Extraordinary Council Wednesday 9 October 2019, 3pm - Cover
SOUTH TARANAKI DISTRICT COUNCIL Extraordinary Council Agenda Adopt 2018/19 Annual Report and the Town Centre Master Plans
Wednesday 9 October 2019 Council Chamber, Albion Street, Hāwera 3.00 pm
South Taranaki Alive with opportunity
1 Extraordinary Council Wednesday 9 October 2019, 3pm - Governance Information
Governance Information
Committee Members
Mayor Ross Dunlop (Chairperson) Deputy Mayor Phil Nixon
Councillor Andy Beccard Councillor Bonita Bigham Councillor Kirsty Bourke Councillor Gary Brown Councillor Clem Coxhead Councillor Gordon Lawson Councillor Steffy Mackay Councillor Robert Northcott Councillor Jack Rangiwahia Councillor Bryan Roach Councillor Ian Wards
Delegations
The Full Council’s role is to carry out responsibilities under the Local Government Act 2002. It is the final decision-making authority within the Council and generally ratifies recommendations made by other committees.
It is made up of all Councillors and the Mayor.
Powers that cannot be delegated
The powers that cannot be delegated by the Council are:
(a) the power to make a rate (b) the power to make a bylaw (c) the power to borrow money, or purchase or dispose of assets, other than in accordance with the long-term plan (d) the power to adopt a long-term plan, annual plan or annual report (e) the power to appoint a chief executive (f) the power to adopt policies required to be adopted and consulted on under the Local Government Act 2002 in association with the long-term plan or developed for the purpose of the Local Governance Statement. (g) the power to adopt a remuneration and employment policy
2 Extraordinary Council Wednesday 9 October 2019, 3pm - Governance Information
Health and Safety Message
In the event of an emergency, please follow the instructions of Council staff.
If there is an earthquake – drop, cover and hold where possible. Please remain where you are until further instruction is given.
Conflicts of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as an elected member and any private or other external interest they might have.
3 Extraordinary Council Wednesday 9 October 2019, 3pm - Agenda
Extraordinary Meeting Wednesday 9 October 2019, 3.00 pm To adopt the 2018/19 Annual Report and Town Centre Master Plans
1. Apologies
2. Reports
2.1 Adoption 2018/19 Annual Report ...... Page 6
Appendix I – 2018/19 Annual Report
2.2 Town Centre Master Plans ...... Page 105
Appendix I – Written feedback received from the Town Centre Master Plans consultation
Appendix II – Notes from the Town Centre Master Plans meetings/consultation
Appendix III – Town Centre Master Plans Ōpunakē Eltham Manaia Pātea Waverley
4 Extraordinary Council Wednesday 9 October 2019, 3pm - Apologies 1
1. Apologies
Leave of Absence
The Council may grant a member leave of absence following an application from that member. Leave of absences will be held in the Public Excluded section of the meeting.
5 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2
Report Central File Ref 027/01 To Mayor and Councillors From Chief Executive, Waid Crockett Date 9 October 2019 Subject Adoption of 2018/19 Annual Report (This report shall not be construed as policy until adopted by full Council)
Executive Summary
1. The adoption of the Annual Report is a statutory requirement under Section 98 (1) and Section 98 (3) of the Local Government Act 2002 which requires the Council to adopt the audited Annual Report for the year ended 30 June, by 31 October each year.
2. Since the interim year-end report was released, a small number of adjustments have been made to the final Annual Report at the request of the auditors. As a result of these adjustments, the Council’s overall deficit increased from $2.87 million to $3.2 million.
3. The main adjustments are as follows:
• Adjustment for loss on disposal ($139,000) • Adjustment to roading depreciation ($211,000) • A few changes in disclosures
Recommendation
THAT the Council adopts the audited Annual Report of the South Taranaki District Council for the year ended 30 June 2019, in accordance with Section 98 (1) and Section 98 (3) of the Local Government Act 2002.
Decision-Making Process
Background
4. The Council is required to adopt an audited Annual Report by 31 October each year. The information required in the Annual Report is detailed in Part 3 of Schedule 10 of the Local Government Act 2002.
5. Audit New Zealand is in the process of completing its audit and will issue a final audit opinion on 9 October 2019 after the adoption of the Annual Report. As a result of final checking, minor changes to the financials may still be required and if so these will be tabled at the Council meeting along with the draft audit opinion.
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The Document
6. An overview of the year can be found in the Mayor and Chief Executive’s message on pages 4 and 5 of the Annual Report and a more detailed activity review is covered on pages 9 to 18. Explanations of significant variances to the budget are detailed in the Financial Commentary on pages 19 to 23. A comprehensive review of each activity is also included throughout the document providing the reader with a complete picture of the performance of the Council during the year.
7. The Council is also required to produce an audited Summary of the Annual Report within 30 days of the adoption of the Annual Report. The Summary has been drafted and will be printed in the Taranaki Star on or before 9 November 2019.
8. It is important to note that the deficit is largely “on paper”, it is not cash and as such it will need careful explanation to the media and the public. A typical reaction to a figure of this size is that we have been “under rating” or that we have budgeted poorly. The two biggest contributors to the deficit are unbudgeted losses on disposal of assets worth $3.9 million which include the write-off of STDC’s share of the Landfill project and losses relating to market valuation of swaps (derivatives) worth $5.2 million, both of these have little or no impact on rates.
Waid Crockett Chief Executive
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7 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 SOUTH TARANAKI DISTRICT COUNCIL’S ANNUAL REPORT 2018/19
AKING S M OUTH TA RA N A THE MOST K I liveableDISTRICT IN NZ
8 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 contents mihi IHIRANGI Ko Taranaki kei runga. Ko Aotea, ko Kurahaupo e urunga mai ki uta. Ko Turi, ko Ruatea ngā tūpuna, Tihei mauri tū ki runga! Mai i Okurukuru ki Rāwa o Turi, Rāwa o Turi ki Waingongoro, 1 CONTENTS 2 Mihi Waingōngoro ki Whenuakura, 3 Contents Whenuakura ki Waitōtara. 4 Mayor and Chief Executive’s Message Ko wai tērā, ko Taranaki ki te Tonga. 6 Mission & Vision, Your Councillors E ngā tini wairua, kua whetūrangihia, koutou e korowaitia ana te 7 About the LTP, Annual Plan and tauheke rā, ko Pukehaupapa, ko Pukeonaki, e moe. Haere I raro I te Annual Report cycle kahu kōrako ki tua whakarere. Ki te kāinga o tāua te tangata. 9 Year in Review 19 Financial Commentary Hoki atu rā koutou ki Hawaiki nui, Hawaiki roa, Hawaiki pāmamao. 24 Statement of Compliance and Ki a tātou ngā uri o Tiki, ki ngā kanohi kitea. Tātou mā e kawea nei Responsibility ngā kete matauranga o te ao tūroa, o te ao hurihuri. Tihei mouri ora. 25 Independent Auditors Report 27 About this Report Ko te kaupapa e anga atu nei, ko te Hōtaka o te wā, hei tirohanga ki 29 Democracy & Leadership mua mā tātou ki te Tonga. Kia whai nei I ngā wawata kia pākari ai te 35 Water Supply rohe. 45 Stormwater Kāti rā, ki a koutou, ki a tātou, rire, rire Hau Pai marire! 51 Wastewater 59 Solid Waste 63 Roading & Footpaths 67 Community Facilities 79 Arts & Culture So stands Taranaki above 83 District Economy Aotea and Kurahaupo are anchored ashore, 87 Community Development Turi and Ruatea are our ancestors. 91 Environmental Sustainability So, we share the breath of life! 95 Regulatory Services From Okurukuru to Rāwa o Turi, 103 Coastal Structures From Rāwa o Turi to the Waingongoro River, 105 Corporate Activities From the Waingōngoro to the Whenuakura River, 107 Statement of Accounting Policies From the Whenuakura to the Waitōtara River. 118 Funding Impact Statements 134 Statement of Financial Performance Who are we, South Taranaki. 135 Statement of Financial Position To those spirits, who have passed beyond, you who cloak our 136 Statement of Changes in Equity mountain, Pukehaupapa, Pukeonaki, rest in peace. Go beyond the veil 137 Statement of Comprehensive Revenue with the protection of peace. To the ancestral home of us, the people. & Expense 138 Statement of Cashflow Return to Hawaiki nui, Hawaiki roa and Hawaiki pāmamao. 139 Notes to Financial Statements To those of us who remain, the descendants of Tiki, the living. We, the 185 Political Structure bearers of the baskets of knowledge from the past and present. So, 187 Elected Members the breath of life. 188 Management and Staff So, the focus for this is the Long Term Plan, to look forward for us the people of South Taranaki. To achieve the hopes and dreams to enhance our region. In conclusion, to you and us all, Peace flow across us!
9 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 MAYOR & CHIEF EXECUTIVE’S MESSAGE TE REO MAIOHA TĀ TE KOROMATUA ME TE TUMU PAETAKI Welcome to the South Taranaki District Council’s Annual Report After careful consideration and a detailed feasibility study we, (2 Councillors) and Pātea Ward (2 Councillors). There will be within the next two years. 2018/19. along with the Stratford and New Plymouth District Councils, four community boards (same Ward boundaries) each with four • Our annual independent survey of more than 400 residents agreed to suspend further development of the Central Landfill elected members and one Councillor appointed by the Council. In this document we look back on the last financial year (1 July across all five South Taranaki wards found that 93% of near Eltham, bank the facility for future use and accept an offer 2018 to 30 June 2019) and report on how we performed against Other notable achievements during the year include: residents were happy with the overall service the Council from Midwest Disposals Ltd to send our waste to the Bonny Glen the objectives and priorities we set in our 2018-19 Annual Plan provides. landfill, near Marton. The offer will save Taranaki ratepayers up • 79km of roads were resealed and 7km of roads were (Year 1 of our 2018-2028 Long Term Plan). to $25 million over 35 years and enables us to focus on reducing reconstructed The Council is in a healthy financial position and finished the The Council’s vision is to make South Taranaki the most liveable waste going to landfill without raising the residential waste year with a $5,816,000 operational surplus before accounting • Pātea LibraryPlus was renovated district in New Zealand with an attractive and affordable lifestyle, disposal costs. The 35-year agreement saves money, reduces adjustments, against a budgeted surplus of $2,123,000. While connected people in sustainable and vibrant communities. The risk, delivers long-term certainty and provides real incentive to • Kaponga LibraryPlus was reopened in December 2018 after the Council’s Income Statement shows a deficit of $3,208,000 12 months to the end of June 2019 has seen significant progress minimise waste. We will begin taking our waste to Bonny Glen being earthquake strengthened and refurbished this was due to accounting adjustments – these included any made on a number of priorities and projects we undertook in book loss on the disposal of assets ($3,903,000) and a balance in the second half of 2019. • Work started on earthquake strengthening Pātea’s Hunter order to achieve our vision. day valuation snapshot of our financial instruments. On 30 June South Taranaki has been identified as being in a medium seismic Shaw Building this year, our Derivative Contracts showed a loss of $5,121,000. Our second Hāwera Town Centre re-development project, (earthquake) risk area. Because of this, all earthquake-prone • Hāwera’s King Edward Park (KEP) received international These are unrealised (paper) losses which have no impact on Korimako Lane, and the refurbishment of the Grubi Building was buildings in the district must be strengthened or demolished recognition as a recipient of a Green Flag Award and was rates. completed and opened in early December 2018. The attractive within 25 years. Places determined as Priority Areas would also awarded a 5th star by the New Zealand Gardens Trust new lane provides improved connectivity between the free As a result of strong market conditions, the Council’s Long Term require that timeframe to be halved to 12.5 years. After public making it a Garden of National Significance public car parks and the CBD shopping precinct. consultation and based on the information it had at hand, Investment Fund returned $10.09 million against a budgeted Council decided that a priority classification in our district was • Council’s energy costs have fallen by approximately 13% return of $8.75 million. After allowing for withdrawal of the We continued to prepare for the main Hāwera Town Centre not warranted. compared to the previous two years. This was achieved annual rates subsidy and interest repayments for specific re-development project, Te Ramanui o Ruapūtahanga – South mainly through conversion of street lighting to LED, community projects, the value of the Fund at 30 June 2019 was Taranaki’s new Library, Culture and Arts Centre. Concept designs The Council decided to bring its professional roading services switching two sites from standard metering to time-of-use $147.09 million ($143.21 million in 2018). were shared with the community and feedback integrated into in-house. We believe this move will improve asset management metering and drier weather conditions in the months of the preliminary designs (completed in May 2019). The project Note from Waid: Finally, this is Mayor Ross Dunlop’s last Annual and service delivery over time, as well as reduce costs and August-November received a huge boost in the form of a $2.8 million commitment ultimately represent better value for money for our ratepayers. Report as he is not standing for re-election at the upcoming from the TSB Community Trust in June 2019 and means we can We also continued to invest in our infrastructure and improve • Council won the Tompkins Wake Award for Better Local Body elections. Ross has dedicated a huge part of his life move forward with great confidence. Construction is planned to the protection of our water supplies, such as the permanent Regulation and Policy at the 2019 McGredy Winder SOLGM to his community having served 33 years on Council, 12 of those begin in early 2020 and to be complete by July 2021. treatment of the Pātea Water Supply with chlorine dioxide from Local Government Excellence Awards for our innovative as South Taranaki Mayor. Ross leaves the Council in extremely December 2018. approach to freedom camping. good heart. We are fiscally sound, have upgraded much of our In May 2019, Council embarked on a consultation process to key infrastructure, have high levels of community satisfaction develop town centre masterplans for Eltham, Ōpunakē, Manaia, We are nearly at the end of a major two-year project to review • Standard and Poors (S&P) Global revised our financial and have a clear direction for the future. It is our privilege to Pātea and Waverley. The aim of this exercise is to develop a a range of bylaws covering activities from dog and livestock outlook from stable to positive and reaffirmed our credit present the Council’s 2018/19 Annual Report. suite of actions for each town’s CBD which can be included in control to liquor control, water and wastewater. These bylaws rating as ‘AA-/A-1+’. A positive outlook reflects a one-in- our 2021 Long Term Plan. The masterplans will be completed will be in place for 10 years, unless there are changes to three chance that S&P could raise the long-term ratings for Council’s consideration in October 2019. legislation or the Council decides to review them earlier. As part of our goal to support economic development and The Council’s Representation Review (which started in 2017) was sustainability, Council initiated a Feasibility and Initial Business finalised after receiving approval from the Local Government Case Study into the potential development of an Industrial Commission. This means the Council’s electoral arrangements Park in the district. The study, has been part funded by the for the next 6 years will consist of a Mayor elected at large, Government’s Provincial Growth Fund and, at the time of and 12 Councillors elected from four Wards; Te Hāwera (5 writing this report, was finalised in September 2019. Councillors), Taranaki Coastal (3 Councillors), Eltham-Kaponga
ROSS DUNLOP WAID CROCKETT Mayor Chief Executive
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10 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports YOUR COUNCILLORS 2 VISION & Ō KOUTOU KAIKAUNIHERA ABOUT THE LTP, ANNUAL PLAN &
MAYOR ROSS DUNLOP ANNUAL REPORT MISSION South Taranaki District COUNCIL WILL LEAD WITH FAIRNESS AND INTEGRITY, AND WORK TO INSPIRE Long Term PLAN A VIBRANT AND CARING ANDY BECCARD BONITA BIGHAM KIRSTY BOURKE
The LTP sets out our strategic direction SPIRIT OF and works programme for ten years outlining services we will provide, projects we will undertake, costs, how COMMUNITY, WHILE it will be paid for and how we will measure our performance. An LTP is REMAINING produced every three years.
