessment to the non-price evaluation of tenders (10% weighting) is possible for NZTA subsidised contracts. Local government is subject to strict probity practises to ensure Council is gaining the best public value for each dollar spent. The above options fit within the requirements placed upon Council whilst increasing access for local contractors/suppliers.

Ngā take ā-ture, ā-Kaupapahere hoki | Legal and policy considerations The Procurement Policy will need to be updated to reflect the emphasis Council is putting on local procurement.

Ngā Pāpāhonga me ngā Wātaka | Communications and timeframes The Communications team will develop the messaging on how the changes can be promoted to local businesses – such as local news articles and website content.

Ngā take ā-Ihinga | Consent issues Not applicable

Te Tākoha ki ngā Hua mō te Hapori me te here kit e whakakitenga o te Kaunihera | Contribution to Community Outcomes and consistency with Council Vision Theme: Economic opportunities Community Outcome: Through procurement, Council has an opportunity to support and stimulate the local economy. Increasing local procurement leads to greater positive impact on the local economy and particularly the sustainability of community organisations, small and medium sized businesses.

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Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source Not applicable

Ngā Tāpiritanga | Attachments There are no attachments for this report.

Ngā waitohu | Signatories Author(s) Amy Pollock Procurement Officer

Approved by Fiona Vessey Group Manager Service Delivery

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Recovery Working Party - Terms of Reference and Minutes of Meeting

RM No.: 2284278

Rāpopotonga Matua | Executive Summary The COVID 19 Pandemic and lock down will have a profound ongoing effect on the Community wellbeing in every sense. In the post COVID lock down situation the effectiveness and speed of recovery will be dependent on many factors – some within Council’s control and others not. To ensure that the Matamata-Piako District Community has the best opportunity of recovery, Council and the Chief Executive have agreed to establish a Recovery Working Party (RWP). The RWP made up of the Mayor and three Elected members, supported by staff, will work alongside the official Civil Defence initiatives and assess and respond to a range of initiatives and opportunities to assist in the recovery of our Community Wellbeing.

COUNCIL RESOLUTION

That: 1. The information is received.

2. Council approves the Terms of Reference for the Recovery Working Party.

3. Council provides any comments on the work of the Recovery Working Party.

Moved by: Cr T Cornes Seconded by: Cr B Dewhurst CARRIED

Horopaki | Background Council has established a Recovery Working Party to support the recovery of our Community from the Covid-19 pandemic and lockdown.

The purpose of the Working Party is;

 Identify, promote and assess opportunities to support the National, Regional and local Recovery strategies to improve the Social , Cultural , Economic and Environmental wellbeing of the Matamata-Piako District community, post COVID 19 lock down.

 Make recommendations to Council and/or its committees

 Work collaboratively with external partners and stakeholders

The Working Party has met twice (21 and 28 April) via Zoom. The minutes of those meetings are attached to this report and a summary of discussions is included below.

Issues/Discussion 21 April

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Terms of Reference The Working Party reviewed the TOR. There was discussion around whether to include external members on the Working Party. It was agreed that external people would be invited to discuss specific matters as and when required. The Working Party agreed to the Purpose and the responsibilities set out in the TOR. The TOR confirms that the Working Party is not a Committee of Council, and can only make recommendations to Council and its Committees.

Council’s role in recovery There was a general discussion around how Council can support the community in the recovery efforts. This included discussion around - what capital projects can go ahead as soon as Alert Level Restrictions permit, in order to maintain employment and put money back into the Community. - Support for ‘Shop Local’ campaign. - Support for trades people to become H&S approved as council contractors - Potential for re-deployment of staff who cannot work under Level 3 - Review of Council’s Procurement Policy and Processes to support local suppliers.

Funding Applications to Central Government It was noted that Central Government has made significant funding available through the Crown Infrastructure Partners. Council submitted 5 Water and Wastewater projects, and supported an application from First Gas for a gas pipeline to Waharoa as well as supported an application by the Hauraki Rail Trail Trust for funding to upgrade and extend the Cycleways across Hauraki, Thames-Coromandel and Matamata-Piako district councils.

Over 2,000 applications from across the country had been received by CIP last week.

Update on the Te Aroha PGF project Council has formally resolved that they want to make a PGF application (public meeting). The funding of approximately $10K for the preparation of the application needs to be agreed. MBIE has confirmed that this cannot be reallocated from the original contract, so alternative funding from within Council budgets is required. The Working Party expressed concerns about this direction from MBIE. A letter will be sent to MBIE outlining these concerns.

Requirement for data To ensure a good understanding of the impact of the Covid-19 on our community, it is important to collect data and speak with people from across the community to understand their situation. Two initiatives to gather information was discussed; - Business Survey; Discussion was had around how we can best undertake a business survey to capture all sectors of the business community. Staff will seek further clarification from Te Waka with regards to what they are doing in this space, and the potential of acquiring a database of local business to use for this project. - 12 months forecast from external consultant; It was noted that much of the information the consultant were offering is readily available through free channels. Staff were asked to identify any gaps in the free information, and if additional information is required, the Working Party suggested that a local supplier be used to undertake this analysis and forecast for our community.

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28 April Recovery Communications Plan The Communications Manager attended the meeting to go through a draft Communications Plan for the Recovery Working Party. The Working Party endorsed the following initiatives for immediate action; - Local business directory on Council website - Shop local campaign - Section on Council website providing an overview of Recovery efforts

Engaging with local business associations A meeting with the Morrinsville Chamber of Commerce was held 23 April. Staff provided an update on Council’s recovery efforts. Members of the Chamber provided insight into how local businesses in Morrinsville are currently coping, and what the short to medium term outlook may look like for some of these businesses. There was discussion around how Council and the Working Party can best support the businesses. A similar meeting is planned with the Matamata Public Relations Association and the Te Aroha Business Association.

Ngā Whiringa | Options Council can choose to approve the Terms of Reference as attached, or suggest amendments.

Ngā take ā-tuure, ā-Kaupaphere hoki | Legal and policy considerations There are no Legal or Policy considerations.

Ngā Pāpāhonga me ngā Wātea | Communications and timeframes An e-Newsletter was sent out Friday 17 April 2020 to let our community know that the Working Party has been established. A Communications Plan is currently being developed, with a draft plan being discussed with Working Party 28 April.

Ngā take ā-Ihinga | Consent issues There are no consent issues.

Te Tākoha ki ngā Hua mō te Hapori me te here kit e whakakitenga o te Kaunihera | Contribution to Community Outcomes and consistency with Council Vision Theme: Economic Opportunities Community Outcome: We provide leadership and advocacy is provided to enable our communities to grow.

Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source There is no financial costs associated with the operations of the Working Party.

Funding of specific initiatives will be from existing budgets, and within Council’s Policy on Delegated Authority.

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Ngā Tāpiritanga | Attachments A. Confirmed Recovery Working Party TOR 21 April B. Minutes of Meeting - Recovery Working Party - 21 April 2020 C. Minutes of Meeting - Recovery Working Party - 28 April 2020

Ngā waitohu | Signatories Author(s) Ann-Jorun Hunter Policy Planner

Approved by Michelle Staines-Hawthorne Corporate Strategy Manager Dennis Bellamy Group Manager Community Development

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Long Term Plan 2021-31 Project Update

RM No.: 2284277

Rāpopotonga Matua | Executive Summary Council is required to prepare and adopt a Long Term Plan under the Local Government Act 2002 (LGA) every three years.

The purpose of this report is to provide an update on the Long Term Plan project and the associated risk register. The Risk Register (Attachment A) has been revised in light of the current global situation relating to COVID-19.

At the time of writing the Audit Arrangement Letter and Fees from Audit NZ had not yet been received.

COUNCIL RESOLUTION

That: 1. The information be received.

2. Council endorses the high level issues and projects for the Community Facilities and Property Activity Group.

3. Council decides whether or not it wishes to include the introduction of Universal Water Metering in the Long-Term Plan 2021-31.

4. Any views on the Long Term Plan 2021-31 project are provided.

Moved by: Cr A Wilcock Seconded by: Deputy Mayor N Goodger CARRIED

Horopaki | Background Council is required to prepare and adopt a Long Term Pan under the LGA. The Long Term Plan sets out the activities, budgets, and Financial Strategy and key financial policies of the Council for the next 10 years and the Infrastructure Strategy for the next 30 years. The Long Term Plan is required to be updated every three years, with the last Long Term Plan being approved in 2018 (available online https://www.mpdc.govt.nz/plans/long-term-plan).

The Long Term Plan:  describes the type of district our communities have told us they want – our community outcomes  identifies the key projects to take place over the next 10 years  provides an overview of each activity we will carry out and the services we will provide for the next ten years  determines how much this will cost and how we will fund it.

