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Agenda of Ordinary Meeting of The Corporate and Operations Committee Open Agenda Notice is hereby given that an ordinary meeting of the Corporate and Operations Committee will be held on: Date: Wednesday 24 October 2018 Time: 9:00am Venue: Council Chambers 35 Kenrick Street TE AROHA Membership Mayor Jan Barnes, JP Councillors Donna Arnold James Sainsbury Teena Cornes Ash Tanner Paul Cronin Kevin Tappin Neil Goodger James Thomas, JP Brian Hunter Adrienne Wilcock Peter Jager Phone: 07-884-0060 Address: PO Box 266, Te Aroha 3342 Email: [email protected] Website: www.mpdc.govt.nz Corporate and Operations Committee 24 October 2018 ITEM TABLE OF CONTENTS PAGE PROCEDURAL 1 Meeting Opening 5 2 Present 5 3 Apologies 5 4 Notification of Urgent Business 5 5 Confirmation of minutes 5 OFFICER REPORTS 6 Executive 6.1 Volunteer Youth Ambassadors 2018 7 6.2 Digital Strategy 9 6.3 Future Matamata Stadium - Feasibility and Site Assessment 13 6.4 Funding for the proposed Morrinsville Carpark at the end of Ron Ladd Place in Morrinsville 69 6.5 Naming of Reserve in Morrinsville 73 6.6 Amendment of Road Naming Policy 79 6.7 Road Naming off Florence Drive in Morrinsville 87 6.8 Road Naming Ancroft Subdivision in Matamata 91 6.9 Enviroschools Presentation 97 6.10 Community Grants 2018/19 First funding round 105 6.11 Annual Declarations Of Interest 111 6.12 2017/18 State of the Environment Report 113 6.13 Health and Safety Report - September 2018 117 6.14 Waste Minimisation Report 141 6.15 Chief Executive Officers Report - September 2018 157 7 Urgent Additional Business PUBLIC EXCLUDED 8 Procedural motion to exclude the public 203 C1 Office of Treaty Settlement - Easement Request Page 3 Corporate and Operations Committee 24 October 2018 1 Meeting Opening 2 Present 3 Apologies At the close of the agenda no apologies had been received. 4 Notification of Urgent Business Pursuant to clause 3.7.5 and 3.7.6 of the Standing Orders NZS 9202:2003 and Section 6A (7) of the Local Government Official Information and Meetings Act 1987, the Chairman to enquire from members whether there are any additional items for consideration which qualify as extraordinary or urgent additional business. 5 Confirmation of minutes Minutes, as circulated, of the Ordinary Meeting of the Corporate and Operations Committee, held on 26 September 2018 Page 5 Corporate and Operations Committee 24 October 2018 Volunteer Youth Ambassadors 2018 Trim No.: 2071124 6.1Item Executive Summary Matamata-Piako’s Volunteer Youth Ambassadors have organised several activities this year to highlight the achievements of young people. These include organising the 2018 Youth Awards and administering the WILSS leadership program. Representatives of the VYA in attendance to provide a summary of the year and to talk about what the VYA have planned for the future. Recommendation That: 1. The information be received Attachments There are no attachments for this report. Signatories Author(s) Jesse Gooding Graduate Policy Planner Approved by Sandra Harris Acting Strategic Policy Manager Don McLeod Chief Executive Officer Volunteer Youth Ambassadors 2018 Page 7 Corporate and Operations Committee 24 October 2018 Digital Strategy Trim No.: 2073201 6.2Item Executive Summary Council has indicated a desire to provide our community and staff with the best digital services in local government by being recognised as leaders in the digital space, facilitating digital sharing by opening access to our data, and being digital only (or at least digital first) by 2025. A Digital Strategy has been developed to provide the guidance and direction for achieving this vision. This report seeks Council approval for the Digital Strategy and its implementation. Recommendation That: 1. The Digital Strategy be approved. Content Background Just over 10 years ago (in 2007) the first iPhone was launched, MySpace was the biggest player in social media, and the most popular cellphone in New Zealand was the Nokia 2600. At the same time, broadband overtook dial-up for the first time as the main type of internet connection in New Zealand homes (but wifi was costly and uncommon). Council’s website had around 1500 visitors per month, and we had queues out the door of all three offices at peak times – such as when rates were due. Things have changed dramatically since then. The iPhone is up to version X (ten), and is frequently accompanied by an Apple watch. Facebook is the largest social media platform – but with a whole raft of other key platforms available for targeting specific demographic groups. Wifi is not only common in the home, but is often found for free in public places. Council’s website has around 10,000 visitors per month, making a whole range of transactions at times that are convenient for them – so people no longer have to queue at our offices. In fact, 80% of our customers pay us online (by direct debit, or internet banking or credit card). It’s also now common to see new technology significantly affect the value proposition of well- established