AN EFFICIENT AND SENSITIVE GARY BROWN CLEM COXHEAD GORDON LAWSON PROVIDER OF SERVICES AND Annual Annual FACILITIES. REPORT PLAN
At the end of each financial year the In each of the years between LTPs, SOUTH TARANAKI IS THE Council produces an Annual Report we produce an Annual Plan to review setting out how we performed for the budgets and work programme the year compared to what we said. It planned for the year, according to the MOST LIVEABLE DISTRICT IN STEFFY MACKAY PHIL NIXON ROBERT NORTHCOTT lets you know what we delivered and LTP. When a significant or material analyses whether we met our budgets change from the LTP is proposed, the NZ; WITH AN ATTRACTIVE and performance targets. community will be consulted. AND AFFORDABLE LIFESTYLE, The Annual Plan for 2019/20 represents Year 2 of the Council’s Long Term Plan 2018-28 (LTP). It is our opportunity to adjust CONNECTED PEOPLE, IN what we had planned to deliver when we set our budgets through the 2018-28 LTP. It is an exceptions document i.e. it only details changes to the LTP. To fully understand the Annual SUSTAINABLE AND VIBRANT JACK RANGIWAHIA BRYAN ROACH IAN WARDS Plan, you may find it helpful to read it alongside the LTP which COMMUNITIES contains much more detail.
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11 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 THE YEAR IN REVIEW HE AROTAKENGA O TE TAU
AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
12 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 The Year in Review HE AROTAKENGA O TE TAU
The Council’s vision is to make South Taranaki the most liveable district in New Zealand with an attractive and affordable lifestyle, Project/Priority Progress connected people in sustainable and vibrant communities. In our 2018 – 2028 Long Term Plan, the Council identified a number of key projects and priorities that we wanted to implement to support the achievement of our vision. In this section we report on the Earthquake strengthen the Hunter Shaw Building in Pātea and Kaponga LibraryPlus was reopened in December 2018 progress of those key priorities. the Kaponga LibraryPlus. after being earthquake strengthened and refurbished Work started on earthquake strengthening Pātea’s Hunter Shaw Building in April 2019 and is expected to be finished in September 2019 ATTRACTIVE LIFESTYLE Upgrade the Manaia Swimming Pool ($623,000) staged over Upgraded the pools filtration plant. three years starting in 2018/19). Project/Priority Progress Upgrade the Pātea LibraryPlus ($300,000 in 2018/19). The Pātea LibraryPlus refurbishments were completed in Complete the District Pathways Programme outlined in our last Work to develop a pathway along the Normanby to Hāwera March 2019. Long Term Plan (2015) and put an additional ($500,000) aside rail corridor proved difficult, due to Kiwirail requirements. An for further development. alternative proposal which doesn’t cross the railway line is now being considered. SUSTAINABLE RESOURCES Implement the Ōpunakē Beach Management Plan with New playground was installed at Ōpunakē Beach. approximately ($500,000) worth of improvements budgeted Project/Priority Progress for Ōpunakē Beach and the Holiday Park. Construct a new regional landfill, south of Eltham, called the After careful consideration and a detailed feasibility study STDC, Support the Rotokare Scenic Reserve Trust The Rotokare Scenic Reserve Trust was granted $50,000. Central Landfill. along with the Stratford and New Plymouth District Councils, Improve track access and build new toilets at Waihi Beach Upgrade of the Waihi Beach track was completed in October agreed to suspend further development of the Central Landfill Reserve to complement the Denby Road pathway ($225,000 2018. $125,000 was secured from the Ministry of Business, near Eltham, bank the facility for future use and accept an Council contribution, 2019). Innovation and Employment’s (MBIE) Tourism Infrastructure offer from Midwest Disposals Ltd to send our waste to the Fund to go towards purchasing four mobile, fully-contained Bonny Glen landfill, near Marton. The offer will save Taranaki ablution pods and five solar powered rubbish compaction bins, ratepayers up to $25 million over 35 years and enables us to one of which will be placed at Waihi Beach Reserve. Council focus on reducing waste going to landfill without raising the will pay for the other half of the cost of the new infrastructure. residential waste disposal costs. The 35-year agreement saves The Waihi Beach ablution pod will be installed in the 2019/20 money, reduces risk, delivers long-term certainty and provides financial year. real incentive to minimise waste. We will begin taking our Undertake upgrades to the Waverley Beach Holiday Park. New playground was installed at Waverley Beach and the waste to Bonny Glen in the second half of 2019. electricity supply and fittings to all powered sites were Reduce the total amount of waste going to landfill by 5% The total waste diversion from landfill, inclusive of recycling upgraded. by 2023 through Council waste minimisation activities and and green waste was 33.13% for the year. introduce the ability to take e-Waste to the Hāwera Transfer VIBRANT COMMUNITIES Station. Project/Priority Progress Complete the new Wai-inu Wastewater Treatment Plant by This project was delayed due to no tenders being received that Continue to work on the Hāwera Town Centre Strategy. The second Hāwera Town Centre re-development project, December 2018. met our specifications. After further investigation we decided Korimako Lane, and the refurbishment of the Grubi Building to purchase a submerged aerated filter (SAF) plant for Waiinu was completed and opened in early December 2018. Beach. The new SAF plant will be installed and commissioned in November 2019. Design and build ‘CHALCI’ (Centre for Heritage, Arts, Library, Concept designs were shared with the community and Culture and Information). feedback integrated into the preliminary designs (completed in Complete chlorination of the Pātea, Waverley, Waverley Beach Council began permanently treating the Pātea Water Supply May 2019). The project received a huge boost in the form of a and Wai-inu water supplies by 2019 (to meet changes that are with chlorine dioxide in December 2018. $2.8 million grant from the TSB Community Trust in June 2019. expected to be made to the NZ Drinking Water Standards as a Construction is planned to begin in early 2020 to be complete result of the recommendation of the Havelock North Inquiry). by July 2021. Improve our water and wastewater infrastructure by reducing More than 200 Opito data loggers have been installed in Inaha Develop Town Centre Strategies for Eltham, Manaia, Ōpunakē, In May 2019, Council embarked on a consultation process to water loss (leakage) within our water networks and reducing farm water connections which make it easy to track individual Pātea and Waverley over the next five years ($100,000). develop the 5 town centre masterplans in order to develop a water entering our wastewater (sewers) networks. farm consumption and to monitor night flows. Acoustic leak suite of actions for each town’s CBD which can be included in detection was carried out in Ōpunakē which has helped reduce our 2021-31 Long Term Plan. The masterplans will be completed minimum night flows from 27 to 18 m³/h - a saving of 9,000 for Council’s consideration in October 2019. litres of water every hour. Wastewater pipelines in Eltham, Hāwera and the Normanby trunk main were upgraded to improve pipe condition and reduce leakage of groundwater into our wastewater pipe network.
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13 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 The Year in Review HE AROTAKENGA O TE TAU
CONNECTED PEOPLE INDIVIDUAL GROUP HIGHLIGHTS: Community and Infrastructure Services Project/Priority Progress Spend an average of $26.36 million pa on the road network 79km of roads were resealed, 7km of roads were reconstructed The Mayors’ Taskforce for Jobs Innovation Challenge was held in November 2018 with mixed teams of (includes average $7.3 million pa for depreciation), including an and $489,000 was spent on 743 metres of footpaths. business representatives and students from the three South Taranaki high schools competing in a series average annual spend of $635,000 on footpaths. of challenges including making a self-propelling mode of Support the introduction of electric vehicle charging stations The Council, in partnership with Stratford District Council transport out of a pile of junk. The event was held as a response in the district by partnering with government funding agencies and ChargeNet, received $96,000 in investment funding from to feedback from South Taranaki businesses that they did not like EECA. the Government’s Low Emission Vehicles Contestable Fund fully understand NCEA and did not understand how to use it in to support the installation of three electric vehicle (EV) fast their business and particularly at job interviews. chargers to be located at Ōpunakē, Waverley and Stratford. Pedal Powered Pictures was also organised as part of National The Ōpunakē charging station was installed in September 2018 Youth/Tech Week in Hāwera in May 2019. Youth worked with and the Waverley charging station will be installed in the next business owners to put together 10 stationary bikes on a financial year. framework with peddlers generating enough power to run a digital projector, laptop and Undertake a feasibility study to investigate the need for a A Feasibility and Initial Business Case Study into the potential sound system except for one five-minute break in transmission. location of a district Industrial/Business Park. development of an Industrial Park in the district was started in April 2019. The study, which has been part funded by the The Waverley Clock is now fully electronic, chiming and keeping good time, which the community is Government’s Provincial Growth Fund, is expected to be very happy about. Winding the clock stopped in June 2017 due to health and safety concerns around the finished by September 2019, after which time Council will clock’s hand winding mechanism which required two people on site, and this had to be carried out every decide whether or not there is a case for further development six days. The new system was installed by local contractors. and, if so, next steps towards establishment. The annual Arts in the Park was held in December 2018 at King Edward Park, Hāwera. There were plenty of stallholders selling their amazing handcrafted products and the Arts Tipi attracted many children who enjoyed story times, paint blasting, flower power and making lots AFFORDABLE DEVELOPMENT of noise with bucket drumming. On the stage were Karen Clarke and friends, Te Tira Whakamua Kapa Haka group opened the event and there was a roaming Project/Priority Progress performance by the Hāwera Highland Pipe Band. Have an average rate increase limit of 3.65%. The average rate increase for the year was 3.18% This year’s Hall of Fame inductees were Graham Mourie (Rugby) and Stan Lay (Athletics - Javelin). Graham Mourie attended the ceremony and John Lay (son of Stan) and other family members attended on behalf of Use debt to fund key infrastructural projects. Council’s total borrowing increased from $128.18 million Stan. The induction was well supported by members of groups which the two recipients had been involved (2018) to $128.51 million. This included $14.91 million of with. Thanks were also extended to the Hāwera Rotary Club who are sponsors of the South Taranaki Sporting internal borrowing ($11.38 million in 2018). Hall of Fame. Maintain or improve our credit rating. S&P Global have revised our financial outlook from stable Community Boards funded the installation of drinking water fountains across the District to positive and reaffirmed our credit rating as ‘AA-/A-1+’ with the purpose of providing a healthier option and to encourage people to refill bottles A positive outlook reflects a one-in-three chance that thus reducing waste. These have been provided by the Eltham Community Board (Victoria S&P could raise the long-term ratings within the next two Park, Kaponga and Taumata Park, Eltham) - Pātea Community Board (in front of the Pātea and Waverley LibraryPlus’) years. and Egmont Plains Community Board installed one at the Ōpunakē Skate Park. Subsidise rates on average by $6.5 million pa using During the year the Council withdrew $5.8 million from “Bringing Back Aunt Daisy” was the Council’s contribution to the Heritage and Family History Week calendar earnings from the Long Term Investment Fund. the LTIF to provide $3.87 million to subsidise general which was put together by the Hāwera Genealogy Society. The audience of 250 were treated to stellar rates and a further $1.93 million to service interest and performances by Vivien Taylor as Maud Basham (Aunt Daisy), with her guest cooks Celine Filbee and Don loan repayments for specific community projects. Stockwell. Aunt Daisy’s connection to Hāwera, Eltham and other parts of Taranaki gave the opportunity to promote a zero waste, no plastic, no harmful chemical message while providing a light-hearted look at a Fund key projects (e.g. Hāwera Town Centre upgrade) by See above small part of our local history. taking out a loan which is paid back over a number of years using annual drawdowns from Council’s Long Term An Industrial Park Feasibility and Initial Business Case Study is being undertaken for the Council by two companies working Investment Fund. together, Veros and Rationale, with the study part-funded by a Provincial Growth Fund grant. The consultants spent timein South Taranaki in May speaking to business people, land owners and Councillors with the aim of the study being to complete an assessment of costs and benefits; its activities and strategic fit, an indicative budget and structure, and recommendations as to whether there is a case for further development of the proposal, and if so, the next steps towards establishment. The study will be considered for approval by the Council in the new financial year.