We also do it to give our community the opportunity to have a say on where we are heading and to ensure our planning is robust. In completing the plan we are required to do a number of things, including:  take a sustainable development approach and promote community interests

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 carry out our business in a clear, transparent and accountable manner  operate in an efficient and effective manner, using sound business practices  take into account community views by offering clear information and the opportunity to present views  provide opportunities for Māori to contribute to decision making  collaborate and co-operate with other agencies and councils to achieve desired outcomes.

The Long Term Plan is a complex document covering all activities of Council, major strategic documents, financial policies, auditing and a large consultation component with the community.

The Long Term Plan must be adopted prior to 30 June 2021. The project timeline for a Long Term Plan is typically 18 months or more, and involves staff across the whole organisation, Councillors and the community. A high level overview of the timeline is set out under Communication and Timeline below.

Issues/Discussion Universal water metering On 5 February 2020 Council held a workshop to discuss the rates structure and development contributions policy. This discussion was led by consultant Fraser Colegrave of Insight Economics. At that workshop elected members requested more information on universal water metering to understand the issues and option around this. Staff have worked with Fraser to complete the attached report on Universal Water metering. A draft of this report was discussed with Council in at workshop on 15 April 2020. Overall the report concludes the Matamata-Piako district is facing the challenge of sustained growth in water demand due to increased economic activity and population growth, with industrial processing activity also having a large impact on water use. The report details options to improve the efficient use of water across the district. Universal water metering is one possible option. While universal water metering (UWM) can be a powerful tool for reducing water consumption, the financial benefits to the district are limited. The Council is currently undertaking various initiatives to help improve its understanding of various facets of its water network. Once better information about the network is available a more informed decision can be made about the best way to improve the efficiency of future district water use. The report ultimately recommends the Council consider parking this issue for now and revisiting it at the next LTP review in three years’ time when it has better information about its own network and when current economic uncertainties due to Covid-19 have been resolved.

Capital Projects lists The Capital Project list will be reviewed on an ongoing basis as we move through the LTP project and financial modelling. The Projects listed under each Activity are recommendations and estimated costs, which will be refined over the coming months.

Council updates and milestones to date

Activity Group – Community Facilities and Property

Community Facilities and Property is about providing facilities for sport, recreation and cultural activities, affordable housing for elderly people, and buildings and facilities that enable us to provide a range of services to the community. The activities responsible for this are Cemeteries,

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Housing and Property Management, Libraries, Parks and Tracks, Pools and Spas, Public Toilets and Recreation Facilities and Heritage.

Community Facilities and Property provides a wide range of community facilities (like pools, libraries, and events centres), tourist attractions (such as Firth Tower Museum and the Te Aroha Mineral Spas), open spaces (including parks and tracks), through to practical facilities (like public toilets, carparks and cemeteries). This activity is also responsible for managing housing for elderly people and a variety of Council properties. These activities all help make Matamata-Piako District the place of choice.

Council workshops in March/April provided an overview of the Activity Group, and facilitated discussion about reviewing the Open Spaces Strategy 2013, developing a policy to guide reserve acquisition, projected cemetery capacity, sport and recreation trends, demographic changes, and the condition and performance of various assets.

Cemeteries Assumptions, Challenges and Uncertainties . Increasing ageing populations; . A trend towards more ashes internments vs. in ground burials. . There is adequate cemetery capacity for at least the next thirty years. Key projects over the next 30 years We plan to: . Continue annual CAPEX funding to provide an additional ashes wall each financial year.

Levels of service Our Cemeteries will be maintained to a high standard, with 80% or more of people who visited a cemetery in the last 12 months satisfied or very satisfied.

Housing and Property Management The Strategic Direction for Council’s role in Housing and Housing Affordability was discussed at a workshop 29 April. Staff have been instructed to investigate the feasibility in expanding on the existing Elderly Persons Housing stock and report back to Council.

Assumptions, Challenges and Uncertainties . Aging population . Council will continue to have a role in providing Elderly Persons Housing . Aging building stock within the Property portfolio

Key projects over the next 30 years . Develop a Housing Strategy which is to include Elderly Persons Housing

Levels of service

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We will provide housing that meets the needs of elderly people, with 80% or more of our tenants being satisfied or very satisfied. We will provide affordable elderly persons housing, with rents being set below market median. Elderly Persons Housing will be well utilised, with at least 95% of all units available being occupied.

Libraries This Activity will be reported separately at a later date.

Parks and Tracks Assumptions, Challenges and Uncertainties - Aging population with increasing demand for accessibility - Population is growing – especially in some areas. - Increasing demand for informal sport and recreation; decreasing demand for traditional competitive team sports. - Greater environmental awareness and public interest in environmental sustainability and climate change. - Greater cultural awareness. - Greater interest in health and wellbeing. - More joint governance and joint management arrangements for reserves. - Public expectations do not necessarily match willingness to pay. - Provision equity issues and perceptions between the different towns. - The nature of volunteerism is changing and the sustainability of some volunteer community groups is questionable. - Development and reserves acquisition – Challenges to ensure we get the right parks and spaces in the right places and can afford to maintain them. - Uncertainty over the outcome of the PGF application affects capital and renewal projects related to Te Aroha Domain and potentially also the scheduling of other projects. - Unknown how quickly the international tourism market will open up and recover. - Increasing domestic tourism in the short term. - Potential opportunities to leverage off government funding initiatives however currently uncertainty over the future of some funding schemes in light of COVID19

Key projects over the next 30 years . Review Open Spaces Strategy 2013. To incorporate tracks, play, street gardens & street furniture. Review park categories and develop a suite of quality standards. . Develop and adopt a Reserve Acquisition Policy to guide land acquisitions through subdivisions etc. . Te Aroha Domain improvements . Howie Park improvements

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. Morrinsville Recreation Ground improvements . Matamata walkways . Renewal of various existing tracks and related structures . Additional playgrounds in Matamata and Morrinsville . Improve access to existing playgrounds as part of renewal programme

Levels of service We will provide good quality sports field facilities to meet the needs of users, with 80% or more users being satisfied or very satisfied with our sports field facilities.

We will promote and encourage the community to use our parks and reserves, with 80% or more of people who visited our parks and reserves being satisfied or very satisfied with our parks and reserves.

Our public playgrounds will be safe, with regular safety inspections undertaken once every two weeks, and once every week during school holidays. An external playground audit will be undertaken annually to evaluate compliance with the relevant New Zealand Standard.

Pools and Spas This Activity will be reported separately at a later date.

Public Toilets Assumptions, Challenges and Uncertainties - Aging population with increasing demand for accessibility - Unknown how quickly the international tourism market will open up and recover - Increasing domestic tourism in the short term - Aging public toilet network with limited accessibility will require upgrading Key projects over the next 30 years . Hetana Street Toilets . Te Aroha Domain Toilets . Thomas Park toilet . Replace cemetery toilets in all three towns

Levels of service Our public toilets will be maintained to acceptable standards, with fewer than 20 complaints about cleanliness each year.

Recreation and Heritage Facilities Assumptions, Challenges and Uncertainties . Aging population with increasing demand for accessibility

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. Unknown how quickly the international tourism market will open up and recover . Increasing domestic tourism in the short term . Greater cultural awareness. . Greater interest in health and wellbeing. . Potential opportunities to leverage off government funding initiatives however currently uncertainty over the future of some funding schemes in light of COVID19

Key projects over the next 30 years . Facilities for charging of E-bikes and storage of bikes

Levels of service We will provide well-maintained recreation and heritage facilities and will respond to complaints about damage, vandalism and graffiti in a timely manner, with 90% or more of complaints responded to within the expected timeframes (Safety related – 2 hours or less, all other complaints – 2 working days or less).

Mōrearea | Risk

A risk register is maintained for the Long Term Plan project. This is reported to the Audit and Risk Committee quarterly. The Risk Register has been reviewed and updated in light of the current COVID-19 situation, and is attached for members information.

Ngā Whiringa | Options The Council is asked to endorse the high level issues and projects for the Community Facilities and Property Activity Group, and provide feedback on the Project.

Ngā take ā-ture, ā Kaupapahere hoki | Legal and policy considerations

Requirement for a Long Term Plan The preparation of the Long Term Plan is a requirement under the Local Government Act 2002. Schedule 10 of the LGA sets out the requirements for a LTP. The LTP must include information about; - Community Outcomes - Groups of Activities - Capital Expenditure for groups of activities - Statement of service provision - Funding impact statement for groups of activities - Variation between territorial authority’s longer term plan and assessment of water and sanitary services and waste management plans - Council controlled organisations - Development of Māori capacity to contribute to decision-making processes - Financial strategy and Infrastructure Strategy - Revenue and financing policy - Significant and engagement policy - Forecast financial statements - Financial statements for previous year - Statement concerning balancing of budget - Funding impact statement

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- Rating base information - Reserve funds - Significant forecasting assumption

Local Government Wellbeing Amendment Act 2019 The Local Government Wellbeing Amendment Act 2019 came into force in May 2019, re- introducing the four well-beings into legislation. This means Council must promote the social, economic, environmental and economic wellbeing of communities in the present and for the future. Council must report on how we are contributing towards the well-beings.