goods and services – good examples of this are IPTV/Netflix (which essentially eliminated the video hire industry), or Uber (who have fundamentally changed the taxi industry), or Air BnB (who are the world’s largest hotel chain, without owning a single hotel). These are well known examples, but these situations where technology fundamentally changes an industry are now common; this is known as digital disruption. It also significantly alters customer expectations and those customer expectations remain the same for all the services people engage with – whether that’s their local store, an online shop, an app based service, local government or central government. Digital disruption is not a scenario that is unique to business – it has equal potential to significantly alter the services of local government. Consider that Matamata-Piako District Council has only recently started accepting credit cards over the counter, yet in parts of China, customers can pay by facial recognition. Imagine if surveyors or works staff could see the GPS location of utilities by wearing a pair of smart glasses. Consider the additional efficiencies of one driver being able to operate two mowers. Or think of the impact driverless vehicles could have on car ownership, and Digital Strategy Page 9 Corporate and Operations Committee 24 October 2018 what this would mean for roading networks and parking. All of these technologies already exist, and it is not a question of if they will impact Council services, it is a question of when. Council has held a number of workshops to discuss how digital technology will influence how Item 6.2Item Matamata-Piako District Council engages with our customers in the future, and what Councillors see as the priorities and direction for our use of digital tools. Staff across the organisation were also involved in discussions to understand their needs, the needs of their customers, and the digital tools they are aware of that could help improve the services we provide or help the organisation operate more efficiently. These workshops helped set the direction for developing a digital strategy and roadmap of digital initiatives for the next seven years (2018 – 2025). The Digital Strategy will be circulated separately to this report. Issues Security Security is a key concern for all digital initiatives Council undertakes. Information Technology (IT) security audits have historically been completed approximately every three years. The website servers are tested as a component of the wider IT security audit process. The Audit and Risk Committee have recently recommended that the audits be undertaken annually, in recognition of the rapidly growing threat of cyber-crime. Funding for this has been included for Council’s consideration in draft 2018/19 Annual Plan budgets for both IT and digital enablement. Appendix B (the Development Framework for the Digital Strategy) identifies security planning and peer review as key stages in any development or procurement Council undertakes. Appendix B is circulated separately to this report. Privacy Similarly, making information available electronically (particularly opening our datasets) increases the risk of people accessing information about others. Privacy is a key concern for all digital initiatives Council undertakes. As such Appendix B (the Development Framework for the Digital Strategy) identifies privacy impact assessments (PIA) to be undertaken for any projects that involve significant risks from collecting, using or handling personal information. Ad hoc development Projects currently tend be tackled on an ad hoc basis across the organisation, with teams jumping to or being sold a solution without fully analysing the problem, or investing in solutions that benefit one area of Council, without looking at wider issues (such as how it will integrate with existing Council systems) or potential (how other’s may be able to leverage off the same product). Often the simple projects are tackled first, to achieve easy wins, or projects will begin with phased implementation to get the ball rolling, but the second or third phases remain undelivered due to other priorities. This ad hoc approach to investing in digital systems means that progress is made at a slow, but steady rate, but is not as efficient or effective as it could be. Appendix A (the Roadmap for the Digital Strategy) has been developed to address this ad hoc approach and clearly identify priorities moving forward. Appendix B (the Development Framework for the Digital Strategy) has been also been developed to deliver greater consistency in how Council approaches development and procurement of digital systems. Appendices A and B will be circulated separately to this report. Current resourcing Page 10 Digital Strategy Corporate and Operations Committee 24 October 2018 Staff and elected members generally see significantly value in delivering online services, with many positive initiatives included in staff work programmes for the coming years.
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