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14 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 The Year in Review HE AROTAKENGA O TE TAU
Community & Infrastructure Services of National Significance. As a 5-star garden the Park joins 60 other similarly ranked gardens nation-wide, including the Auckland, Wellington and Christchurch botanical gardens. King Edward Park also joins nine The seven LibraryPlus’ continue to provide a wide range of events and activities across the other Taranaki 5-star gardens, including; Pukeiti, Hollard Gardens and Pukekura - Brooklands Park in District. In the last year these have included Alpaca at Hāwera LibraryPlus as part of National cementing the region’s leading place in the New Zealand Garden Tourist trail. Simultaneous Storytime, the Taranaki Secondary School Literature Challenge and Free Comic Book Day in May. Free Comic Book Day was attended by over 400 people, many participating in More than 200 Opito data loggers have been installed in Inaha farm water the various workshops offered. Members of the public, families, and LibraryPlus staff took the connections. These have solar-charging panels and they enable the Council opportunity for some Cosplay, culminating in a parade in the Town Square. to easily track individual farm consumption and to monitor night flows of the farms, as this can indicate internal leakage losses, particularly during the non-milking season. This data Pātea residents and staff were pleased to move back into the renovated Pātea LibraryPlus facility. also helps to find unresponsive meters which are either replaced or repaired which helps us to reduce As well as the outside work, some interior work was done including renovating an under-used room unaccounted water. This project is now progressing towards Waimate West and beyond. to turn it into a space for our younger citizens to hang out in. The room has sliding doors which makes the room multipurpose - staff can open up the space for large events or groups or close the Acoustic leak detection was recently carried out in Ōpunakē. The contractor engaged, Detection Services, room off if there is a meeting being held. The opening was a real community affair with around used specialised listening devices to detect unusually high flows of water. They detected 12 leaks on Council assets and eight leaks 60 members of the public in attendance, as well as Councillors, Community Board Members and on private property which can now be repaired. This work has helped reduce minimum night flows in Ōpunakē from 27 to 18 m³/h. students from Pātea St Joseph’s School. This represents a saving of 9,000 litres of water every hour. Arts Fest South Taranaki was facilitated by the Arts Co-ordinator in Spring 2018. 25 mobile check meters are currently circulating in Pātea to find leaks on the customer side ofthe Held over ten days, the festival was launched by the 17th annual Taranaki National Art Awards Ceremony in boundary. The meters register flow for several weeks and then are relocated to other properties. Some Ōpunakē and coincided with the regions garden festivals. The district-wide event promoted galleries, artist connections have been found to have high flows (possibly leaks) and these have been communicated with studios, pop-up exhibitions, music gigs, art collectives, comedy shows, events, installations, creative workshops property owners to repair these internal leaks. This project will continue within Pātea and other towns to and a film festival to showcase our diverse and vibrant art community. Most venues were free to visit, and minimise water losses. events utilised our district halls and venues. A programme to rehabilitate our wastewater pipelines by trenchless relining and traditional “dig-ups” continues. This year Beech Place Reserve, an open field between Tawa and Ngaio Streets and Kamahi rehabilitation has included wastewater pipework in Eltham, Hāwera and the Normanby trunk main. This ongoing work has helped Avenue, is one of four areas in the Hāwera Ward where dogs are permitted unleashed. to improve pipe condition and reduce leakage of groundwater into our wastewater pipe network. During the year, the area was fully fenced and gated so dogs can run free while still Contractors have been testing many of our wastewater networks to identify where stormwater drains, land drains and rooftop enclosed in the reserve. It is the start of a longer project which will include involvement gutters have been connected to our wastewater networks. The presence of these connections can cause pipes tooverflow from interested groups to plan and discuss landscaping and provide basic dog agility wastewater into the environment and it also increases our energy costs because our wastewater pumps have more work to do. equipment for our pooches. A Doggy Doo bins area is also planned, and the Hāwera The testing programme involves pumping paraffin smoke into the sewers and inspecting properties to ensure the smoke is coming Community Board agreed to part fund 5 bins to be installed throughout Hāwera, out of the appropriate pipework. We have smoke tested the towns of Ōpunakē, Eltham, Waverley and some parts of Hāwera. including two at Beech Place Reserve, two on the Denby Road walkway and one at Ohawe Beach. On average we need to reseal our sealed roads every 14 years, with resealing coming in at around one tenth of the cost of full reconstruction works. Road resealing is the process of spraying bitumen New playground equipment was installed at Ōpunakē Beach, Waverley Beach and Queen Elizabeth Park in onto a road pavement and then rolling in a layer of uniformly sized stones to create a new surface. Hāwera during the year. This year 79km of road resealing was undertaken at a total cost of $2.1m. Aotea Utanganui Museum of South Taranaki was the first museum in New Roads containing significant pavement defects are not suitable for resealing and require more Zealand to attain the rights to the National Geographic exhibition Rarely Seen: Photographs of the extensive and expensive pavement rehabilitation treatments. Pavement Rehabilitation is a major Extraordinary; visitors have been able to experience some of the world’s most astounding phenomena, full width restoration of the road pavement to an ‘as new’ condition. Cape, Lower Newall, Mid Puniho, Denby and Lower Duthie revealing a world very few have the chance to see for themselves. Inspired by the book NATIONAL Roads were completed this year resulting in completion of 7.2km of rehabilitation at a total cost of $2.3m. GEOGRAPHIC RARELY SEEN: Photographs of the Extraordinary, it features 50 striking images shot by some of the world’s finest photographers of places, events, natural phenomena, and man-made The Council would normally chlorinate the Pātea water supply several times a year to protect heirlooms seldom seen by human eyes. against dangerous bugs (bacteria) getting into the water and making people sick. From December 2018 this protective measure was increased and the Pātea water supply is now permanently The official blessing and opening of Korimako Lane was held in early December 2018. The treated using chlorine dioxide. This is a selective disinfectant that kills bacteria to protect public commissioned artwork “Wings of Korimako” by Steve Molloy was also unveiled and blessed at the health whilst minimising unpleasant affects such as tastes, odours and skin irritation. opening. Korimako Lane is the second of many projects to be completed as part of the Hāwera Town Centre re-development. We temporarily suspended water fluoridation of the Kapuni Water Supply to conduct a fluoridation system inspection and to make Hāwera’s King Edward Park (KEP) was assessed for and awarded a Green possible modifications. The dosing system will be recommissioned once recommended modifications Flag Award using eight criteria including horticultural standards, cleanliness, sustainability, community have been made. involvement, safety and a sense of welcome. The award is an internationally recognised mark of a quality park or green space. Internationally 14 countries participate in the award and KEP is one of Sand accumulations in the lower Waiaua River obstructed the water intake at the Ōpunakē Water Treatment Plant in late May only 23 recipients in New Zealand. The award reflects the dedication that goes into the park’s ongoing 2019. Whilst the intake was being cleared water was supplemented from Cold Creek, in terms of an existing agreement. These development and year-round maintenance and is a tribute to the hard work of the Parks Team. actions, as well as conservation efforts by the community, assisted in returning the supply to normal within 24 hours. Continuity of supply and water quality to consumers was unaffected. Also, during the year King Edward Park in Hāwera was awarded another star by the New Zealand Gardens Trust making it a Garden
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15 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 The Year in Review HE AROTAKENGA O TE TAU
After an unsuccessful attempt to tender the work for the Wai-inu Beach Wastewater Treatment premises but were still struggling with the documentation requirements of the Food Act. Plant out as a “design and construct” project, the decision was made to take a different approach The Food Act Quality Management System is nearing completion and will be finalised by the end of 2019. One EHO successfully and purchase the plant direct from the suppliers and then have it installed. The Wai-inu Beach completed MPI training and is now warranted as a Food Safety Officer for MPI. Wastewater Treatment Plant is currently on order. It is expected the Plant will arrive in September 2019 with installation planned to be completed and the plant commissioned in late November 2019. A total of 1,354 Animal Control related complaints were received during the 2018/19 year and compares to previous years as follows: Contractors have completed work to replace the roof at TSB Hub, over the fitness gym and the third court area. These roofs were retained as part of the original TSB Hub construction project and have Type of Complaint received 2014/15 2015/16 2016/17 2017/18 2018/19 come to the end of their life. We have experienced roof leaks over some years, which have proved too Dog Attack 42 63 65 67 49 difficult to locate and repair. Rushing/Threatening 21 18 32 49 46 STDC’s energy cost from July 2018 to January 2019, compared to the last two years, is shown on the Roaming 587 540 563 615 643 graph. Cumulative costs to January for the last 3 years are: 2016/17 $760,963; 2017/18 $735,760; 2018/19 $661,197. The saving is approximately 10% when compared to the cost last year. This was Barking 268 204 506 595 403 achieved mainly through conversion of street lighting to LED, switching of two sites from standard Welfare 45 34 12 16 3 metering to time of use metering and drier weather conditions in the months of August-November. General Dog Complaints 223 442 473 348 210 Environmental Services Total 1,186 1,301 1,651 1,690 1,354 District Plan Review – only one appeal on the Proposed District Plan remains unresolved. This relates to its The trend for reported incidents reflects improved recording into the Council’s Customer Request Management system which then Hazardous Substances provisions and some of the Plan’s controls for petroleum activities. The hearing for this assisted in the management of the response (actions and response times). While the number of dog attacks have fluctuated over appeal began late in March 2018 and is still ongoing. The matters traversed by this appeal are wide ranging and the previous years, it shows a decline in attacks for this year. The Council continues to be committed to reuniting lost dogs with unique to Taranaki so have not been explored by councils in other regions. We are hoping to have a decision from their owners and re-homing suitable dogs. Of the 231 dogs which were impounded, 147 dogs were either returned to their owners the Environment Court by the end of 2019. This will enable the Proposed District Plan 2015 to be made operative. or re-homed. Resource Management Act Amendments – Late in 2018, Environment Minister Corporate Services David Parker announced a two-stage process to improve the country’s resource During 2018, as part of the , the Council reviewed things such as the number of councillors and wards we management system. This will focus primarily on the Resource Management Act 1991 (RMA), Representation Review should have, whether we should have community boards and if so, how many, where the boundaries are and what the names of in an effort to make the legislation more supporting of a productive, sustainable and inclusive the wards and community boards ought to be. More than 20 submissions were made to the initial proposal and the Council made economy. The Government also wants the RMA easier for New Zealanders to understand and a few changes as a result of these submissions, around ward and board names. The Local Government Commission’s approval engage with. The first stage involves amending the Resource Management Act 1991 by reversing was required as it was a non-complying proposal (one ward had less people per councillor than the other wards). The Council will some of the changes that were made to it under the previous government in 2017. Stage two is a more comprehensive review consist of the Mayor elected at large, and 12 Councillors elected from four wards. There will be four community boards (same of the resource management system. The aim of this review is to improve environmental outcomes and enable better and timely boundaries and names as the wards) with four elected members each and one Councillor appointed by the Council. These changes urban development within environmental limits. come into effect for the 2019 elections. This year the planning team processed 157 resource consents, 101 for land uses and 56 for Subdivision. Compliance with the – as we are in a medium seismic risk area, all earthquake-prone buildings in the District must conditions of 146 granted consents were also monitored during the year. Earthquake-prone Priority Buildings be remediated or demolished within 25 years. A priority area would require that timeframe to be halved to 12.5 years. Under The Building Control Team processed 594 building consents during the year. In December 2018, the Building Act 2004 amendments, the Council consulted with the public to identify priority areas in the District. After hearing International Accreditation New Zealand (IANZ) visited to undertake the Bi-Annual Accreditation Audit submissions, the Council decided on Monday, 29 October 2018, that there were no earthquake-prone priority areas identified in of our Building Concent Authority, a number of issues were identified and subsequently resolved and the Hāwera, Eltham or Ōpunakē townships. The Council determined that there were insufficient volumes of pedestrian and vehicle when IANZ revisited in June 2019, the Building Control Team were commended for their excellent traffic to warrant a priority classification. progress and retained accreditation for two more years. Assistance to owners of Earthquake-prone Buildings - the assistance package has been in place since 2013 but it was only in 2019 The Environmental Health Team processed 139 health premises registrations, 120 alcohol licences and that the first application was received. The Council at its meeting on 6 May 2019 approved the first application for the earthquake- 95 Manager Certificates during the year. The team successfully transitioned all food businesses onto prone buildings assistance package from Eltham Vet Services for their building at Railway Street, Eltham for a total of $6,000. The food control plans or national programmes depending on the food sector and any associated risk. The Council has resolved to review the assistance package, given its slow uptake in recent years. Food Act continues to put a lot of emphasis on managers of food businesses to show how they prepare - the Council has had a two-year project to review most of its bylaws. This has been a major project going across and sell safe and suitable food. The Plan is audited by the Council’s Environmental Health Officers (EHOs) Bylaws Review many departments. There are a range of activities covered by the bylaws from dog and livestock control to liquor control and water once a year for higher risk food business or between 2/3 years for a lower risk business. This is a major and wastewater. The bylaw review will be completed in September 2019. These bylaws will be in place for 10 years, unless there change in how the EHOs verify food safety. are changes to legislation or the Council decides to review them earlier. The Environment Health Team have found that managers of food businesses have had a lot of difficulty in finding the time to As part of our , Council staff went out to several community events over complete and maintain the recording and documentation of their Plan. This is despite the fact the EH Team have put in a lot of Community Vision Project summer 2018/19 to ask people: work and education over the transition period to make businesses aware of the new requirements. This difficulty is not uncommon 1. What do you love about – the District, your town, your community? across New Zealand with other councils and the Ministry for Primary Industries (MPI) reported the same issue. The EH Team have 2. What ideas do you have for the future? found that food premises operators were generally very good at maintaining a high level of food safety and suitability in their 3. What could we do better?
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16 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 The Year in Review FINANCIAL COMMENTARY
Some of the places we went to included Arts in the Park, Summer Sounds on the Sand, Sounds in the Park, Ngāruahine Whanau HE WHAKAMĀRAMATANGA PŪTEA Fun Day, Paepae in the Park, Movies in the Park, Manaia Fish ‘n’ Chip Night, Bunnings Sausage Sizzle and all LibraryPlus sites. Since March 2019, we have been analysing the responses and have come up with community priorities that will inform and drive the next Long Term Plan 2021-31. Work on the interior refits of our Pensioner Housing units continues with 47 completed at June 2019. We are on target to bring 90% of units up to a standard of ‘good’ or ‘very good’ with 67% of units now meeting the standard. Despite 11 vacancies during the year occupancy rates have remained at 100% for all units except for the 2 closed for refitting, reflecting the growing need for affordable accommodation. A highlight is achieving an operating surplus while continuing to offer subsidised housing at 80%of market rates. Building Health and Safety - 28 Council buildings are required to hold a current Building Warrant of Fitness and in 2019 the Property Team celebrated achieving 100% compliance. Good progress has been made with the Asbestos assessments of the 193 buildings and structures owned by the Council. Initial assessments and testing have been completed for 114 buildings to date with 108 either having no evidence of asbestos or asbestos has been identified and removed. A further 80 require site inspections and possible testing. Management of Leased Properties work commenced in 2018/19 on improvements to property management and tender processes. While this was in the early stages, improvements to income returns per hectare to grazing licences and a reduction in outstanding debt has already been noticed.
AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ South Taranaki District Council’s Annual Report 2019/2020 | 18
17 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheFinancial Year in Commentary Review He Whakamāramatanga Pūtea
HIGHLIGHTS STATEMENT OF FINANCIAL POSITION Net assets as at 30 June 2019 Actual Budget Actual Net surplus/(deficit) ($3,208,000) $ million 2018/19 2018/19 2017/18 $989 million Total assets Total assets 989 1,011 992 $139 million Total liabilities Less total liabilities 139 157 138 $850 million Total equity Net assets 850 854 854
Statement of Financial Performance Long Term Investment Fund (LTIF) The Council finished the year with a $5,816,000 operational surplus before accounting adjustments (book loss onderivative The value of the LTIF at 30 June 2019 increased to $147.09 million ($143.21 million in 2018) which included internal borrowing of contracts $5,121,000 and disposal of assets $3,903,000). After taking these unrealised losses (which have no impact on rates) into $14.91 million ($11.38 million in 2018) after allowing for the withdrawal of the annual rates subsidy. account the Council finished the year with a deficit of $2,612,000 against a budgeted surplus of $2,123,000. The main contributors to the variance ($5.3 million) are as follows: Term Debt Revenue The total borrowing of the Council increased to $128.51 million ($128.18 million in 2018) which included $14.91 million of internal borrowing ($11.38 million in 2018). The total revenue was $2.6 million more than budgeted. This included an additional $1.0 million from the Long Term Investment Fund (LTIF) due to strong market conditions and $1.4 million in additional subsidies and grants income from the NZTA and New External Funds Plymouth District Council (NPDC) in accordance with the Central Landfill Joint Committee Agreement for the Rotokare Road and The budgeted return was $8.75 million ($0.63 million of interest revenue from internal borrowings) but the LTIF received a net SH3 upgrade. return of $10.09 million ($0.73 million of interest revenue from internal borrowings) in the 2018/19 year as a result of strong Expenditure market conditions. During the year the Council withdrew $5.81 million for the annual rates subsidy and received $0.97 million for internal loan repayments and $0.64 million for the interest on internal loans. • An accounting adjustment for the $1.7 million book loss on infrastructure asset disposals (no impact on rates). • An accounting adjustment for the $2.2 million write off as Council’s share due to the Central Landfill Joint Committee’s decision to suspend further development of the Central Landfill. • $5.1 million accounting adjustment for the loss on derivative contract (Swaps). • $1.5 million of savings on actual versus budgeted amounts for interest paid and depreciation due to delays in the Capital Works Programmes.
Global Equities 26% Trans-Tasman Equities 12% New Zealand Cash 9% New Zealand Fixed Interest 9% Global Listed Infrastructure 5% User Charges 8.49% Foreign Fixed Interest 21% Other 2.90% FundANALYSIS Financial Income 13.85% Low Volatility 7% Rates 59.88% Hedge Funds 6% operating Subsidies and Grants 14.8% Property 5% REVENUE Development and Financial Contributions 0.08%
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18 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheFinancial Year in Commentary Review He Whakamāramatanga Pūtea
FINANCIAL PERFORMANCE AND MOVEMENTS IN EQUITY
Actual Budget Actual ($ millions) 2018/19 2018/19 2017/18 Operating revenue 68.32 64.39 74.66 Salaries 18.2% Operating expenditure 71.53 62.77 66.62 Depreciation 23.5% Expenditure Interest 7.8% Net operating surplus/(deficit) (3.21) 1.62 8.04 BY NATURE Other Costs 50.5% Net Increase/(Decrease) in value of assets (2.66) 42.00 14.71
Total Movements in Equity (3.37) 41.16 8.01
Other Costs include: Roading Operational Projects, Repairs and Maintenance, Insurance, Elected Members’ Remuneration, Grants, Loss on Disposal of Assets, Loss on Derivatives, LTIF Management Fees etc.
Democracy and Roading and Footpaths Leadership 4.24% 23.1% Arts and Culture 4.52% Stormwater 1.44% Community Facilities Wastewater 7.64% 14.10% Solid Waste 5.64% District Economy 2.15% Coastal Structures 0.43% operatingEXPENDITURE Community Development Environmental 1.56% Sustainability 1.5% Regulatory Services 3.59% Reallocated Activity Democratic Process 0.00% Water Supply 23.68% Water Supply Services 14.16% Arts & Culture 4.21% Roading and Footpaths 15.94% Community Facilities 39.61% 8.52% Wastewater 9.64% Capital District Economy 8.01% Stormwater 0.95% EXPENDITURE Community Development Solid Waste 0.14% 0.08% Coastal Structure 0.15% Regulatory Services 0.02% Other 4.98%
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19 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheStatement Year in of Review Compliance TheIndependent Year in Review Auditor’s and Responsibility Report
COMPLIANCE 1. The Council and Management of the South Taranaki District Council confirm that all the statutory requirements in relation to the Annual Report as required by the Local Government Act 2002 have been complied with. RESPONSIBILITY 2. The Council and Management of the South Taranaki District Council accept responsibility for the preparation of the annual financial statements and the judgements used in them. 3. The Council and Management of the South Taranaki District Council accept responsibility for establishing and maintaining a system of internal control designed to provide reasonable assurance as to the integrity and reliability of financial reporting. 4. In the opinion of the Council and Management of the South Taranaki District Council, the annual financial statements for the year ended 30 June 2019 fairly reflect the financial position and operations of the South Taranaki District Council.
ROSS DUNLOP WAID CROCKETT Mayor Chief Executive 9 October 2019 9 October 2019
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20 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 ABOUT THIS REPORT MĀ TE PĀRONGO NEI
AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
21 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheAbout Year this in Report Review DEMOCRACY & LEADERSHIP
Our reporting is comprehensive, for each activity group you will find: TE POUMANUKURA What we do Why we do it Whether we met our performance targets Whether we met budget All of our work aims to contribute to the long term vision and the community outcomes we want for the District. PERFORMANCE MEASURES prosperous sustainable vibrant together SOUTH TARANAKI SOUTH TARANAKI The performance measures within this Annual Report were adopted by the Council as part of the 2018-28 Long Term Plan. We get SOUTH TARANAKI SOUTH TARANAKI performance information from a wide variety of sources: Council systems such as the complaints records management system, the finance system, databases for quality tests; satisfaction surveys; and reports from external organisations (Taranaki Regional Council and District Health Board). Satisfaction Surveys The Council commissions an independent resident satisfaction survey every year to find out what South Taranaki residents think of our District and the Council’s services and facilities. The survey for 2018/19 was conducted by Research First using a sample of 400 residents over the age of 18 years and representative of the population in terms of ward and gender. The maximum margin of error is +/- 4.9%. The survey is mainly conducted by phone (sample of 400) however an additional online channel was also available of which 139 were completed. However, the results focus on the telephone sample, as the sample from the online survey should not be viewed as representative of the District’s population as they are self-selecting and fundamentally different from that provided through the telephone approach which was based on random sampling, where respondents are invited to take part. Self-selecting respondents are likely to have characteristics and opinions that are not consistent with the general population. However, the detailed results of the online survey are available on request. The following scale was used for residents to rank their level of satisfaction: Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied; and Don’t know/unable to say. The performance measure results in this Annual Report that use Research First survey results to gauge satisfaction utilise the combined responses “very satisfied”, “satisfied” and “neutral” unless otherwise stated. MAKING SOU In-house surveys are also conducted by various Groups in Council. TH NON-FINANCIAL PERFORMANCE MEASURES TA RA N Achieved A THE MOST K I At Risk
Not Achieved liveableDISTRICT IN NZ N/A This measure is not applicable for this year
22 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyThe Year in &&Review Leadership Te Poumanukura
WHAT WE DO Performance Measure 3 – Satisfaction with the opportunity to participate in Council decision-making processes The Council has a Mayor elected across the District and 12 Councillors elected from four wards (Hāwera-Tangahoe, Egmont Plains, Level of Service Performance 2017/18 Target For the year ended Eltham and Pātea). There are 16 Community Board members on four Community Boards – Hāwera-Tangahoe, Egmont Plains, Measure Actuals 2018/19 30 June 2019 Eltham and Pātea. Councillors are the governing body for the Council and make decisions relating to the level and standard of the services; determine We engage with our % of residents who Achieved. ≥ 80% policies for its activities, investments, borrowings, identify partnerships with other agencies and capacity building for Māori, set community and provide are satisfied or 87% the rates and charges each year and approve the Long Term Plan and subsequent annual plans. opportunities for the neutral with their (target 60%) The Annual Resident’s Survey Community Board members are elected to ensure local people have a voice on local issues and provide a direct link between the community to participate opportunity to showed that 86% of residents were community and the Council. Another forum for representation is the Iwi Liaison Committee. This Committee provides an opportunity in decision-making. participate in Council satisfied with their opportunities for two members from each Iwi within South Taranaki to discuss issues with the Mayor, Deputy Mayor, Chair of the Environment decision-making to participate in Council decision- and Hearings Committee and Council staff and can make recommendations to the Council. The four Community Boards and the Iwi processes. making processes. Liaison Committee all have discretionary funding for community projects and assistance, the amount determined by the Council. The Environment and Hearings Committee hears all notified resource consent applications on behalf of the Council. Performance Measure 4 – Residents who know where to access Council information WHY WE DO IT Level of Service Performance 2017/18 Target For the year ended Councils are statutory bodies given powers to exercise under legislation from Central Government. As outlined in the Local Measure Actuals 2018/19 30 June 2019 Government Act 2002 one of the main purposes of councils is to enable democratic local decision-making and action by, and on behalf of local communities in an open and transparent manner. This means the Council has a responsibility to consider how we are meeting the needs of our community and how we provide opportunities for all residents to participate in the decision- We keep residents % of residents who Achieved. ≥ 85% making process. To do this well the Council needs to actively keep residents informed about what is happening at the Council, how informed of Council know where to access 91% decisions will affect them and clearly explain how they can be involved in decision-making. activities through a variety Council information (target 85%) of media. when they want it (eg The Annual Resident’s Survey HOW WE PERFORMED website, newspaper, showed that 90% of residents Libraries, Contact know how to get Council Performance Measure 1 – Council is moving in the right direction Centre). information if they want it. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Performance Measure 5 – Iwi representatives appointed to Iwi Liaison Committee/Council’s Standing Committees We make well informed % of residents who New measure ≥ 80% Level of Service Performance 2017/18 Target For the year ended decisions that support the feel that the Council Measure Actuals 2018/19 30 June 2019 current and future needs is moving in the right of the community, in an direction. The Annual Resident’s Survey We have strong Iwi representatives New measure Achieved open and transparent showed that 90% of residents feel relationships with local are appointed to manner. that the Council is moving in the Iwi and work together in a the Iwi Liaison right direction. range of ways so that their Committee and the Iwi representatives have been perspectives inform our Council’s standing appointed to the Iwi Liaison Performance Measure 2 – Council decisions in best interest of the community decisions. committees. Achieved Committee by the relevant Iwi. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
We make well informed % of residents who Achieved. ≥ 70% The appointment of Iwi decisions that support the agree decisions made 76% representatives onto Standing current and future needs by Council represent Committees is still a work in of the community, in an the best interests of The Annual Resident’s Survey progress. open and transparent the District. showed that 77% of residents manner. thought that decisions made by the Council represent the best interests of the District.
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23 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyThe Year in &&Review Leadership Te Poumanukura
BUILDING MĀORI CAPACITY TO CONTRIBUTE TO COUNCIL DECISION-MAKING POLICY TE KAUPAPA HERE O TE REO MĀORI - TE REO MĀORI POLICY The Council is committed to upholding the mana of Māori by building strong relationships with Iwi and to provide opportunities for The introduction of a Te Reo Māori Policy to encourage and promote te reo Māori within the Council organisation and over time Māori to contribute effectively and actively in decision-making processes that will affect the wider community. the District. The use of te reo Māori within the main administration building. To promote active use of te reo Māori in conversations and acknowledgements. The Iwi Liaison Committee is one forum the Council uses for sharing information, discussing and gaining an individual and collective perspective on matters affecting Māori and seeking recommendations on Iwi-related issues requiring a Council decision. TE TOHU REORUA – BI-LINGUAL SIGNS Throughout the year the Committee receive updates on the Council activities, discussion documents on requested items and briefings for the Long Term Plan consultation. • The development of bilingual signage around the community and the Council organisation for the promotion and encouragement of the language to be used within South Taranaki. NGĀ KAWENGA Ā TE KAUNIHERA - COUNCIL’S ROLE AND RESPONSIBILITY • This will be a long term programme that will involve utilising Kaumatua and language experts of Taranaki to provide appropriate signage for the Iwi location. • To build and maintain opportunities for Māori to contribute to decision-making processes within the South Taranaki District. • Replacement of old signs with new bi-lingual signs. • To consider ways in which the South Taranaki District Council (Council) will develop this process in the future. TE KORONGA Ā TE KAUPAPA HERE - PURPOSE OF THE POLICY MAHI-A-IWI - ACTIVE PARTICIPATION IN MĀORI EVENTS • The development of Iwi activities with Council support. By providing advice and/or resources, such as Taranaki Tū Mai or Ngā • To provide more opportunities for Māori to contribute to decision-making within the South Taranaki District Council. To assist Manu Kōrero-ā-Rohe Speech Competitions. Iwi and the Council to work collaboratively to meet the needs of Māori, by developing strong relationships through te reo • To encourage Council to be actively participating in Iwi led activities. To promote positive relationships at Iwi events and give Māori, Māori representation on Committees and a Bi-lingual Policy. support. NGĀ WHAINGA PAETAE - OBJECTIVES AWHEAWHE-A-IWI KI NGĀ KAIKAUNIHERA - ELECTED MEMBERS CULTURAL WORKSHOP • To have direct appointments of Māori delegates to Committees and Portfolio Groups which allow Māori to have a voice in • Workshop to assist elected members to have a basic and informative introduction to working and engaging with Iwi in a Committee decisions. positive environment. This will be run at the beginning of each triennium following the Local Government Elections and will • To employ an Iwi Liaison Advisor (ILA) who will be the liaison between Council and Iwi. focus on assisting elected members with pronunciation, local history, Iwi information and tikanga. • To develop a Te Reo Māori Policy that ensures the Council acknowledges and promotes the use of te reo Māori in everyday use throughout the organisation. MANA WHAKAHONO-A-ROHE • To introduce a Bi-lingual Policy to the organisation. • To provide a Te Reo Māori and Cultural workshop for all Councillors about the local rohe and the importance of Iwi engagement • To develop a Mana Whakahono-a-Rohe (MWR) agreement with local Iwi. This will encourage positive engagement with Iwi with the Council. under the Resource Management Act 1991 and the 2017 amendments. • To actively promote and participate in Māori activities within the region. • To develop a Mana Whakahono-a-Rohe Agreement between local Iwi. HUI TŌPŪ-A-MĀRAMARUA - BIANNUAL IWI FORUMS • To have biannual Iwi forums to present and discuss upcoming activities of importance to Iwi. • Meet biannually with Iwi leaders for the discussion and recommendation of current issues pertinent to Māori. For example, • To consult with Iwi in relation to Reserve Management Plans. the Iwi Chairs Forum. Presentation at Rūnanga hui by Iwi Liaison Advisor to deliver current activities being carried out by the • To develop better communication by working with Iwi to produce articles and information to inform the Māori community. Council which involve Iwi. • Parihaka 18th and 19th Forum – Iwi Liaison Advisor to attend biennially to give feedback and information on activities relevant KAUPAPA HERE - POLICY to Taranaki Iwi. The Policy looks at building capacity for Māori to contribute to decision-making with the introduction of the following policies and • Kaumatua Kaunihera Hui – Iwi Liaison Advisor to deliver information to Iwi Kaumatua on current actions undertaken by the initiatives: Council within the District that impact upon Iwi. For example, Kaumatua Kaunihera o Ngāruahine. HERENGA TŪTURU - DIRECT APPOINTMENTS MAHERE KAITIAKI WHENUA - RESERVE MANAGEMENT PLAN • Appointment of Māori representatives to Committees and Portfolio Groups. For example, the Environment and Hearings • Iwi hui to discuss activities of importance to Iwi in relation to specific reserves within their rohe. Committee. There will be between one and two appointees depending on the Group. PARI KARANGARANGA – IWI COMMUNICATIONS KAITAKAWAENGA Ā-IWI – APPOINT AN IWI LIAISON ADVISOR • The Iwi Liaison Advisor will work with Iwi to produce articles and information of activities the Council are involved in which affect relevant Iwi to be shared with the Māori community. • Provide direction, advice and support to the Council, Chief Executive and staff of the South Taranaki District Council on issues of significance to Iwi/Māori. • Develop and maintain good relationships with Iwi/hapū. • Provide advice and support for the development of Council policy and strategic partnerships with Iwi/hapū. • Encourage Iwi/hapū participation by providing a point of contact, support and advice for the Iwi Liaison Committee members.