Mayoral Powers Under LGA s41A, “it is the role of a mayor to lead the development of the territorial authority’s plans (including the long-term plan and the annual plan), policies, and budgets for consideration by the members of the territorial authority.”

Council policies and strategies As part of the preparation of the Long Term Plan, Activity and Asset Management Plans will be checked against Council’s key strategic and policy documents and wider regional and national documents for strategic fit. The preparation of the Long Term Plan may lead to the review of some Council policy documents.

Ngā Pāpāhonga me ngā Wātaka | Communications and timeframes The Long Term Plan project is one of Council’s key opportunities to engage with our communities to find out what their aspirations and priorities are. The LTP is subject to the special consultative process under the LGA (s83). The special consultative process is a structured one month submission process with a hearing for those who have submitted and wish to speak to their submission.

The Long Term Plan project timeline also provides for a ‘pre-consultation’ process with the community referred to as the Right Debate where Council can ask for feedback on key issues it is considering for the Long Term Plan.

The timeline for the project centres on key dates for completion of the draft documents in December 2021, auditing in January / February 2022 and consultation in March / April 2022. The Project On A Page (attached) provides an overview of the different building blocks and the associated timelines for the project.

While we are experiencing some interruption to business as usual at the moment, due to COVID- 19, the legislative requirements relating to LTP content and consultation have not changed, and the deadline for adopting the LTP remains 30 June 2021. As such the timeline for our key milestones remain unchanged.

The below table provides a summary of key milestones and timelines.

Description Start Finish Briefing Papers COMPLETE Demographic/Growth/Economic/Assumptions Oct 2019 COMPLETE (refer separate report on this agenda) Revaluation of Assets Jan 2020 June 2020 Community Outcomes Review (if required) Jan 2020 COMPLETE

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Description Start Finish Approved 8 April Rates Structure April 2020 June 2020 Activity Plans (including budgets) April 2020 Aug/Sep 2020 Right Debate (pre-consultation) April 2020 Aug 2020 Infrastructure and Financial Strategy April 2020 Oct 2020 Asset Management Plans Feb 2020 Oct 2020 Policy Review April 2020 Oct 2020 Council controlled organisation section July 2020 Nov 2020 Māori participation in decision making July 2020 Oct 2020 Budgets/ Financials/ Notes July 2020 Dec 2020 Document development July 2020 Dec 2020 Quality checks and administration July 2020 Dec 2020 Communications Strategy and implementation Feb 2020 Dec 2020 External Audit Process Jan 2021 June 2021 Special Consultative Procedure Jan 2021 June 2021

Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source The development of and consultation on the Long Term Plan is funded from the Strategy and Engagement Activity Operating budget.

How each activity is funded is set out in Council’s Funding and Financing Policy which is due to be reviewed alongside the Long Term Plan, and is subject to the Special Consultative Procedure.

Our general approach to funding all our activities is that those who (either directly or indirectly) benefit should pay.

Our Community Facilities and Property management Activity Group is funded by rates (40-60%) and Fees & Charges (40-60%).

Ngā Tāpiritanga | Attachments A. LTP Risk Log B. Long Term Plan 2021-31 - The One Page Project Plan (PDF copy) C. Water meter Paper - Final

Ngā waitohu | Signatories Author(s) Ann-Jorun Hunter Policy Planner Susanne Kampshof Asset Manager Strategy and Policy Niall Baker Senior Policy Planner

Approved by Michelle Staines-Hawthorne

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Corporate Strategy Manager Manaia Te Wiata Group Manager Business Support Don McLeod Chief Executive Officer

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Dog Registration Fees - 2020/21

RM No.: 2284375

Rāpopotonga Matua | Executive Summary The Matamata-Piako District Council Dog Control Policy requires the dog registration fees to be set each year. It also requires that the fees reflect the actual cost associated with the control of dogs within the District and be set in accordance with Council’s financial policy. The fees for the 2020/21 registration year now need to be set to allow advertising and any programme modifications to be completed prior to notices being issued in June. This report recommends that there be no change in the base registration fee for 2020/21 and that the rebates remain at the same level as set in 2019/20.

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COUNCIL RESOLUTION

That: 1. The dog registration fee for the 2020/21 registration year be $118 and that:

2. A rebate of $15 per dog be given if the owner has obtained a ‘Responsible Owners Licence’.

3. A rebate of $30.00 be given for:  A de-sexed dog, or  A working dog as defined in the Dog Control Act, or  A breeding dog owner currently registered with Dogs New Zealand, and that this rebate only be claimed for one of these categories. 3. A bonus of $35.00 per dog be given where:  There are no complaints or infringements registered against any dog held by the owner in the 2019/20 or current registration years.  No dog held by the owner was impounded in the 2019/20 or current registration years. 4. A penalty fee of 50% of the fee that would have been payable had the dog been registered on the first day of the registration year be charged for payments received after 31 July 2020. 5. The dog impounding fees be: (in the same registration year)  1st impounding $50.00  2nd impounding $80.00  3rd and subsequent impoundings $125.00  Daily sustenance $12.50 6. The stock call out fees be:  During office hours $125.00  After-hours (per call out inclusive of mileage) $175.00  Impounding fee (per head) $50.00  Dailey sustenance (per head) $6.00  Plus all associated costs (i.e. transport, advertising) 7. All the above fees are inclusive of 15% Goods and Services Tax.

Moved by: Deputy Mayor N Goodger Seconded by: Cr D Arnold CARRIED

Horopaki | Background

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The rebate system that this Council uses was recommended to Council a number of years ago by a working group set up by Council. The working group included dog owners, federated farmers representatives, councillors and staff. The system uses rebates to reward responsible dog owners and those that have little or no contact with an Animal Control Officer. These rebates are not available to owners whose dogs have been the subject of verified complaints or whose dogs have been impounded. The fee was increased in the 2019/20 year by $2.00 to make a base registration fee of $118.00 (GST Inc) which was then subject to rebates and bonuses for the following categories:  $15.00 if the dog owner has obtained a ‘Responsible Owner Licence’.  $30.00 if the dog has been de-sexed, classified as a working dog or is registered with Dogs New Zealand as a breeding dog.  $35.00 if the owner has not had any justified complaints about his/her dogs or none of his/her dogs have been impounded during the previous or current registration year and all registration fees in the current registration year were paid by the due date. This resulted in a registration fee of $38.00 for those owners that could claim all the rebates.

Issues/Discussion Council’s Dog Control Policy and Financial Strategy Section 3.8.1 of the Dog Control Policy requires the fees to be determined in relation to the estimated budget for the dog control operation, excluding other animal control issues. Council’s Financial Strategy states that 80% of the dog control costs should be meet by ‘user pays’. The operating costs for animal control, exclusive of GST, have been proposed for the 2020/21 Draft Annual Plan which is still subject to issues arising from COVID-19 and public consultation. The cost, inclusive of overheads and depreciation is $437,211. Approximately 10% of this budget would be required for the control of other animals such as stock and various bylaw inspections leaving approximately $393,490 as the budget requirement for the dog control operation. The 2020/21 budgeted income for registration is $260,000 and impounding and infringement fees $31,000 giving a budgeted income of $291,000 which equates to 74% of the fees being returned through ‘user pays’. The 2019/20 forecasts are indicating an expected return of around $294,000 which will give approximately 75% from ‘user pays’.

Mōrearea | Risk

The risk is that with the financial constraints within and after COVID-19 dog owners may not be able to afford the registration fee for their dog/s by the required date of 1 August 2020. This may result in fines causing further financial difficulties

Ngā Whiringa | Options 1. To retain the registration fee and all other costs at the same level as the 2019/20 financial year – This will achieve the 2020/21 Annual Plan budgeted income of $260,000 but would only equate to 74% ‘user pays’.

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2. To increase the registration fee by $5.00 (GST incl) - This is estimated to return approximately $22,500 (ex GST). This will achieve the 2020/21 Annual Plan budgeted income of $260,000, and the ‘user pays’ portion would equate to 80%. An increase of $5 would result in a 13% increase for those owners that can claim all the rebates. 3. To use a combination of changes to the fee structure such as increasing the base fee to $120 and reducing the ‘no complaints rebate’ to $30 or some other similar combination. This would still result in a 13% increase for those that can claim all the rebates. Option 1 will return the Annual Plan budgeted income for registration of $260,000, but is only likely to equate to 74% user pays. However it is recommended that this option would be appropriate with the current issues around COVID-19 and the likely financial difficulties that a number of people in the community may have.