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24 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyThe Year in &&Review Leadership WATER SUPPLY
PROGRESS ON THESE OBJECTIVES: NGĀ PUNA WAI • To have direct appointments of Māori delegates to Committees and Portfolio Groups which allow Māori to have a voice in Committee decisions.Two iwi representatives were appointed to the Portfolio Groups during 2018/19. The two appointments to the Committees will be made during 2019/20. • To employ an Iwi Liaison Advisor who will be the liaison between Council and Iwi. This role was established many years ago prosperous sustainable and the ILA has an ongoing commitment to liaising between Council and Iwi. SOUTH TARANAKI SOUTH TARANAKI • To develop a Te Reo Māori Policy that ensures the Council acknowledges and promotes the use of te reo Māori in everyday use throughout the organisation. This Policy was adopted during 2018/19. • To introduce a Bi-lingual Policy to the organisation. This was incorporated into the Te Reo Māori Policy. • To provide a Te Reo Māori and Cultural workshop for all Councillors about the local rohe and the importance of Iwi engagement with the Council. This Workshop was held during 2018/19 and will be continued in future years. • To actively promote and participate in Māori activities within the region.Various activities have been attended and supported by the ILA, staff and Elected Members and this will continue to be an ongoing focus. • To develop a Mana Whakahono-a-Rohe Agreement between local Iwi. This work has progressed during the year with all councils involved and the majority of Iwi. • To have biannual Iwi forums to present and discuss upcoming activities of importance to Iwi. Some forums have been held between Iwi and the Chief Executive. • To consult with Iwi in relation to Reserve Management Plans (RMPs). Iwi has been consulted on the work done to date on RMPs and this consultation will continue as they are developed further. • To develop better communication by working with Iwi to produce articles and information to inform the Māori community. Council officers meet with Iwi after every second ILC meeting to discuss council activities and projects and any potential issues which Iwi would like to discuss.
AKING S M OUTH TA RA N A THE MOST K I
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25 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWATER Year SUPPLY in &Review Ngā Puna wai
WHAT WE DO Performance Measure 2 – Duration of water outage to comply with the Health Drinking Water Amendment Act The Council owns and manages 10 water production facilities, 37 reservoirs and 642km of water mains delivering this service. Level of Service Performance 2017/18 Target For the year ended The water supplies provide an average of over 30 million litres of drinking water each day to meet the demand of residential, Measure Actuals 2018/19 30 June 2019 agricultural and industrial customers. Water is available 24 hours a day, seven days a week and requires treatment to meet the quality standards as defined by the Health Act. The water supply is Duration of water New measure ≤ 8 hrs WHY WE DO IT accessible and reliable. outage to comply with the Health Water is sourced from the many streams that flow from Mount Taranaki and bores to ensure there is sufficient quantity and quality Drinking Water One water shutdown exceeded 8 of water. Streams supply most of the water supply, but boreholes are preferred as they are more reliable in a drought, have less Amendment Act. hours for the entire year due to a impact on the environment and compliance with drinking water standards generally costs less. Boreholes are used in the following leaking coupling when the water areas; Pātea, Waverley, Waverley Beach and Wai-inu with boreholes being used to supplement the supplies at the Kapuni and was turned on. The coupling had Waimate West Water Treatment Plants. to be replaced which extended Water supply is the most critical infrastructure service provided by the Council. It is essential for the health and wellbeing of the the outage duration. population and is required in large volumes to sustain existing domestic, agricultural and industrial customers. Having the ability to access additional water is also required to facilitate economic development in the District. The Local Government Act requires that we continue to provide water supply services and maintain their capacity. The Council needs to manage water resources in Performance Measure 3 – Median response time for service personnel to attend urgent call-out - DIA Performance an environmentally sustainable way, and this is achieved by reducing waste/water loss and encouraging appropriate water use. Measure 3a The quantity of water taken from streams is regulated by the Taranaki Regional Council, who administers consents issued under the Level of Service Performance 2017/18 Target For the year ended Resource Management Act, to sustain and protect the environment. With the use of Water Outlook, a data management software, Measure Actuals 2018/19 30 June 2019 Council is able to monitor water demand daily ensuring water is not leaking from our pipes, or on customers’ properties so the Council are able to account for what is abstracted under the condition of resource consents. The water supply is Median response Achieved. ≤ 2 hrs In order to adequately operate the reticulation systems, a minimum storage capacity of 24 hours is desirable and all plants except accessible and reliable. time for service 33m Waimate West provide more than 24 hours storage capacity. Waimate West has a minimum storage capacity of 18 hours. High personnel to attend levels of storage capacity allow water treatment plants to reduce water production when there is heavy rainfall where water can urgent call-out. The median response time for become more difficult to treat. Storage also provides resilience in the event of natural disasters or emergencies which affect water DIA Performance service personnel to attend supply. Measure 3a urgent call-outs for the year was 31 minutes. SIGNIFICANT NEGATIVE EFFECTS Most of our drinking water is taken from river sources. Reducing river flow can have a negative effect on the ecosystem of rivers, Performance Measure 4 – Median response time for service personnel to resolve urgent call-out (P1 < 250 mm however the Resource Management Act resource consent process recognises this and the Taranaki Regional Council apply principles set out in the Regional Fresh Water Plan when considering permission to abstract water from streams and bores. diameter main) - DIA Performance Measure 3b Level of Service Performance 2017/18 Target For the year ended HOW WE PERFORMED Measure Actuals 2018/19 30 June 2019 Performance Measure 1 – Number of complaints received about continuity of supply (per 1,000 connections) – DIA Performance Measure 4d The water supply is Median response Achieved. ≤ 5 hrs Level of Service Performance 2017/18 Target For the year ended accessible and reliable. time for service 1h/57m Measure Actuals 2018/19 30 June 2019 personnel to resolve urgent call-out (P1 The median response time for < 250 mm diameter service personnel to resolve The water supply is Number of Not achieved. ≤ 10 (new) main). urgent call-outs for the year was 2 accessible and reliable. complaints received 9.63 DIA Performance hours 24 minutes. about continuity of (target ≤ 9) Measure 3b supply (per 1,000 7.2 complaints per 1,000 were connections). received for the year. DIA Performance Measure 4d
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26 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWATER Year SUPPLY in &Review Ngā Puna wai
Performance Measure 5 – Median response time for service personnel to resolve urgent call-out (P1 ≥ 250 mm Performance Measure 8 – Median response time for service personnel to resolve non-urgent call-out (P2) - DIA diameter main) - DIA Performance Measure 3b Performance Measure 3d
Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
The water supply is Median response Not achieved. ≤ 9 hrs The water supply is Median response Achieved. ≤ 2 days accessible and reliable. time for service 16h/47m accessible and reliable. time for service 1d/21h/41m personnel to resolve personnel to resolve urgent call-out (P1 There have been no urgent call- non-urgent call-out The median response time ≥ 250 mm diameter outs recorded for the year. (P2). for service personnel to fully main). DIA Performance complete non-urgent call-outs DIA Performance Measure 3d (P2) for the year was 1 day, 6 Measure 3b hours and 25 minutes.
Performance Measure 9 – Median response time for service personnel to resolve non-urgent call-out (P3) - DIA Performance Measure 6 – Median response time for service personnel to attend non-urgent call-out (P2) - DIA Performance Measure 3d Performance Measure 3c Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019 The water supply is Median response Achieved. ≤ 5 days The water supply is Median response Achieved. ≤ 2 days accessible and reliable. time for service 4d/22h/33m accessible and reliable. time for service 1d/17h/35m personnel to resolve personnel to attend non-urgent call-out The median response time non-urgent call-out The median response time for (P3). for service personnel to fully (P2). service personnel to attend non- DIA Performance complete non-urgent call-outs DIA Performance urgent call-outs (P2) for the year Measure 3d (P3) for the year was 2 days, 19 Measure 3c was 1 day, 1 hour and 51 minutes. hour and 15 minutes.
Performance Measure 10 – Extent of compliance with current NZ Drinking Water Standards (for bacteria) - DIA Performance Measure 7 – Median response time for service personnel to attend non-urgent call-out (P3) - DIA Performance Measure 1a Performance Measure 3c Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019 Water supplied is clean Extent of compliance Achieved. 10/10 The water supply is Median response Achieved. ≤ 5 days and healthy. with current NZ 10/10 accessible and reliable. time for service 4d/1h/51m Drinking Water personnel to attend Standards (for All plants and reticulated networks non-urgent call-out The median response time for bacteria). complied with Drinking Water (P3). service personnel to attend non- DIA Performance Standards NZ for the year. DIA Performance urgent call-outs (P3) for the Measure 1a Measure 3c year was 2 days 16 hours and 22 minutes.
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27 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWATER Year SUPPLY in &Review Ngā Puna wai
Performance Measure 11 – Extent of compliance with NZ Drinking Water Standards (for protozoa) - DIA Performance Performance Measure 14 – Average consumption of drinking water per day per resident - DIA Performance Measure Measure 1b 5 Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Water supplied is clean Extent of compliance Not achieved. 10/10 The water supply is Average consumption Not achieved. ≤ 360 L/c/d and healthy. with NZ Drinking 7/10 managed sustainably. of drinking water per 405 L/c/d Water Standards (for (8/10). day per resident. (target 350) protozoa). For the year only 8 out of 10 DIA Performance However, consumption has DIA Performance supplies attained compliance. Measure 5 reduced from 406.7 L/c/d in Measure 1b Two supplies (Waverley Beach and 2017/18 to 394 L/c/d for this year. Wai-inu) do not have the Protozoa removal as yet. DWA Annual Audit confirms. Performance Measure 15 – Compliance with resource consents for abstraction Level of Service Performance 2017/18 Target For the year ended Performance Measure 12 – Water Safety Plans approved by DHB Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 The water supply is Compliance with Not achieved. 100% No report has been received managed sustainably. resource consents for 90% from TRC for 2018/19 as yet. abstraction. There were minor WTP discharge Water supplied is clean Water Safety Plans Not achieved. 10/10 variances at Kapuni, Ōpunakē and and healthy. approved by DHB. 7/10 Waimate West plants, however, (7/10). the annual compliance from TRC Current Water Safety Plans is anticipated to be compliant. (WSPs) exist for all supplies with Drinking Water Standard (DWS) requirements. Hāwera and Waverley WSP’s have been Performance Measure 16 – Number of complaints received about drinking water clarity (per 1,000 connections) - updated and lodged with the DIA Performance Measure 4a DWA. Small supply WSPs; Inaha, Level of Service Performance 2017/18 Target For the year ended Waverley Beach and Wai-inu are Measure Actuals 2018/19 30 June 2019 in draft only. Consumers are satisfied Number of Achieved. ≤ 3 with the Water Supply complaints received 0.84 Performance Measure 13 – Real water losses over all supplies - DIA Performance Measure 2 service. about drinking water (target ≤ 2) clarity (per 1,000 1.87 complaints about drinking Level of Service Performance 2017/18 Target For the year ended connections). water clarity per 1,000 Measure Actuals 2018/19 30 June 2019 DIA Performance connections were received for the Measure 4a year. The water supply is (T) % Water Losses Achieved. ≤ 11% managed sustainably. DIA Performance 13.5% Measure 2 (target ≤ 15%) Although the current target was not achieved for the year, there has been a decline in water losses from 13.5% to 13.0% when compared to the previous year. The infrastructure leakage index has also reduced to 3.4 from 3.8 in 2017/18.
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28 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWATER Year SUPPLY in &Review Ngā Puna wai
Performance Measure 17 – Number of complaints received about drinking water taste (per 1,000 connections) - DIA Performance Measure 20 – Number of complaints received about response to the above (per 1,000 connections) - Performance Measure 4a DIA Performance Measure 4e Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Consumers are satisfied Number of Achieved. ≤ 3 Consumers are satisfied Number of Achieved. ≤ 2 with the Water Supply complaints received 0.84 with the Water Supply complaints received 0 service. about drinking water (target ≤ 2) service. about response to (target ≤ 1) taste (per 1,000 1.12 complaints about drinking the above (per 1,000 No reported complaints were connections). water taste per 1,000 connections connections). received about response to DIA Performance were received for the year. DIA Performance the above for the year (as per Measure 4a Measure 4e complaints register).
Performance Measure 18 – Number of complaints received about drinking water odour (per 1,000 connections) - Total of Performance Measures 16-20 – Total number of customer complaints received (per 1,000 connections) - DIA DIA Performance Measure 4b Performance Measures 4a-4e Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Consumers are satisfied Number of Achieved. ≤ 3 Consumers are satisfied Number of Achieved. ≤ 24 with the Water Supply complaints received 0.75 with the Water Supply complaints 17.11 service. about drinking water (target ≤ 2) service. received (per 1,000 (target ≤ 18) odour (per 1,000 0.56 complaints about drinking connections). 15.14 complaints per 1,000 connections). water odour per 1,000 connections DIA Performance connections were received for the DIA Performance were received for the year. Measures 4a-4e year. Measure 4b
Performance Measure 21 – Consumers are satisfied with the Water Supply overall Performance Measure 19 – Number of complaints received about drinking water pressure or flow (per 1,000 connections) - DIA Performance Measure 4c Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Consumers are satisfied % of consumers Achieved. ≥ 80% with the Water Supply satisfied with the 83% Consumers are satisfied Number of Not achieved. ≤ 3 service. Water Supply overall. with the Water Supply complaints received 5.05 82% of residents surveyed were service. about drinking water (target ≤ 2) satisfied with the Water Supply pressure or flow (per 4.39 complaints about drinking overall. 1,000 connections). water pressure per 1,000 DIA Performance connections were received for the * The times shown for “attendance” and “resolution” are reported by the service provider, Veolia as part of their contracted Measure 4c year. responsibilities. This includes travel time. The Council periodically monitors these timelines to verify accuracy on a sample basis.
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29 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 STORMWATER TE WAI ĀWHIOWHIO ME ŌNA RĪTENGA attractiveLIFESTYLE prosperoussustainable SOUTH TARANAKI SOUTH TARANAKI
AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
30 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheSTORMWATER Year in &Review Te Wai āwhiowhio me ōna rītenga
WHAT WE DO Performance Measure 2 – Number of habitable floors affected per 1,000 properties rated for stormwater for each flooding event - DIA Performance Measure 1b The Council manages and maintains stormwater assets made up of culverts, channels, collectors and outfalls. Our 106 kilometres of stormwater reticulation network comprises of manholes to effectively divert stormwater from roads to natural water courses, Level of Service Performance 2017/18 Target For the year ended with all stormwater eventually exiting to the sea. The Council uses the Stormwater Asset Management Plan to assess the changes Measure Actuals 2018/19 30 June 2019 in demand, levels of service and how the maintenance, renewal and replacement of assets will be undertaken. The Council encourages residential properties to control stormwater internally via soakage and not through the Council’s Council provides a reliable (T) For each flooding Achieved. ≤ 1.0 stormwater system. stormwater system which event, the number 0.28 prevents houses from of habitable floors WHY WE DO IT flooding. affected per 1000 No flooding incidents of habitable Stormwater reticulation infrastructure is provided to avoid flooding of property and to avoid or reduce ponding on roads (except properties rated properties were received for the in extreme rainfall events) that could create safety hazards. The use of detention areas and diversion such as Allison Street in for stormwater year. Ōpunakē assist in the management of stormwater especially in a heavy rainfall event. The Council is also actively involved in the DIA Performance management of existing open drains. Measure 1b With increasing development more demand will be placed on stormwater services and some extra stormwater assets may be needed if additional kerb and channel is constructed as part of the roading programme. Due to changing climatic conditions, increased rainfall events are occurring more often, again placing more demand on stormwater assets. Performance Measure 3 – Number of abatement notices received by STDC for Stormwater discharges – DIA Performance Measure 2a SIGNIFICANT NEGATIVE EFFECTS Level of Service Performance 2017/18 Target For the year ended The discharge of stormwater into watercourses can lead to flooding and/or erosion at points further downstream. Suitable designs Measure Actuals 2018/19 30 June 2019 incorporating detention ponds and/or diversion paths can mitigate these risks. Unmanaged and blocked open drains have the potential to cause upstream ponding and delayed releases of larger volumes of water. The stormwater system is (T) Number Achieved. 0 Climate change effects are expected to result in more periods of intense rainfall and flooding, as our stormwater systems are not managed sustainably. of abatement 0 designed to cope with extreme events. notices received for stormwater No abatement notices were HOW WE PERFORMED discharges DIA received for the year. Performance Measure 1 – Number of reported flooding incidents of habitable properties - DIA Performance Measure Performance 1a Measure 2a Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Performance Measure 4 – Number of infringement notices received by STDC for stormwater discharges - DIA Performance Measure 2b Council provides a reliable Number of reported Achieved. ≤ 10 stormwater system which flooding incidents of 4 Level of Service Performance 2017/18 Target For the year ended prevents houses from habitable properties. Measure Actuals 2018/19 30 June 2019 flooding. DIA Performance No flooding incidents of habitable Measure 1a properties were received for the The stormwater system is (T) Number of Achieved. 0 year. managed sustainably. infringement 0 notices received for stormwater No infringement notices were discharges DIA received for the year. Performance Measure 2b
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31 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheSTORMWATER Year in &Review Te Wai āwhiowhio me ōna rītenga
Performance Measure 5 – Number of enforcement orders received by STDC for stormwater discharges - DIA Performance Measure 8 – Number of complaints received about stormwater system and response to issues (per Performance Measure 2c 1,000 connections) - DIA Performance Measure 4 Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
The stormwater system is (T) Number of Achieved. 0 Council will respond to Number of Achieved. ≤ 1 managed sustainably. enforcement 0 reports of flooding and complaints received 0 orders received customer requests. about stormwater for stormwater No enforcement orders were system and response No complaints were received discharges DIA received for the year. to issues (per 1,000 about the stormwater system and Performance connections). response to issues for the year. Measure 2c DIA Performance Measure 4
Performance Measure 6 – Number of successful prosecutions made against STDC for stormwater discharges - DIA Performance Measure 2d Performance Measure 9 – Residents are satisfied with the Stormwater system Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
The stormwater system is (T) Number Achieved. 0 Residents are satisfied with % of residents New measure ≥ 80% managed sustainably. of successful 0 the Stormwater system. satisfied with the prosecutions made Stormwater system. against the Council No prosecutions were made for 79% of residents surveyed were for stormwater the year. satisfied with the Water Supply discharges DIA overall. Performance * The times shown for “attendance” and “resolution” are reported by the service provider, Veolia as part of their contracted Measure 2d responsibilities. This includes travel time. The Council periodically monitors these timelines to verify accuracy on a sample basis.
Performance Measure 7 – Response time for service personnel to attend flooding event - DIA Performance Measure 3 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Council will respond to Median response Not achieved. ≤ 2 hrs reports of flooding and time for service 8h/39m customer requests. personnel to attend flooding event. No flooding events were reported DIA Performance for the year. Measure 3
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32 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 WASTEWATER NGĀ PARAPARA
prosperoussustainable SOUTH TARANAKI SOUTH TARANAKI
AKING S M OUTH TA RA N A THE MOST K I connected PEOPLE liveableDISTRICT IN NZ
33 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWASTEWATER Year in &Review Ngā Parapara
WHAT WE DO Performance Measure 2 – Response time for service personnel to attend overflow – DIA Performance Measure 3a Wastewater services include the collection, piping, treatment and disposal of all wastewater from residences and businesses Level of Service Performance 2017/18 Target For the year ended within the Council’s eight wastewater systems located in Hāwera (includes Normanby), Eltham, Pātea, Waverley, Ōpunakē, Manaia, Measure Actuals 2018/19 30 June 2019 Kaponga and Wai-inu Beach. The treated wastewater is discharged to natural waters (streams, rivers or the ocean) or onto land, in accordance with resource consent conditions, to ensure public health standards are met. The treatment systems are via oxidation Sewage is managed Median response Achieved. ≤ 2 hrs ponds (including anaerobic, two with wetlands) and septic tanks/sand filters. without risk to public time for service 32m The Council is presently conducting work to minimise storm water inflow and infiltration into the wastewater reticulation system. health. personnel to attend Smoke testing programmes are underway across urban parts of the District to detect points where stormwater inflowsare overflow. The median response time for occurring. Manholes inspections are programmed to ensure the integrity of the lids and chambers. DIA Performance service personnel to attend Measure 3a overflows for the year was 23 CCTV investigation is also undertaken inside wastewater pipes to assess the condition of the pipes and identify areas which require minutes. repairs. This programme helps to identify where there are structural defects and show where cracks are allowing groundwater to infiltrate into the pipework. Repair works include trenchless “pipe relining” and the traditional “dig-up” pipe repairsand replacements. These capital programmes will continue to reduce the amount of inflow and infiltration which in turn will increase Performance Measure 3 – Response time for service personnel to resolve overflow – DIA Performance Measure 3b the capacity of the wastewater system for new connections and compliance with resource consents. Level of Service Performance 2017/18 Target For the year ended The preventative maintenance of the sewer reticulation includes routine flushing of flat sections of sewer mains, pump station Measure Actuals 2018/19 30 June 2019 inspections and the monitoring of trunk main flows. The Council uses the Wastewater Asset Management Plan to assess changes to demand, level of service and how maintenance, renewal and replacement of assets will be undertaken. Sewage is managed Median response Achieved. ≤ 5 hrs The implementation of the Trade Waste Bylaw has allowed for a mechanism to ensure the quality control of wastewater from without risk to public time for service 2h/23m industrial and commercial operations. health.* personnel to resolve overflow. The median response time for WHY WE DO IT DIA Performance service personnel to resolve The safe management of waste is a core activity of the Council. By undertaking this activity the Council ensures that sewage is Measure 3b overflows for the year was 3 managed and treated to minimise risk to public health and without affecting the quality of the environment and, in particular, our hours. waterways. Ensuring the quality and adequacy of all existing wastewater services in the District is also a requirement under the Local Government Act 2002. Performance Measure 4 – Number of customer complaints per year relating to odours from wastewater pump SIGNIFICANT NEGATIVE EFFECTS stations or treatment facilities (per 1,000 connections) - DIA Performance Measure 4a Overflows of untreated or partially treated wastewater from the wastewater network and treatment plants are a potential serious Level of Service Performance 2017/18 Target For the year ended risk to the health, social and cultural wellbeing of the community and environment. The risk of harmful discharges from the Measure Actuals 2018/19 30 June 2019 wastewater systems are minimised through meeting resource consent conditions, regular monitoring and implementation of the Inflow and Infiltration Management Plan described above. Sewage does not affect the Number of customer Achieved. ≤ 1 Odours produced from trade waste and domestic sewage can also create significant negative effects. quality of the environment. complaints per year 0.63 relating to odours HOW WE PERFORMED from wastewater 0.51 complaints per 1,000 pump stations connections were received Performance Measure 1 – Sewage overflows into occupied buildings due to faults in the public wastewater system or treatment about odours from wastewater Level of Service Performance 2017/18 Target For the year ended facilities (per 1,000 pump stations and/or treatment Measure Actuals 2018/19 30 June 2019 connections). facilities for the year. DIA Performance Measure 4a Sewage is managed Number of sewage Achieved. 0 without risk to public overflows into 0 health. occupied buildings due to faults in the No sewage overflows occurred public wastewater into occupied buildings due to system. faults in the public wastewater system for the year.
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34 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWASTEWATER Year in &Review Ngā Parapara
Performance Measure 5 – Number of customer complaints received about sewerage system faults (per 1,000 Total of Performance Measures 4-7 – Total number of customer complaints received (per 1,000 connections) - DIA connections) - DIA Performance Measure 4b Performance Measures 4a-4d Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Sewage does not affect the Number of Not achieved. ≤ 26 Sewage does not affect the Number of Not achieved. ≤ 41 quality of the environment. complaints received 39.17 quality of the environment. complaints 54.63 about sewerage (target ≤ 12) received (per 1,000 (target ≤ 25) system faults (per 38.03 complaints per 1,000 connections). 51.21 complaints per 1,000 1,000 connections). connections were received for the DIA Performance connections were received for the DIA Performance year about sewerage system faults Measures 4a-4d year. A large number of complaints Measure 4b (as per CRM system). Numbers did were attributed to third party reduce each quarter though with damage caused to the network only 7.73 complaints received for due to underboring. Q4. Performance Measure 8 – Number of dry weather overflows per 1,000 connections - DIA Performance Measure 1 Performance Measure 6 – Number of customer complaints received about sewerage system blockages (per 1,000 Level of Service Performance 2017/18 Target For the year ended connections) - DIA Performance Measure 4c Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Sewage does not affect the Number of dry Achieved. ≤ 1 quality of the environment. weather overflows 0.40 per 1,000 Sewage does not affect the Number of Not achieved. ≤ 11 connections. 0.76 dry weather overflows were quality of the environment. complaints 14.83 DIA Performance reported for the year. received about (target ≤ 10) Measure 1 sewerage system 12.68 complaints per 1,000 blockages (per 1,000 connections were received for connections). the year about sewerage system DIA Performance blockages. Performance Measure 9 – Compliance with discharge standards Measure 4c Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Performance Measure 7 – Number of customer complaints received about response to issues (per 1,000 connections) Sewage does not affect the % of compliance with Not achieved. 100% - DIA Performance Measure 4d quality of the environment. discharge standards. 99% Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 100% compliance with discharge standards has been achieved for the year. Sewage does not affect the Number of Achieved. ≤ 3 quality of the environment. complaints received 0 Performance Measure 10 – Number of abatement notices received for discharges - DIA Performance Measure 2a about response to (target ≤ 2) issues (per 1,000 No reported complaints were Level of Service Performance 2017/18 Target For the year ended connections). received about response to issues Measure Actuals 2018/19 30 June 2019 DIA Performance for Q4 or for the year (as per Measure 4d complaints register). Sewage does not affect the Number of Not achieved. 0 quality of the environment. abatement notices 1 received for discharges. No abatement notices were DIA Performance received for the year. Measure 2a
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35 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheWASTEWATER Year in &Review Ngā Parapara
Performance Measure 11 – Number of infringement notices received for discharges - DIA Performance Measure 2b Performance Measure 14 – Annual rainfall – derived inflow and infiltration Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Sewage does not affect the Number of Achieved. 0 Sewage does not affect the Annual rainfall – New measure 6% quality of the environment. infringement 0 quality of the environment. derived inflow and notices received for infiltration. (7.5%). discharges. No infringement notices were Key reasons are the resetting of DIA Performance received for the year. the baseline minimum wastewater Measure 2b flows. The infrastructure team has been involved with activities which reduce inflow and infiltration (smoke testing, pipeline CCTV, Performance Measure 12 – Number of enforcement orders received for discharges - DIA Performance Measure 2c pipe relining and repairs). The Level of Service Performance 2017/18 Target For the year ended underlying trend is a continued Measure Actuals 2018/19 30 June 2019 reduction of inflow and infiltration flow into wastewater sewers, although this is not reflected in Sewage does not affect the Number of Achieved. 0 this metric. quality of the environment. enforcement 0 orders received for discharges. No enforcement orders were Performance Measure 15 – Consumers satisfied with the Wastewater services DIA Performance received for the year. Level of Service Performance 2017/18 Target For the year ended Measure 2c Measure Actuals 2018/19 30 June 2019
Sewage does not affect the (C) % of residents Achieved. ≥ 80% Performance Measure 13 – Number of convictions received for discharges - DIA Performance Measure 2d quality of the environment. satisfied with the 85% Level of Service Performance 2017/18 Target For the year ended Wastewater services Measure Actuals 2018/19 30 June 2019 overall. 84% of consumers surveyed were satisfied with the Wastewater Services overall. Sewage does not affect the Number of Achieved. 0 quality of the environment. convictions received 0 * The times shown for “attendance” and “resolution” are reported by the service provider, Veolia as part of their contracted for discharges. responsibilities. This includes travel time. The Council periodically monitors these timelines to verify accuracy on a sample basis. DIA Performance No convictions were received for Measure 2d the year.