Ngā take ā-ture, ā-Kaupapahere hoki | Legal and policy considerations Section 37 of the Dog Control Act 1996 gives Council the power to set dog control fees within its District. The requirements under this section are:  A resolution of Council.  Council having regard to the relative costs of the registration and control of dogs.  The new fees being notified in a newspaper circulating within the District during June 2020. The current Dog Control Policy and Bylaw was reviewed in 2016/17 in conjunction with that Draft Annual Plan. The policy states:  Dog registration fees are to be set annually to reflect actual costs and Council’s Financial Strategy.  Fines and infringement fees for dog control offences will be credited to the dog control account.  A ‘Responsible Owner Licence’ scheme will be implemented to reward and encourage responsible dog ownership.  Owners are automatically eligible for reduced dog registration fees if: o they have not been the subject of justified complaints o their dog has not been impounded, and o registration fees have been paid by the due date.  Dog registration fees paid by owners of dangerous dogs will be 50% above the normal rate.

Ngā Pāpāhonga me ngā Wātaka | Communications and timeframes The adopted fees are required to be advertised in a newspaper circulating within the District during June 2019.

Ngā take ā-Ihinga | Consent issues There are no consent issues required for this decision

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Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source All options will return the proposed Draft Annual Plan budgeted income, however the preferred option 1 at 75% ‘user pays’ will not comply with Council’s financial strategy.

Ngā Tāpiritanga | Attachments There are no attachments for this report.

Ngā waitohu | Signatories Author(s) Dennis Bellamy Group Manager Community Development

Approved by Dennis Bellamy Group Manager Community Development

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Growth Assumptions - Long Term Plan 2021-31

RM No.: 2285310

Rāpopotonga Matua | Executive Summary The purpose of this report is to formally present Council with work undertaken by Infometrics to develop growth projections for the District's resident population, dwellings and rating units, and seek guidance as to an appropriate set of growth projections (growth assumptions) to inform the Council's Long Term Plan 2021-31, Financial Strategy 2021-31 and the 2021-51 Infrastructure Strategy.

Nick Brunsdon, Senior Economist from Infometrics Limited, presented the findings from the Infometrics report to a Council workshop 22 April 2020, and recommended that Council adopts the Medium scenario for use as the growth assumptions for the Long Term Plan 2021-31, Financial Strategy 2021-31 and the 2021-51 Infrastructure Strategy.

It is noted that these projections were developed over the period November 2019 to February 2020, using the best information available at the time. These projections do not consider the impact of COVID-19.

The report from Infometrics presenting the growth projections is attached to the agenda.

COUNCIL RESOLUTION

That: 1. The information be received. 2. Council adopts the Medium scenario as presented in the attached Infometrics report titled ‘Matamata-Piako District Population Projections Report’, to be used as an underlying assumption for the Long Term Plan 2021-31, Financial Strategy 2021-31 and the 2021-51 Infrastructure Strategy.

Moved by: Cr J Sainsbury Seconded by: Deputy Mayor N Goodger CARRIED

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Horopaki | Background Growth Projections Up-to-date growth projections are required to assist Council in planning for its services and facilities (e.g. through updating activity plans and capital works programmes) and the funding of those services and facilities. Council undertakes a growth projections review every three years as part of the Long Term Plan process. Councils are required to use the most up-to-date and accurate data available to inform their planning, therefore it is appropriate to review the Council’s current growth projections (last review being in 2017).

The starting point for our population projection is the StatsNZ Estimated Resident Population (ERP) for 2018, which is based on the 2013 Census. This is the most current suitable population data, as the ERP from the 2018 Census has been delayed due to data quality issues (refer Issues below).

It is noted that these projections were developed over the period November 2019 to February 2020, using the best information available at the time. These projections do not consider the impact of COVID-19 (Refer Issues below).

Infometrics report The Infometrics report and associated spreadsheets and interactive online dashboard provides population, dwelling, household size and rating unit projections out to 2051. Further detail is provided on the population structure (age demographics and average household size), dwelling types (occupied, unoccupied and under construction) and for each of Council’s six rating unit categories. The Geographical areas used for the purpose of Census was reviewed by StatsNZ in 2017. The basis for establishing the boundaries is populations with SA1 areas generally having a population range between 100 and 500 people, and SA2 areas having a population range between 3,000 and 5,000 people. Due to the rural nature of our District, this means that some of our SA2 areas are large geographical areas. Projections have been developed for the district, its three wards, 17 Statistical Area 2 (SA2) areas, the three urban towns of Matamata, Morrinsville and Te Aroha, and the three rural settlements of Waharoa, Waihou and Waitoa. A District map showing the SA2 boundaries as well as the urban and rural settlements is included in the Infometrics Report attached.

A growth model has been built to allow multiple scenarios to be considered. The three scenarios are developed from three baseline resident population growth rates considered appropriate for Matamata-Piako District - low growth (declining population), medium growth (slight increase in population), high growth (strong population growth).

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Regarding the population’s age structure, the district has a similar age profile to the rest of New Zealand. However in 2013 the proportion of people aged 65+ made up around 18% of the district's total population, which is higher than the nationwide average of 14%.

The number of youth (aged under 15) in the district is projected to hold steady at around 7,500 until the late 2030s, and thereafter gradually decline as a result of easing net migration, births and population of childbearing age (a subset of the working age population). The working age population aged 15-64 is projected to ease steadily from 21,400 in 2019 to 20,600 in 2033. Beyond 2033, the working age population sits around 20,700. This is driven by the relatively numerous ‘baby boomer’ cohort moving into the 65 years and older age group. The population aged 65 years and older is projected to grow strongly, from 7,300 in 2019 to 11,800 in 2051, outnumbering youth throughout the projected period.

Factors such as the aging population contribute to a decline in the average household size, decreasing from around 2.5 residents per household in 2013 to around 2.3 in 2051.

In terms of geographic spread of growth, all three wards are projected to experience population and dwelling growth with the highest growth expected in the three urban towns and surrounding areas. The population growth in the rural settlements is noticeably lower than the main towns, and in some areas a slight decline is forecast. However dwellings are projected to increase in all the outlying rural settlement areas.

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Statistical 2019 2051 Pop. 2019 2051 Dwelling Area 2 Population Population Change Dwellings Dwellings change Hinuera 1,223 1,828 605 515 816 301 Mangaiti 1,386 1,250 -137 562 582 20 Matamata 3,334 3,504 171 1,462 1,508 46 North Matamata 4,895 5,849 955 2,110 2,459 348 South Morrinsville 5,024 5,965 941 2,101 2,466 364 East Morrinsville 3,089 3,455 366 1,219 1,464 245 West Okauia 1,085 1,088 3 436 513 77 Richmond Downs- 1,306 1,069 -236 517 503 -14 Wardville Tahuna- 1,648 1,591 -57 651 715 64 Mangateparu Tahuroa 1,885 2,350 465 751 1,023 271 Tatuanui 1,423 1,190 -233 538 528 -10 Te Aroha East 2,655 2,912 257 1,158 1,280 121 Te Aroha 2,113 2,488 375 923 1,088 165 West Te Poi 869 612 -258 334 316 -18 Waharoa- 1,593 1,495 -98 604 650 46 Peria Waihou- 1,252 1,133 -119 508 522 14 Manawaru Waitoa- 1,219 981 -238 477 466 -11 Ngarua Total 36,000 38,761 2,761 14,886 16,897 2,031

2019 2051 2019 2051 Settlement Change Change Population Population Dwellings Dwellings Waharoa 1,853 1,587 -266 233 229 -4 Waihou 707 810 103 97 124 26 Waitoa 823 1,016 194 109 160 51

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Population and dwelling growth flows through to rating units. The district rating units are predominately Residential and Lifestyle, with around 75% of total rating units falling under these two categories. Therefore any rating unit growth is heavily dependent on dwelling growth. Due to lack of time series data, it has been assumed that non-residential rating units will remain at current levels into the future. Under the Medium scenario the total Rating Units are projected to grow from 15,119 in 2019 to 16,700 in 2051.

Infometrics’ recommendation While the impact of Covid-19 was unknown at the time these projections were prepared, the potential impact has been part of Infometric’s considerations in forming their recommendation to adopt the Medium scenario for the purpose of providing an underlying assumption for the LTP and the Infrastructure Strategy.

As a result of COVID-19, international net migration is likely to be negligible for 2020 and 2021, and employment in Matamata-Piako District will decline slightly. Overall, net migration into Matamata-Piako is likely to be lower than projected until 2025. Given the soft outlook for net migration, the high projection scenario is not recommended as it is unlikely to be achieved in the near term.

Furthermore, even when projected growth rates resume after 2025, they will be starting from a lower point, meaning that long term levels set out in the high projection are unlikely to be achieved either.

Near term growth rates are likely to be commensurate with the low projection. However, with lower growth in the low scenario, this may encourage decisions that preclude future growth. Therefore, it is recommended that the medium scenario be adopted by MPDC. The medium scenario provides an appropriate balance given the uncertainty in the near term due to COVID-19.

Ngā Take | Issues 2018 Census Data The 2018 Census was the first ever Census to be undertaking digitally only. It has been widely reported that there was a low return rate, and data quality issues (refer the Independent Report on the 2018 Census Data https://www.stats.govt.nz/reports/report-of-the-independent-review-of-new- zealands-2018-census). This has meant that StatsNZ has had to fill in some of the data gaps

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using administrative data from other sources such as IRD, DIA and other government agencies who holds reliable data. The impact of these issues has also been a delayed release of Census Data, with the relevant data sets scheduled to be released in March 2020. As part of the project considerations the project team discussed whether to delay the project until such time that 2018 Census data could be used, or to proceed using estimate resident population data based on the 2013 Census. At the time (September 2019) StatsNZ had yet to confirm its timeline for release of data. It was therefore decided that we will use REP for the 2021-31 LTP. It was deemed a low risk to the project if the REP was significantly different to 2018 Census. The population projections are reviewed every three years, so if there is a significant different, this can be rectified in 2024 without having a significant impact on the 2021-31 LTP project or Councils funding and financial planning or capital project timelines.

Growth Projections - need for growth projections The Census is an important information source as it is literally the only source that presents information with any degree of accuracy for geographic areas smaller than a territorial authority.

Council uses the projections data:  to develop its forecasts of growth and demand for our services – these assumptions underpin our financial strategy, all of our asset and activity planning, and through those plans, our Long Term Plan,  The infrastructure strategy requires consideration of population levels, land-uses, and rating unit growth for 30 years (2018 to 2051). Statistics NZ and Councils previous growth projections did not project this far and did not provide this level of detail.  As an information source in its monitoring of the achievement of council’s community outcomes as required by the Local Government Act (there is a requirement to put any monitoring we do in the Annual Report).  to develop its policy on development contributions – where significant errors in the available data could result in significant under-recovery of funds from the development community with flow on effects on Council rates  to set the basis for developing our other strategies and policies  Inform land-use planning - predominantly Councils District Plan  Inform relevant policies and strategies, and asset management planning.

These projections are key assumptions that underpin our asset and activity planning, and through those plans, our LTP.

COVID-19 At the time of writing New Zealand, along with the majority of the rest of the world, are in lockdown due to the COVID-19 pandemic. As of 27 April 2020, over 2.5 million people worldwide has been infected with over 200,000 deaths worldwide. To limit the spread of the virus, governments around the world have closed their borders and ordered its residents to stay home.

The human impact of the pandemic remains unknown, as is the economic impact both globally and at a national and district level.

It is expected that the strict border control will remain in place for some time, which means that New Zealand, in the short term, is likely to see a significant decrease in any migration to or from the country. With a significant shift in the economic environment, there is significant uncertainty

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around future employment trends in the short term, which impacts on the rate of migration to and from the district.

Council reviews its growth assumption and population projections every three years. The next review will be in 2023, at which time the 2018 Census data will be readily available, and the long term impact of Covid-19 will be better understood.

Analysis Options considered Council needs to approve a set of growth projections (Low, Medium or High) which will form the basis of growth assumptions to feed into the Council’s Long Term Plan 2021-31 processes.

Analysis of preferred option

It is recommended that Council adopts the Medium scenario as its underlying forecasting assumption for the Long term Plan, based on the discussion within this report and the findings of the Infometrics Population Projections report (attached).

Legal and statutory requirements

Councils are required by the Local Government Act 2002 to identify significant forecasting assumptions in the Long-Term Plan including the level of uncertainty with those assumptions, and must disclose the possible effect of uncertainties on the financial forecasts. These assumptions include demographic forecasts, which are significant in determining the expected future demand for services and, therefore, Councils spending.

Impact on policy and bylaws

Caveats Demographic projections are not predictions or forecasts and projections by nature are uncertain. The further out in time, and the smaller the spatial scale considered, the higher the level of uncertainty associated with the projections.

No model can predict the future. The projections represent only one possible, albeit plausible, future. Projections are an artefact of both method and data. Models are not reality but a representation of it based on input data, available knowledge and expert assumptions.

The projections should be used as an indication of the overall trend (e.g. long-run averages), rather than as exact forecasts. The projections are updated by Council every three years in line with the Long-Term Plan cycle to maintain their relevance and usefulness, by incorporating new information about demographic trends and developments in methods.

Limitation A limitation of the growth projections is that they are based upon the 2013 Census data. As discussed under Issues above, the 2018 Census data was not available at the time of completing the projections.

In between census’s StatsNZ progressively release demographic information. Staff will undertake a 'check' of the Infometrics growth projections against updated StatsNZ information as and when it is released. Whether it would be necessary and feasible to update the Model and resulting growth projections will be assessed considering indicated accuracy and implications for Long Term Plan 2021-31 timeframes.

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Risks The growth component of new capital projects is generally funded from development contributions. If development does not occur at the rate predicted, Council may have to borrow additional funds. Over projection of growth may also result in infrastructure investment being made before it is needed or that may not be required over the long-term, while under-projections may limit the ability for development due to lack of infrastructure in place.

Growth rates have been carefully researched but economic and other conditions can cause variations from year to year.

The average annual population growth predicted for the ten years of the LTP (2021-31) is 0.59% (representing 222 people) for the Medium projections, and 0.24% (90 people) and 1.06% (405 people) for the Low and High projections respectively. As each percentage represents a relatively small number of people, neither scenario will have a significant impact on our infrastructure network if the population grows a year or two faster or slower than predicted.

The Growth Projections are reviewed every three years, and will be reviewed again in 2023, by which time the impact of COVID-19 on our community will be better understood.

It is therefore considered that there is a low risk associated with actual growth experienced being different (either slower or faster) than the projections.

Consistency with the Long Term Plan / Annual Plan The information will feed into the LTP process.

Impact on significance policy Adoption of the LTP growth assumptions is not considered significant in terms of the Significance and Engagement Policy. The LTP is a significant issue and will be consulted upon in early 2021.

Communication, consultation and decision making processes The Growth Projections report will form part of the underlying and supportive documentation provided with the LTP Consultation Document. The consultation and communications will occur as part of the LTP process.

Ngā hua ā-Ihinga | Consent issues There are no consent issues.

Timeframes Council is required to confirm its forecasting assumptions used for the development of the LTP. The Growth Projections is one of these assumptions, and Council is required to confirm which Growth scenario (Low, Medium, High or other) to be used for the LTP.

Contribution to Community Outcomes The LTP contributes to our all our community outcomes.

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Financial Impact i. Cost The cost of this work is $14,000 plus disbursements and GST. ii. Funding Source The cost is incorporated within the ‘Strategies and Plans’ budget which is general rate funded activity.

Ngā Tāpiritanga | Attachments A. Population Projections 2018-2051 for Matamata-Piako District Council prepared by Infometrics 23 April 2020

Ngā waitohu | Signatories Author(s) Ann-Jorun Hunter Policy Planner

Approved by Michelle Staines-Hawthorne Corporate Strategy Manager Don McLeod Chief Executive Officer

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Community Grants 2019/20

RM No.: 2254727

Rāpopotonga Matua | Executive Summary Council has a Community Grants Policy to administer a $30,000 contestable grant. The second of two funding rounds held each year was open from 12 February until 18 March 2020 where Council invited applications to the fund. In total 22 applications were received. Councillors determined the outcome of the applications at their respective ward meetings. The purpose of this report is to provide information on the allocations for the second funding round of 2019/20 and to determine any amounts to carry forward.

COUNCIL RESOLUTION

That: 1. That the report be received.

2. $115 of unallocated funding for Matamata be carried forward bringing the total for 2020/21 to $10,115.00. 3. $3,956.07 of unallocated funding for Te Aroha be carried forward bringing the total for 2020/21 to $13,956.07. Moved by: Cr A Wilcock Seconded by: Cr R Smith CARRIED

Horopaki | Background Following the disestablishment of the Community Boards, Council adopted the Community Grants Policy (Policy) on 11 June 2014 to guide the administration of the $15,000 contestable grant. At its meeting of 26 July 2017, Council adopted the revised policy and approved an increase to the total budget per year to $30,000, with $10,000 available for each ward (Matamata, Morrinsville and Te Aroha). The new Policy and budget became effective immediately (2017/18 financial year). The $30,000 contestable fund is shared evenly among the wards and is distributed in two funding rounds held in approximately August and February each financial year. Council resolved to carry forward leftover funding from last year’s funding round. This gave each ward the ability to use any extra funding across the next two funding rounds, bringing Matamatas total to allocate to $10,755.00, Morrinsville, $10,844.25 and Te Aroha $19,186.25 for the financial year. For the second funding round Matamata had a remaining total of $5,315.00, Morrinsville $2,403.83 and Te Aroha $10,090.62 to allocate. $1000 was returned to Matamata Ward from the previous funding round due to the disbandment of SeniorNet Matamata Incorporated. This brought Matamata’s total from $4,315.00 to $5,315.00 for this funding round. The Policy gives delegated authority to the ward Councillors to determine the outcome of applications received that are relevant to their ward. The results of each application are to be reported back to Council. A copy of the grants policy can be found at https://www.mpdc.govt.nz/pdf/CouncilDocuments/Policies/Grants/community_grants_policy_2017. pdf

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Issues/Discussion In total 22 applications were received throughout the district – 5 from Matamata, 8 from Morrinsville and 9 from Te Aroha. 1 of the 22 applicants (31 Squadron – Morrinsville ATC) requested funding districtwide to go towards their respective groups from each town. Below is a summary of the applications received, and the funding decisions by the respective ward Councillors.