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36 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 SOLID WASTE attractive TE TUKUHANGA O NGĀ PARAPARA LIFESTYLE prosperoussustainable SOUTH TARANAKI SOUTH TARANAKI
AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
37 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheSOLID Year WASTE in &Review Te tukuhanga o ngā Parapara
WHAT WE DO Performance Measure 3 – Complaints received for genuine missed greenwaste bins (excluding non-compliant bins) per collection Solid Waste management involves providing a refuse and recycling kerbside collection to urban residents and residences along Level of Service Performance 2017/18 Target For the year ended the main collection routes. Collections also include a voluntary green waste collection service (fortnightly), on a user pays basis. Measure Actuals 2018/19 30 June 2019 Residents are serviced by seven transfer stations throughout the district (Hāwera, Eltham, Manaia, Ōpunakē, Pātea, Waverley and Waitōtara) providing facilities to take refuse and recycling with a 24-hour free recycling service at Ōpunakē, Eltham, Manaia and A reliable, well managed Average number of Achieved. ≤ 6 Waverley transfer stations. The Council also manages seven closed landfills. (user pays) fortnightly complaints received 2.38 The Council offers a weekly refuse and recycling kerbside collection service and has no current operational landfills. The Council kerbside greenwaste for genuine missed (target ≤ 5) is now involved in a joint contract with other Taranaki councils, transporting refuse to the Bonny Glen landfill. A key role for the collection service is greenwaste bins The average number of missed Council is minimising the amount of refuse destined for landfills through better separation of reusable or recyclable refuse. provided. (excluding non- bins was 1.9 for the year. compliant bins) per WHY WE DO IT collection. The Council has a responsibility to protect the public health of the District and maintain environmental standards for the Region. The Health Act 1956 obliges the Council to deliver this activity to protect the environment and public health of its residents. The Council contributes to the health and wellbeing of the community and the environment by providing waste management Performance Measure 4 – Complaints received about poor maintenance, noise or smell for Transfer Stations. infrastructure and services. The Council is involved in the collection of waste data region wide to assist in formulating methods of waste reduction via the Waste Management and Minimisation Plan (WMMP). The WMMP makes provision for the collection of Level of Service Performance 2017/18 Target For the year ended waste produced within the District and the reduction, reuse, recycling and disposal of waste. Measure Actuals 2018/19 30 June 2019
SIGNIFICANT NEGATIVE EFFECTS Transfer stations are safe Number of Achieved. ≤ 5 The Council has seven consented closed landfills and the effects of gas emissions and leachate from the closed landfills are a and well maintained. complaints received 2 potential serious contaminant to the environment. The risk of contamination is minimised through meeting resource consent about poor conditions and regular monitoring. maintenance, noise No complaints were received or smell for Transfer about poor maintenance, noise or Fly-tipping or illegal dumping of waste has detrimental effects on the environment and potentially on public health. It also attracts Stations. smell for Transfer Stations for the associated clean-up and disposal costs. The illegal dumping of waste is reduced by regular monitoring of known sites and areas, by year. erecting signage and through public education. HOW WE PERFORMED Performance Measure 5 – Waste diverted from the landfill each year Performance Measure 1 – Complaints received for missed street collection that are not resolved. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Recycling is encouraged (T) % of Council Achieved. 30% and less waste is sent to controlled waste 36.29% A reliable weekly kerbside (T) Number of Achieved. 2 the regional landfill. diverted from the (target ≥ 27%) recycling and rubbish complaints received 0 landfill each year. The total waste diversion from collection service is for missed street (target 0) landfill, inclusive of recycling provided. collection that are One complaint was received of a and green waste was 33.13% not resolved (average missed collection for the year that for the year. This includes some per month). has not been resolved. estimated residual waste figures from recycling.
Performance Measure 2 – Customers satisfied with the solid waste collection service Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
A reliable weekly kerbside % of customers Achieved. ≥ 90% recycling and rubbish satisfied with the 94% collection service is solid waste collection provided. service. 93% of customers surveyed were satisfied with the Solid Waste collection service.
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38 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 ROADING AND FOOTPATHS NGĀ HUARAHI ARA RAU
prosperous vibrantSOUTH TARANAKI SOUTH TARANAKI
INCLUDES ROAD SAFETY & PATHWAYS
AKING S M OUTH TA attractive RA N LIFESTYLE A THE MOST K I
liveableDISTRICT IN NZ
39 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheROADING Year in AND &Review FOOTPATHS NGĀ HUARAHI ARA RAU
WHAT WE DO HOW WE PERFORMED The Council is a Road Controlling Authority and is legally responsible for control of the District’s roading network. The daily Performance Measure 1 – Roads meeting the roughness standard remains stable or improves - DIA Performance Measure 2 management, operation and maintenance of the network was returned to an in-house professional services model, with capital expenditure projects competitively tendered to ensure best value for money. Through the maintenance and annual improvement Level of Service Performance 2017/18 Target For the year ended programme the Council aims to provide a sustainable roading system which allows for safe and efficient travel throughout the Measure Actuals 2018/19 30 June 2019 District at reasonable cost. The Council aims through its stormwater infrastructure to avoid flooding of buildings, except in extreme rainfall events, and to Council provides (T) % of the quality of the Achieved. 92% ensure ponding on roads does not create safety hazards. The Council delivers the Regional Community Road Safety Programme on roads which Council’s sealed local roads to 93% behalf of the Region with funding share from New Plymouth District Council and Stratford District Council and subsidy from New are safe and provide smooth and comfortable (target 93%) Zealand Transport Agency (NZTA). comfortable to ride for motorists measured by The smooth travel exposure drive on. Smooth Travel Exposure. “Smooth achieved is 92% for the Development of walkways and cycleways is an important factor in attracting and retaining skilled people in our District. That is Travel Exposure” measures the network (96% for rural road why we have embarked on a Pathways Programme which will provide a network of walkways and cycleways that link recreational average ride quality experienced and 82% for urban road) as spaces within urban centres and outlying attractions, improve walking and cycling access for employment and other regular travel by motorists travelling on smooth, surveyed and reported from needs, which are accessible by a variety of means and through multiple access points and are safe and attractive to families and a sealed roads. DIA Performance RAMM. wide range of users. Measure 2 Annual programmes for renewing the District roading network and footpaths include: Performance Measure 2 – Road users satisfied with the condition of Council roads • Area wide pavement treatment ($1.67m) - sections of roads (completed 7km) are re-metalled and sealed, resulting ina smoother more durable surface; widening and minor safety improvements are included where appropriate. Level of Service Performance 2017/18 Target For the year ended • Resealing of 79 kilometres (408,232m²) of road for the year ($2.15m). Measure Actuals 2018/19 30 June 2019 • Renewing of footpaths, kerb and channel (completed 734m costing $489,000, with a carried over to 2019/20 of $150,000) – the footpaths around the District are prioritised for renewing based on the footpath condition and use, stormwater needs, and Council provides roads % of road users Not achieved. ≥ 75% the condition of the kerb and channel. which are safe and satisfied with the 73% • Bridge maintenance, design and investigation – $147K. comfortable to drive condition of Council (target 80%) The Annual Resident’s Survey • Flood damage (minor events) for the year - $458K. on. roads. showed that 65% of road users are • Pathway linking Hāwera to Normanby is still being programmed. Nukumaru Station Road Design and documentation for the satisfied with the condition of Council work is being carried out. Additional funding request has been submitted to NZTA for approval. roads. 76% of dissatisfied respondents have stated that the roads are in poor WHY WE DO IT condition. However a number of Ownership and control of the District’s roads are vested in Council through the Local Government Act 1974 and 2002. The Council is large work items which are planned a “Road Controlling Authority” and is legally responsible for control of its road network. A safe and accessible roading infrastructure will address specific concerns supports the District’s and Region’s community outcomes by allowing access to health services, a gateway for new and existing noted. Council has re-established businesses and the opportunity to travel for education and training. The Council maintains and develops a substantial roading management of roading maintenance network to meet the needs of residents, and road users within the South Taranaki District. and operations in-house with the intention of being more responsive to SIGNIFICANT NEGATIVE EFFECTS the customer. The provision of roads can have a negative effect on the environment such as air, noise and water pollution through air and Performance Measure 3 – Annual change in number of fatalities and serious injury crashes on local road network. noise emissions from motor vehicles. The environmental effects of road construction and maintenance are minimised through DIA Performance Measure 1 conditions set by the Taranaki Regional Council Plans for Freshwater Quality and Air Quality. Dust generated by traffic on unsealed roads is mitigated through regular gravelling or sealing of the roads (the latter is subject to available funds). Level of Service Performance 2017/18 Target For the year ended Vehicle accidents have a significant effect on the social and economic wellbeing of the community. Road safety management is an Measure Actuals 2018/19 30 June 2019 on-going focus for the Council and minor improvement works are carried out at high risk areas to reduce crash incidents. The Council’s Roading Bylaws support the protection of its roading infrastructure by regulating the behaviour of road users who Council provides roads Annual change in Achieved. Decrease by 1 or would otherwise pose a risk of negative impacts for other road users. which are safe and number of fatalities 0 zero comfortable to drive on. and serious injury crashes on local road There were 11 recorded serious network. injury crashes and 4 recorded fatal DIA Performance crashes for 2018/19 compared to Measure 1 9 injury crashes and 2 fatal crashes recorded for 2017/18.
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40 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheROADING Year in AND &Review FOOTPATHS COMMUNITY FACILITIES
Performance Measure 4 – Sealed local road network resurfaced annually - DIA Performance Measure 3 TE WHARE TĀPERE O TĀNERORE ME NGĀ Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 HUA KA PUTA MĀ TE HĀPORI
The roading network % of sealed local road Achieved. 6% is maintained in good network resurfaced 6.8% condition. annually. (target 6.5%) DIA Performance 447,638m² of roads were sealed prosperous sustainable Measure 3 in the 2018/19 year, out of the vibrantSOUTH TARANAKI togetherSOUTH TARANAKI SOUTH TARANAKI SOUTH TARANAKI district total of 7,302,291m².
Performance Measure 5 – Footpaths with condition rating 1-4 - DIA Performance Measure 4
Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Footpaths are maintained % of footpaths with Achieved. 92% in good condition and are condition rating 1-4. 94.3% fit for purpose. DIA Performance (target 94%) Measure 4 Only 4 footpath sites have condition rating above 4. 1,581 out of 1,585 footpath sites have condition ratings from 1 to 4.
Performance Measure 6 – Urgent customer service requests relating to roads and footpaths responded to within 2 working days - DIA Performance Measure 5 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Council will respond % of urgent customer Not achieved. ≥ 95% promptly to customer service requests 92% service requests for roads relating to roads and (target 94%) AKING SO and footpaths. footpaths responded 27 out of 30 (90%) urgent requests M UT to within 2 working were responded to within 2 days H days. for the year. TA DIA Performance RA Measure 5 N Performance Measure 7 – Non-urgent customer service requests relating to roads and footpaths responded to within 5 working A days - DIA Performance Measure 5 THE MOST K I Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Council will respond % of non-urgent Not achieved. ≥ 90% promptly to customer customer service 92% service requests for roads requests relating to (target 94%) and footpaths. roads and footpaths 1,167 out of 1,329 (88%) non- responded to within urgent requests were responded liveable 5 working days. to within 5 days for the year. DIA Performance DISTRICT IN NZ Measure 5
41 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TE WHARE TĀPERE O TĀNERORE ME NGĀ DemocracyTheCOMMUNITY Year in & ReviewFACILITIES HUA KA PUTA MĀ TE HĀPORI
WHAT WE DO PUBLIC TOILETS Community Facilities include the following Council activities – Parks & Reserves, Public Spaces, Halls, Swimming Pools, Public The Council owns and maintains 37 public toilets at locations across the District. There are 8 in Hāwera, 11 in and north of Ōpunakē Toilets, Holiday Parks, Cemeteries, Pensioner Housing, TSB Hub, Hāwera Cinema and Corporate Property. (including a toilet at Rahotu which is privately owned but is managed by the Council so public access is guaranteed), 6 in Eltham, 1 in Kaponga, 4 in Manaia and 7 in the towns of Pātea, Waverley and Wai-inu. Some toilets are cleaned by contractors while others PARKS AND RESERVES are cleaned by Council staff. Toilets are generally serviced daily with the exception of coastal or remote toilets where use is limited The Council owns and maintains (approximately 168) parks and reserves across the entire District varying in size from neighbourhood during the winter season. ‘pocket parks’ and playgrounds, small roadside gardens and main street gardens to sports fields, premier parks and large scenic The Council also provides six dump stations (for motorhomes to dispose of waste) at Waverley (Dallison Park), Normanby, Ōpunakē, reserves such as Lake Rotokare (457ha in total). Of these, there are 60 Council-owned parks and reserves across the South Taranaki Ōpunakē Beach, Wai-inu Beach and Waverley (Aotea Park). District that can be considered parks in their own right. South Taranaki has 2.45 hectares of actively maintained park land per 1,000 residents, the lowest of 33 peer local authorities. While many are owned in ‘fee simple’ by the Council, some are gazetted as HOLIDAY PARKS reserves under the Reserves Act 1977 which have specific legal responsibilities (e.g. Crown owned land with management vested The Council provides seven holiday parks across the District: Ōpunakē Beach Holiday Park, Te Ngutu o Te Manu (Ahipaipa Road, in the Council). In addition, the Council owns and maintains 38 playgrounds across the District. Okaiawa), Hāwera Holiday Park, Pātea Beach Holiday Park, Waverley Beach, Wai-inu Beach and Lake Rotorangi (Pātea Dam). Further details on how the Council manages its open space to ensure the communities’ needs, concerns and aspirations are The management and operation of these holiday parks varies throughout the District. Ōpunakē Beach Holiday Park and Pātea considered, are described in the District Open Space Strategy which was adopted in 2014. Holiday Park are leased to private operators; Te Ngutu o Te Manu, Waverley Beach, Wai-inu Beach and the Hāwera Holiday Park PUBLIC SPACES are managed in-house (the Council employs a part time custodian at Wai-inu over the summer period when demand is high). Lake Rotorangi (Pātea Dam) is managed by a voluntary Trust in partnership with the Council. The Council has a wide range of active and passive open spaces that make this District unique and which are not necessarily formal parks or reserve areas. Examples of these are, places for quiet reflection, public gathering spaces, walkways, informal recreational CEMETERIES areas and places set aside for the protection of flora, fauna and cultural heritage and some of the designated freedom camping The Council actively manages ten cemeteries across the District; Eltham, Hāwera, Kaponga, Manaia, Ōhawe Beach, Okaiawa, areas. These open spaces are areas of land to which the public has a relatively free right of access. They can serve a variety of Ōpunakē, Otakeho, Pātea and Waihi (Normanby). The Council also owns the Armed Constabulary Cemetery on the banks of the purposes from recreation, amenity and preservation to providing and being part of views, protecting significant landscapes, sites Ōpunakē Lake, and the land at Rāhotu Cemetery which is managed by a Trust and provides an annual grant to the Waverley and community identities, and providing a focal point for a local area. The different types of open space and the combination of Cemetery Trust. As well as the land for cemeteries the Council also manages the roading, car parks, toilet blocks, rubbish bins, these spaces make up the Public Spaces network. concrete berms and lowering devices associated with the Cemetery activity. The Council is not the sole provider of the open space in the District, but we play the main role to create, protect and improve More detailed information on the operations, maintenance, renewal and development of the cemeteries’ assets can be found in accessibility to these special places that are valued by our communities and visitors. the Cemeteries Asset Management Plan. HALLS PENSIONER HOUSING Council-owned halls are provided in Ōpunakē, Manaia, Kaponga, Eltham, Normanby, Hāwera, Pātea and Waverley. Bookings are The Council has pensioner housing units in Ōpunakē, Eltham, Manaia, Kaponga, Hāwera, Pātea and Waverley. In addition to normal made through the Council Offices and LibraryPlus locations. We also assist rural halls throughout the District with an annual grant. rental management services, the Council provides a support service which includes regular fortnightly visits to the residents and a The Eltham Town Hall has a “Friends of” community group, and they are a primary stakeholder in the running of this facility. first point of contact for all maintenance requests. The Council also owns the Sports Complex in Manaia, but the day-to-day operations of this Hall, like the sports bookings, minor maintenance and applications for grants is managed by the Manaia Sports Hall Society. Both these facilities are currently closed TSB HUB due to not meeting 34% of New Building Standards (NBS). The New Zealand Heritage listed Hunter Shaw Hall in Pātea is undergoing strengthening and restoration and due to be completed in first quarter of 2019/2020. TSB Hub is the District’s premier sports, leisure and recreation facility based in Hāwera. TSB Hub includes three indoor courts, a small-bore rifle range, ten changing rooms, three large high-quality function areas and a modern fitness centre. The expansive The Council has a partnership and works closely with the Hāwera Memorial Theatre Trust. Formed in 2011, the Trust is able to seek outdoor area includes sealed netball/tennis courts and provides for a range of turf based seasonal sports on Taranaki’s largest field external funding for specified projects including funding to allow school students the opportunity to be involved in experiencing sports complex. A netball pavilion, public toilets and a cricket pavilion complement the stadium. TSB Hub is capable of hosting the theatre environment through the school curriculum. conferences, expos, concerts and sports events that bring visitors to the District. In Waverley, the community hall is a facility, jointly owned and operated by the Council and Border Rugby Club. The Council makes an annual grant to the Ōpunakē Sports and Recreation Trust towards the cost of programmed renewals at the Sandford Events HĀWERA CINEMA Centre. The Council owns the Cinema 2 land, building and some chattels but the Cinema is managed by a charitable trust (Hāwera Cinema 2 Trust). The building is partly leased to the Trust for the Cinema and partly to The Local Sports Bar. The Council provides an annual SWIMMING POOLS – RURAL POOLS AND AQUATIC CENTRE, HĀWERA operating grant ($50,000) to the Cinema Trust to ensure that it is able to continue operating as well as having a representative on The Council owns and operates rural swimming pools in Kaponga, Manaia, Eltham, Rāwhitiroa, Pātea and Waverley which are open the Cinema Trust to provide support and accountability. to the public from mid-December through to Taranaki Anniversary Weekend in March. These pools have free access for the public and are staffed by qualified lifeguards. The Council also makes an annual contribution to the operation of the Ōpunakē Community Baths. The Aquatic Centre in Hāwera has an indoor complex which operates all year round featuring a thermal pool, 25 metre pool, hydro-slide, learner’s pool and children’s splash park. The outdoor complex, which includes a 50 metre pool and children’s pool, is open from early December to the end of March. Swim and survive programmes for children are offered both privately and through the school’s programme year-round at the Aquatic Centre. The Aquatic Centre is PoolsafeTM accredited and is a Gold Level AUSTSWIM recognised Swim Centre.