Amount Amount Matamata Ward Funding towards Reason declined requested granted Matamata Geriatric Day Thank you vouchers for $400.00 $400.00 Care Centre volunteers etc

Matamata Floral Art Funding for one off tutor $250.00 $250.00 Group Producer/performer for one Shining light on the Dark $2,000.00 $2,000.00 time event Upcoming production Matamata Dramatic assistance for programme $2,000.00 $2,000.00 Society and advertising Assistance for funding Transition Matamata towards a gazebo with logo $248.00 $350.00 on it To balance funds Assistance towards trip to $400 will come from 31 Squadron $600.00 Tauranga to experience flight $600.00 Te Aroha Ward and (Morrinsville) ATC simulators $200.00 $200 from Matamata Ward Total funding requested/allocated $4,898.00 $5,200.00 Remaining budget for funding round August 2020/21 - $115.00

Amount Amount Morrinsville Ward Funding towards Reason declined requested granted Opening a facility in Morrinsville for self-defence Oversubscribed, Norris Academy and karate lessons – all ages $2,500.00 Decline encouraged to apply (Mainly funded by next funding round. fees/subscriptions) Replace kitchen appliances Morrinsville Sports (fridge and oven) (Mainly $2,500.00 $1,104.83 Centre Incorporated funded by fees/subscriptions) Morrinsville & District Planned upgrade, cleaning Senior Citizens $500.00 $500.00 exterior of facility Association

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Equipment, facilities and start up assistance for new Wallace Gallery initiative. (Awarded grant of $2,030.21 Decline Oversubscribed Morrinsville $20,000 from the LTP 2018- 28) Oversubscribed, New project and needs start Yoga for Kids $2,500.00 Decline encouraged to apply up assistance next funding round. Oversubscribed, Funding tutor costs for Te Reo for Everyone $2,500.00 Decline encouraged to apply classes next funding round. Replace fence at front of Morrinsville Scout Group $799.00 $799.00 scout den. Assistance towards trip to 31 Squadron Oversubscribed Tauranga to experience flight $600.00 Decline (Morrinsville) ATC simulators Total funding requested/allocated $13,929.21 $2,403.83 Remaining budget for funding round August 2020/21 - $0.00

Amount Amount Te Aroha Ward Funding towards Reason declined requested granted Te Aroha Family Ergonomic chairs for Budget Budgeting Services $240.00 $600 Advisors work purposes Incorporated This application does not meet the criteria. No Planting trees and financials, no Enhance Te Aroha maintaining grounds by old $2,000.00 Decline bank account and no rail station specific invoice that could have been paid on their behalf. Te Aroha Country Music Replacing stolen equipment Not enough money $1,578.00 Decline Club and gear in this funding round. Does not meet Assistance towards their Te Aroha & District Mataraiki event in June 2020 criteria. We do not Museum Society $150.00 Decline (Awarded LTP 2018-25 provide funding for Incorporated grant) Koha’s.

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We would like to be able to assist you with this project but we need more information to support your New playground application. Manawaru Playcentre (Government funded but only $2,500.00 Decline Please apply again for operational costs) in the next round with an update on your project and we would like to come and visit the playcentre and discuss this project. Manawaru Historical Funding for interpretive $2,434.55 $2,434.55 Society panels and other signs Please come back to us after permission is sought from Funding to purchase art PowerCo. We would supplies to paint Powerco Saskia Lee $2,500.00 Decline be happy boxes (No financials, will to reassess in the have to pay supplier direct) next funding round subject to available funds. Replace clubroom kitchen Waihou Rugby Football & oven, purchasing and $2,500.00 $500.00 Sports Club installation costs. Te Aroha Business Security camera system in $2,200.00 $2,200.00 Association Te Aroha CBD To balance funds Assistance towards trip to $400 will come from 31 Squadron $200.00 Tauranga to experience flight $600.00 Te Aroha Ward and (Morrinsville) ATC simulators $400.00 $200 from Matamata Ward Total funding requested/allocated $16,702.55 $6,134.55 Remaining budget for funding round August 2020/21 - $3,956.07

Ngā Pāpāhonga me ngā Wātaka | Communications and timeframes The funding round was advertised in the local papers, on our website and an e-newsletter was sent to the Grants and Funding mailing list. The funding round was open between 12 February and 18 March. Councillors assessed the applications at ward meetings on or before 01 April. Due to the COVID-19 pandemic all applicants were contacted within 3 weeks of the ward meetings and requested confirmation their events (if applicable) were still continuing.

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Ngā Tāpiritanga | Attachments There are no attachments for this report.

Ngā waitohu | Signatories Author(s) Stephanie Glasgow Committee Secretary and Corporate Administration Officer

Approved by Michelle Staines-Hawthorne Corporate Strategy Manager Don McLeod Chief Executive Officer

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Landowner Approval Request: Application by Keep Te Aroha Beautiful to the Matariki Tu Rakau Fund

RM No.: 2280909

Rāpopotonga Matua | Executive Summary Keep Te Aroha Beautiful (KTAB) has approached Council for landowner approval to apply to the Government’s Matariki Tu Rākau Fund to fund trees and related costs to plant native trees on land controlled by Council.

KTAB would like to establish kahikatea trees on an area of flood plain between Kenrick Street and the Rail Corridor on the west bank of the Waihou River. Landowner approval is required to support an application for funding to Forestry New Zealand’s Matariki Tu Rākau Fund. Council is asked to consider the proposal along with an alternative location for planting along the eastern bank of the Waihou.

Representative(s) of KTAB in attendance to discuss their proposal.

COUNCIL RESOLUTION

That: 1. The report be received;

2. Council grants landowner approval to Keep Te Aroha Beautiful to establish kahikatea trees on a portion of Skidmore Reserve.

3. Council grants landowner approval to Keep Te Aroha Beautiful to establish an appropriate mix of native plant species on portions of Herries Memorial Park and related reserves along the eastern bank of the Waihou River.

Moved by: Cr A Wilcock Seconded by: Cr C Casey CARRIED Item heard after item 8.1

Horopaki | Background Keep Te Aroha Beautiful (KTAB) has approached Council for landowner approval to apply to the Government’s Matariki Tu Rākau Fund to fund trees and related costs to plant native trees on land controlled by Council. KTAB would like to establish kahikatea trees on an area of flood plain forming part of Skidmore Reserve. Landowner approval is required to support an application for funding to Forestry New Zealand’s Matariki Tu Rākau Fund.

Te Uru Rākau provides funding for trees (preferably native trees) to be planted on suitable land that is accessible to the public, including parks, places of remembrance, and marae. Applications will be considered for a planting area of less than one hectare.

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Matariki Tu Rākau is part of the One Billion Trees programme and is delivered through Te Uru Rākau (Forestry New Zealand). Through its funding of trees, it is helping people to plant living memorials that honour members of their communities who have:  made practical change through their efforts  brought distinction to New Zealand through their work  enhanced New Zealand’s reputation in their area or activity. KTAB are proposing to dedicate the planting to the late Mokena Te Hou, a Māori leader who played a significant role in the early history of the township of Te Aroha. This would be acknowledged by a plaque in the vicinity of the planting. The planting site preferred by KTAB is a portion of Skidmore Reserve located on the flood plain between Kenrick Street and the rail corridor between east of the board walk towards the current dog exercise area. There are currently kahikatea trees growing on this floodplain west of the boardwalk towards the boundary with Kenwyn Home which were planted a number of years ago. The proposed planting is intended to complement this.

Figure 1: Area at Skidmore Reserve KTAB’s preferred planting site is within the area outlined in yellow. Planting might not necessarily cover the whole area.

If Council is not supportive of the area at Skidmore Reserve being planted, KTAB is also interested in planting suitable native species in along the eastern bank of the Waihou on portions of Herries Memorial Park.

Council is asked to consider the proposal along with an alternative locations for planting.

Issues/Discussion

Location(s)

Skidmore Reserve

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The Kenrick Street floodplain is a fairly high profile site as it is located at the western entrance to Te Aroha.

The land is held in Fee Simple by Council as ‘Reserve without power of sale”. The land is considered part of Skidmore Reserve which is an endowment property and is categorised as an Amenity Park in the Open Spaces Strategy 2013.

The lower lying part of Skidmore Reserve is currently grazed. Grazing ‘the lower part’ of the reserve is anticipated in the reserve management plan for the site. Council has at times attracted criticism for grazing this area due to stock occasionally entering watercourses. Incidents have however reduced since fencing improvements were made a few years ago. If the area were planted up, grazing may need to be restricted in the affected area.

Kāhikatea trees have for a number of years been growing to the west of the boardwalk that connects Skidmore Reserve to the Rail Corridor. It is therefore likely that they will do equally well to the east of the boardwalk. Re-establishing Kāhikatea at the site is likely to be beneficial from an ecological point of view and also in keeping with the Amenity Park classification which includes plantings for beautification purposes. Over time, the appearance of the floodplain is likely to change from grass to native forest. Given that the land is low lying relative to the road and rail corridor it is likely to be some time before there is noticeable change.

Herries Memorial Park

KTAB has identified sites at Herries Park along the eastern bank of the Waihou as alternatives for establishing a mixture of native plant species. The management plan for Herries Park anticipates “that the stream and river banks be planted, where appropriate, using suitable native riparian species”. Planting these areas would thus be consistent with the current management plan.

Timing

KTAB would like to start planting in late Autumn 2020 if funding is approved.

Other funding options

If KTAB are unsuccessful with their application to the Matariki Tu Rākau fund there may potentially be other funding options to apply for in future.

Mōrearea | Risk

There is a risk that some people may not want the area at Skidmore Reserve to be planted up or may want it to be developed differently.

As the current management plan for the site includes grazing there is a risk that Council may be criticised for not adhering to the 2009 management plan. The scale of the planting and the effect on grazing are factors to consider. If it is possible to still graze the area or part of it the planting may not necessarily conflict with the intent of the site-specific management plan.

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If the scale of the planting makes it impractical to graze the area it may be necessary for KTAB to apply for resource consent for an activity that is not anticipated in the management plan. Reviewing the management plan is an option however this is not recommended at this point as it would be more efficient to continue management plan reviews following the review of the Open Spaces Strategy.

There is a risk that some people may not support the proposal to dedicate the planting project to Mokena Te Hou. It is recommended that Iwi are consulted by KTAB about the proposed dedication prior to submitting an application for funding.

Ngā Whiringa | Options 1. Council can grant landowner approval and specify the area(s) to which the approval applies.

2. Council can decline landowner approval.

Ngā take ā-ture, ā-Kaupapahere hoki | Legal and policy considerations

The Passive Reserves Management Plan 2009 in its entry for Kenwyn Reserve (Since renamed Skidmore Reserve) anticipates that “the lower area continues to be grazed”. It does not anticipate any other purpose for this area.

The General Policies Reserve Management Plan 2019 includes the following objectives for landscaping:

A. To ensure that the design and scale of any new landscaping features are appropriate for the reserve environment.

B. To facilitate public recreation and enjoyment in keeping with the purpose of the reserve.

Landscaping plans are normally approved by staff under delegation however in this case given the high profile nature of the preferred site and the fact that the site specific management plan for Skidmore Reserve envisions grazing of the area the matter has been brought to Council for direction.

The management plan for Herries Park anticipates “that the stream and river banks be planted, where appropriate, using suitable native riparian species”. Landscape plans for portions of Herries Park could therefore be approved by staff under current delegations.

Te Tākoha ki ngā Hua mō te Hapori me te here kit e whakakitenga o te Kaunihera | Contribution to Community Outcomes and consistency with Council Vision Theme: Environmental sustainability Community Outcome: We support environmentally friendly practices and technologies Community Outcome: We engage with our regional and national partners to ensure positive environmental outcomes for our community

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Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source There is no cost to Council at this point except staff time in writing a letter of support. If the project goes ahead there may be additional staff time involved.

Ngā Tāpiritanga | Attachments There are no attachments for this report.

Ngā waitohu | Signatories Author(s) Mark Naudé Parks and Facilities Planner

Approved by Susanne Kampshof Asset Manager Strategy and Policy Manaia Te Wiata Group Manager Business Support

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Solid Waste Update

RM No.: 2289811

Rāpopotonga Matua | Executive Summary The purpose of this report is to seek Council resolution to confirm the establishment of a Solid Waste Working Party and exclude Plastics 3-7 from the recycling stream.

Solid Waste Working Party Council previously informally discussed the formation of a Solid Waste Working Party. Councillors Adrienne Wilcock, Caitlin Casey, Bruce Dewhurst and James Sainsbury expressed an interest in becoming members of the working party. The Working Party held its first meeting on Thursday 7 May 2020. The minutes of this meeting are attached to the agenda.

The Working Party considered the attached Terms of Reference to establish the basis of how the working party is to operate. The Working Party has recommended these to Council for approval. At the meeting the members of the working party agreed for Councillor Adrienne Wilcock to act as Chairperson.

Plastic recycling collection The commodity market for Plastics grade 3 – 7 has effectively closed following the implementation of National Sword by China which saw them refusing to continue to receiving the world’s waste.

We have continued to collect and store these products, however it is now apparent that there is no commodity market in the near future and as a result these products are destined for landfill. Additional information will be provided to elected members at the Council meeting. The decision is not considered to be a significant decision in terms of the Significance and Engagement Policy.

COUNCIL RESOLUTION

That: 1. The information be received.

2. Council form a Solid Waste Working Party, and agrees to the attached Terms of Reference under which the working party is to operate.

3. Councillor Adrienne Wilcock is to be the Chairperson, with Councillors Caitlin Casey, Bruce Dewhurst and James Sainsbury appointed as members of the Solid Waste Working Party.

4. Council exclude Plastics 3-7 from the recycling stream. This means these items will not be accepted for kerbside collection or at Transfer Stations. Council staff to confirm a suitable implementation timeframe and work through a communications/education campaign to inform the community of the changes.

5. Council considers these decisions are not significant under its Significance and Engagement Policy.

Moved by: Cr D Arnold Seconded by: Cr C Casey CARRIED Item heard after 8.2

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Horopaki | Background Consideration of this Late Item Standing orders clause 9.12 states that:

A meeting may deal with an item of business that is not on the agenda where the meeting resolves to deal with that item and the Chairperson provides the following information during the public part of the meeting:

(a) The reason the item is not on the agenda; and (b) The reason why the discussion of the item cannot be delayed until a subsequent meeting.

This is provided for under section 46A(7) of the Local Government Official Information and Meetings Act 1987.

Council staff have put forward this item for consideration that is not on the meeting agenda as it is necessary to confirm the Solid Waste Working Party arrangements as soon as possible. Alignment with the decisions of our neighbouring Councils, Hauraki and Thames Coromandel Districts with respect to Plastics grade 3 – 7 is key as the collection is a joint Council service.

Council is currently communicating with the community about the resumption of services following Covid-19 Level 4 and 3, and it is proposed to start communicating this change once Covid-19 Levels reduce from Level 3 to 2 and normal rubbish and recycling cycles commence.

Solid Waste Working Party Council previously informally discussed the formation of a Solid Waste Working Party. There are number of matters in terms of solid waste that require close consideration including:

 Reviewing / updating the Waste Management and Minimisation Plan;  Section 17A Local Government Act 2002 service review;  Other related matters around waste operation and waste minimisation.

Councillors Adrienne Wilcock Caitlin Casey, Bruce Dewhurst and James Sainsbury expressed an interest in becoming members of the working party. The Working Party held its first meeting on Thursday 7 May 2020. The minutes of this meeting are attached.

The Working Party considered the attached Terms of Reference to establish the basis of how the working party is to operate. The Working Party has recommended these to Council for approval. At the meeting the members of the working party agreed for Councillor Adrienne Wilcock to act as Chairperson.

Cessation of Collection of Plastics 3 – 7 as a Recycling Commodity Council currently advertises that we accept plastics 1-7 at the kerbside and at the Refuse Transfer Stations (RTS).

This has been the situation since the beginning of the current contract, albeit that the Contract only stipulates plastics 1 & 2. At the start of the contract in 2013 there was a market for all the plastics – China. China's “National Sword” policy, enacted in January 2018, banned the import of most plastics and other materials headed for that nation's recycling processors, which had handled nearly half of the world's recyclable waste for the past quarter century including New Zealand’s. This has led to the industry seeking alternative markets for plastics, however no viable market can be identified for plastics 3 – 7 as yet.

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Issues/Discussion

Working Party There are no issues at this stage but some issues for consideration may be:  Involvement of community groups in the working party, iwi representation?  Mayor as an “ex-officio” member of the working party?

No Council decision is required at this stage and the working party can consider these issues as the process continues.

Plastic recycling collection We have continued to accept plastics 1-7 since January 2018, however, plastics 3-7 have been stockpiled and will now be going to landfill. This is because there is no market for these commodities. We had continued to accept plastics 3 – 7 as there was a hope that a market would become viable for these plastics, however that has not eventuated. Under the current COVID-19 requirements we are collecting all recycling and taking it to landfill. As we move out of these restrictions it would be prudent to implement a change from collecting Plastics 3 – 7 at the same time. The process will have a suitable bedding in time.

Grades 3 to 7 plastics that are not accepted include items such as ice cream containers, yoghurt pots and takeaway containers.

It is proposed that Council will not accept type 5s plastics at this stage because information about which 5s are acceptable and which ones aren’t is too complicated. Due to the short lead in time for this change, all three councils (Thames-Coromandel, Hauraki and Matamata-Piako) have agreed to collect 1 and 2 only for now.

WasteMinz information Working party members and some other elected members recently participated in a webinar session on standardisation of the kerbside collection across the country. This was run by WasteMinz, the industry body for the waste sector. They have made the following information available:

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The majority of plastic bottles in New Zealand are made from highly recyclable plastics 1 and 2, which can be turned back into new plastic bottles or other plastic items. Despite this, 36 of the 188 single-use plastic bottles that the average New Zealand household disposes of each year go straight to landfill rather than being recycled, simply because they are put in the wrong bin.

Plastics 1 and 2 are the most common plastics used for grocery packaging, which is good news. These plastics are very recyclable with high market values and can be recycled both in New Zealand and offshore. Plastic drink bottles can be recycled back into plastic drink bottles over and over again.

When it comes to plastics 3-7 the story is not quite so positive. Not all councils accept them, generally because there is low demand for them in international commodity markets and they therefore have a very low market value. The problem is compounded by the New Zealand’s distance from overseas markets and the low tonnage of packaging made up of these plastics. In smaller towns and cities, this has led to a situation where it has become financially and logistically

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unviable to separate plastics 3-7 out for recycling. Some materials recovery facilities still sell plastics 3 to 7 in mixed plastic bales, but demand for these bales has fallen significantly since China and other countries have restricted the types of plastic they are prepared to accept for recycling.

The exception to this is plastic 5, often used for ice cream and other chilled goods. It is now able to be recycled in New Zealand, if councils have the means to separate it out.

WasteMinz state that the Opportunity is: Where possible make the switch to plastics 1, 2 and 5 so that your packaging can be recycled onshore in Aotearoa.

Mōrearea | Risk Working Party There are no risks at this stage.

Plastic recycling collection

The key risk is that the community do not support the proposed change. . There may be a perception that Council is endeavouring the minimise waste and harm to the environment. This can be managed by good communications. Ngā Whiringa | Options Working Party Staff have identified the following options for the Council to consider:  Do not establish working Party  Establish the working party, or modify the Terms of Reference or membership Plastic recycling collection Staff have identified the following options for the Council to consider:  Retaining the status quo  Stop collecting plastics 3 – 7. OPTION 1: Status Quo This option would see MPDC continue to require the contractor to collect plastics 3 - 7 ADVANTAGES The community would not be required to sort their plastics DISADVANTAGES MPDC would incur additional sorting, transport and disposal costs MPDC would be out of step with our neighbouring Councils and central government standardisation intentions FINANCIAL COSTS In order to accommodate these costs there will need to be changes to budgets. There is no impact on the Council’s debt. There will be an impact on rates and this is yet to be quantified.

OPTION 2: Stop collection of Plastics 3 - 7 This option will see Council notify the community of the decision, reasons for the decision and provide education around identifying plastic types etc. We will instruct the Contractor to stop collecting plastics 3 - 7

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ADVANTAGES Plastics 3-7 will go straight to landfill. DISADVANTAGES The disposal of these plastics will continue to fill our landfill, but at this stage with no market for these items there is little option. FINANCIAL COSTS There will be no debt impact. There will be no impact on rates because there will be no cost associated with the sorting and disposal of the Plastics

Ngā take ā-Kaupapahere hoki | Legal and policy considerations Significance and Engagement Policy The establishment of the working party is not considered to be significant issue. The cessation of recycling collection for certain plastic types will affect many in the community. However, given the lack of market for these plastics there is a little option but to cease recycling collection of these and send them to landfill with the rubbish bags. Community consultation is not considered appropriate or required given the forgoing discussion. The community will be informed of the changes, and ensuring the community understand what can be recycled is key to success. Working Party There are no legal or policy considerations. No formal committee or sub-committee is proposed. Standing orders and the Local Government Official Information and Meetings Act 1987 will not apply.

The minutes of the working party meetings will be reported to the Council or Corporate & Operations Committee with the Chairperson or their delegate providing an update to Council. Council can then make decisions on issues considered and recommended by the working party.

Plastics recycling collection Amendments to the Basil Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal which kicks in on 1 January 2021 means the export of mixed plastic will require a permit from our the NZ Environmental Protection Agency (EPA) as well as prior approval from the receiving country which will substantially add to costs. A threshold of contamination will also need to be met. The Ministry for the Environment are consulting now – Council are responding through the TA Waste Forum. An update from the Ministry of the Environment on the Basel Amendment industry engagement is below: Basel Amendment Industry Engagement 04 May – 22 May The Ministry for the Environment is looking for feedback on proposals to amend the Imports and Exports (Restrictions) Prohibitions Order (No 2) 2004 (Imports and Exports Order). New international requirements (under the Basel Convention) for the trade in plastic waste come into effect on 1 January 2021. The Government is proposing amendments to the Imports and Exports Order to meet this international requirement. Under these amendments, imports and exports of most mixed plastic waste will require a permit. Imports and exports of separated plastic waste suitable for recycling, and mixtures of PET, PE and PP, will not require a permit. The Ministry is seeking feedback on two proposed approaches to amend the Imports and Exports Order. Both proposals would amend the Imports and Exports Order to include mixed plastic waste in the permitting system.

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 Option 1 (preferred option) – Permits for mixed plastic waste, without specifications for imports and exports of separated plastic waste

 Option 2 – Permits for mixed plastic waste, with specifications for imports and exports of separated plastic waste (such as a specific maximum rate for contamination). Ngā Pāpāhonga me ngā Wātaka | Communications and timeframes Working party No messaging is planned at this stage. Key messages for changes to recycling

 From 14 June (date TBC) we’ll only be recycling plastics 1 and 2  The only things that should go into your wheelie bin from 14 June are cans, paper/cardboard, and plastics stamped with a 1 or 2.  Everything else needs to go in the Council bag  While people get used to this change, we’ll have waste auditors around town checking that people are recycling correctly before their bins are emptied. Bins with plastics 3-7 or other non-recyclables will not be emptied.  Information on why 1 and 2s are being collected only  Information on wish-cycling and contamination (putting things in recycling bins in the hope they are acceptable, meaning all items become contaminated)

Ngā take ā-Ihinga | Consent issues There are no consent issues.

Pānga kit e pūtea, me te puna pūtea | Financial Cost and Funding Source This is addressed earlier in the report.

Ngā Tāpiritanga | Attachments A. Minutes - Solid Waste Working Party - 7 May 2020 B. Solid Waste Working Party Terms of Reference Ngā waitohu | Signatories Author(s) Niall Baker Senior Policy Planner

Approved by Michelle Staines-Hawthorne Corporate Strategy Manager Fiona Vessey Group Manager Service Delivery Don McLeod Chief Executive Officer

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9 Information Reports Sport Waikato Quarterly Report 1 January 2020 - 31 March 2020

RM No.: 2284420

Rāpopotonga Matua | Executive Summary The quarterly report for 1 January 2020 – 31 March 2020 is attached to the agenda, as per Memorandum of Understanding between Sport Waikato and Matamata-Piako District Council.

COUNCIL RESOLUTION

That: 1. The report be received.

Moved by: Cr D Arnold Seconded by: Cr B Dewhurst CARRIED Item heard before 7.7

Consent Consistency with the Long Term Plan / Annual Plan

Sport Waikato receives funding from Council as part of the Long Term Plan. Reporting quarterly is a requirement of the Memorandum of Understanding between Sport Waikato and Matamata-Piako District Council.

Ngā Tāpiritanga | Attachments A. Sport Waikato Quarterly Report 1 January 2020 - 31 March 2020

Ngā Waitohu | Signatories Author(s) Tamara Kingi Committee Secretary and Corporate Administration Officer

Approved by Michelle Staines-Hawthorne Corporate Strategy Manager Don McLeod Chief Executive Officer

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Mayoral Diary

RM No.: 2254726

Rāpopotonga Matua | Executive Summary The Mayoral Diary for the period ending April 2020, is attached to the agenda.

COUNCIL RESOLUTION

That: 1. The information be received.

Moved by: Mayor A Tanner Seconded by: Cr R Smith CARRIED

Ngā Tāpiritanga | Attachments A. Mayoral Diary April 2020

Ngā waitohu | Signatories Author(s) Debbie Burge Executive Assistant to the Mayor

Approved by Don McLeod Chief Executive Officer

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10.40am The Chairperson thanked Members for their attendance and attention to business and declared the meeting closed.

CONFIRMED AS A TRUE AND CORRECT RECORD OF THE MEETING OF COUNCIL HELD ON 13 MAY 2020.

DATE:

CHAIRPERSON:...... Mayor Ash Tanner, JP

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