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42 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TE WHARE TĀPERE O TĀNERORE ME NGĀ DemocracyTheCOMMUNITY Year in & ReviewFACILITIES HUA KA PUTA MĀ TE HĀPORI
CORPORATE PROPERTY Performance Measure 3 – Customer complaints/requests for Parks and Properties managed within specified timeframe The Council owns or administers approximately 550 properties and the role of the Corporate Property Unit includes the provision Level of Service Performance 2017/18 Target For the year ended of legal services and advice relating to those properties. The unit is responsible for compliance and safety for all Council buildings, Measure Actuals 2018/19 30 June 2019 ensuring Building Warrants of Fitness are current, appropriate Asbestos Management Plans are in place and co-ordinating the completion of Seismic Assessments and remedial work. The Unit manages approximately 100 leases and licences to generate an Visitors feel safe and enjoy % of customers New measure ≥ 80% income stream for the Council and approximately 40 concessional agreements with not-for-profit groups located on Council owned visiting our parks and satisfied that the land and public reserves. The Unit also oversees the management of Domains and Reserves administered by Domain Boards and reserves. provided playgrounds Committees. The Unit is responsible for the preparation and review of Asset Management Plans for the Sundry Property Portfolio meet the needs of The Annual Resident’s Survey and Pensioner Housing and capital work and maintenance plans for Councils Parks and Facilities. users. showed that 97% of residents WHY WE DO IT were satisfied that Council playgrounds met their needs. The vision of our Open Space Strategy is to have accessible Open Spaces that are enjoyed by our people, support the health and wellbeing of our communities and enhance our environment. Provision of the activities and associated infrastructure within PUBLIC SPACES the Community Facilities grouping contribute to this Strategy and provide recreation and leisure opportunities for residents and Performance Measure 4 – Number of incidents reported due to poor maintenance or design. visitors to the District. Level of Service Performance 2017/18 Target For the year ended HOW WE PERFORMED Measure Actuals 2018/19 30 June 2019 PARKS AND RESERVES Visitors feel safe and enjoy Number of incidents New measure ≤ 6 Performance Measure 1 – Satisfaction with level of maintenance in Council Parks and Reserves visiting our public spaces. reported per Level of Service Performance 2017/18 Target For the year ended annum due to poor One incident was reported by a Measure Actuals 2018/19 30 June 2019 maintenance or design. person who had fallen in Campbell Lane and they suggested that Parks and reserves are tidy % of customers Achieved. ≥ 90% unevenness of the pavers may and well maintained. satisfied with the 97% have been the cause. level of maintenance in Council parks and The Annual Resident Satisfaction HALLS reserves. Survey results published in Performance Measure 5 – Satisfaction with maintenance and cleanliness of Halls Quarter 4 indicated 97% of residents were satisfied with Parks Level of Service Performance 2017/18 Target For the year ended and Reserves. Measure Actuals 2018/19 30 June 2019
Performance Measure 2 – Number of incidents recorded due to poor maintenance or design Halls are well maintained % of customers Achieved. ≥ 90% and serviced. satisfied with the 95% Level of Service Performance 2017/18 Target For the year ended maintenance and Measure Actuals 2018/19 30 June 2019 cleanliness of Halls. The Annual Resident’s Survey showed that 94% of residents were satisfied with the maintenance Visitors feel safe and enjoy Number of incidents Not achieved. ≤ 6 and cleanliness of Halls. visiting our parks and recorded per 1 reserves. annum due to poor (target was 0) maintenance or There were no reports of incidents design. at parks or reserves due to poor maintenance or design for the year.
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43 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TE WHARE TĀPERE O TĀNERORE ME NGĀ DemocracyTheCOMMUNITY Year in & ReviewFACILITIES HUA KA PUTA MĀ TE HĀPORI
SWIMMING POOLS – RURAL POOLS Performance Measure 9 – Number of accidents at Rural Pools reported due to poor maintenance or design Performance Measure 6 – Number of Rural Pool users is greater than 30,000 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Rural Pools are safe Number of accidents Not achieved. ≤ 5 environments. reported per 3 Rural Pools are attractive Total number of Not achieved. ≥ 30,000 annum due to poor (target 0) environments. users of rural pools is 46,684 maintenance or No accidents were reported which greater than 30,000. (target 40,000) design. have resulted from poor design or The pool season ran from 12 maintenance for the year. December 2018 to 11 March 2019. Performance Measure 10 – Compliance with NZ5826 through regular water quality tests at Rural Pools Eltham 8,196 Rāwhitiroa 8,888 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Kaponga 5,645 Manaia 7,081 Rural Pools water quality % of compliance with Achieved. ≥ 90% Pātea 7,531 is safe. NZS5826 through 96% Waverley 5,503 regular water quality Total 42,844 tests. Overall the end of season results show compliance across all pools Performance Measure 7 – Satisfaction with Rural Pool venues being well maintained when averaged. Level of Service Performance 2017/18 Target For the year ended Eltham 88.7% Measure Actuals 2018/19 30 June 2019 Rāwhitiroa 96.2% Kaponga 95.8% Rural Pools are well % of customers Achieved. ≥ 90% Manaia 85.8% maintained. satisfied with 85% Pātea 97.8% venues being well (target 80%) (86%) maintained. Survey results indicated 90% Waverley 97.9% or more of customers were Total 93.7% satisfied that the pools were well maintained, with the exception of Manaia. The dissatisfaction results from Manaia caused the overall SWIMMING POOLS - AQUATIC CENTRE, HĀWERA percentage result to be below Performance Measure 11 – Number of users of the Aquatic Centre is greater than 90,000 per annum the 90% target. This pool is due for upgrade works over the next Level of Service Performance 2017/18 Target For the year ended 3 years. Measure Actuals 2018/19 30 June 2019 Performance Measure 8 – Satisfaction with services provided by Rural Pool staff The Aquatic Centre is an (C) Number of users Achieved. ≥ 90,000 Level of Service Performance 2017/18 Target For the year ended attractive environment. of the Aquatic Centre 98,528 Measure Actuals 2018/19 30 June 2019 is greater than 90,000 (target 93,500) per annum. There were 100,798 users of the Customers are satisfied % of users satisfied Achieved. ≥ 90% Aquatic Centre for the year. with services. with services 91% provided by staff. (target 80%) Survey results indicated that 95% of customers were satisfied with services provided.
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44 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TE WHARE TĀPERE O TĀNERORE ME NGĀ DemocracyTheCOMMUNITY Year in & ReviewFACILITIES HUA KA PUTA MĀ TE HĀPORI
Performance Measure 12 – Satisfaction with the Aquatic Centre venue being well maintained Performance Measure 16 – Number of Learn to Swim enrolments are no less than 1,400 per annum Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
The Aquatic Centre is well % of users satisfied Achieved. ≥ 90% Aquatic Centre actively Number of Aqua Achieved. ≥ 1,400 maintained. with the venue being 94% promotes swim School Learn to Swim 1,539 well maintained. programmes. enrolments are no (target 1,400) 236 customers were surveyed and less than 1,400 per There were 1,578 enrolments for 95% were satisfied with the venue annum. Learn to Swim for the year. being well maintained. Performance Measure 13 – Satisfaction with the Aquatic Centre services provided by staff Level of Service Performance 2017/18 Target For the year ended PUBLIC TOILETS Measure Actuals 2018/19 30 June 2019 Performance Measure 17 – Satisfaction with cleanliness and maintenance of Public Toilets Level of Service Performance 2017/18 Target For the year ended Customers are satisfied % of users satisfied Achieved. ≥ 90% Measure Actuals 2018/19 30 June 2019 with services. with services 95% provided by staff. 236 customers were surveyed Toilets are safe, accessible % of residents Not achieved. ≥ 80% and 95% were satisfied with the and well maintained. satisfied with 79% services provided. cleanliness and (target 90%) maintenance of The Annual Resident’s Survey Performance Measure 14 – Aquatic Centre holds a current national Poolsafe accreditation Public Toilets. showed that 78% of residents Level of Service Performance 2017/18 Target For the year ended were satisfied with the cleanliness Measure Actuals 2018/19 30 June 2019 and maintenance of Public Toilets.
The Aquatic Centre is a The Aquatic Centre Held Held Awaiting confirmation. Performance Measure 18 – Satisfaction with Public Toilet opening hours safe environment. holds a current The Aquatic Centre holds current Level of Service Performance 2017/18 Target For the year ended national Poolsafe ™ national Poolsafe™ accreditation Measure Actuals 2018/19 30 June 2019 accreditation. (submitted in April 2018). Awaiting confirmation of accreditation as all compliance Toilets are safe, accessible % of residents Not achieved. ≥ 85% paperwork was submitted in Q4 and well maintained. satisfied with Public 81% (must be completed by 30 June Toilet opening hours. each year). The Annual Resident’s Survey showed that 88% of residents were satisfied with Public Toilet opening hours. Performance Measure 15 – Number of accidents reported at the Aquatic Centre due to poor design or maintenance Level of Service Performance 2017/18 Target For the year ended CEMETERIES Measure Actuals 2018/19 30 June 2019 Performance Measure 19 – Satisfaction with tidiness and level of cemeteries maintenance Level of Service Performance 2017/18 Target For the year ended The Aquatic Centre is a Number of accidents Not achieved. ≤ 5 Measure Actuals 2018/19 30 June 2019 safe environment. reported per 2 annum due to poor (target 0) maintenance or No accidents have been reported Cemeteries are tidy and (C) % of visitors Achieved. ≥ 95% design. for the year which were attributed well maintained. satisfied with the 96% to poor maintenance or design. tidiness and level (target 90%) of maintenance at The Annual Resident’s Survey Cemeteries. showed that 99% of residents were satisfied with the level of maintenance at Cemeteries.
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45 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TE WHARE TĀPERE O TĀNERORE ME NGĀ DemocracyTheCOMMUNITY Year in & ReviewFACILITIES HUA KA PUTA MĀ TE HĀPORI
Performance Measure 20 – Number of complaints regarding interment processes Performance Measure 23 – Tenants satisfied with the social support service provided Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Interments are managed (C) Number of Achieved. ≤ 3 Tenants are supported % of tenants satisfied Achieved. ≥ 90% with respect and reported issues 0 to remain independent with the social 98% sensitivity. regarding interment (target 1) in their communities of support service (target 85%) processes. Only one issue was reported for choice for as long as they provided (or who The Annual Tenants Survey was the year. The instance was in are able. rate the social completed in March 2019 and 37 relation to the sub-contractor support service good of the 64 Tenants responded to arriving on site to fill the grave or above). this question. whilst family members were still 30 tenants (81%) rated the service at the graveside. as excellent, 5 tenants (13%) rated the service as very good, 1 tenant PENSIONER HOUSING (3%) as good and 1 tenant (3%) Performance Measure 21 – Pensioner Housing Units are rated good to very good as poor. Therefore, a satisfaction level of 97% was achieved. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 TSB HUB Council will provide well % of Pensioner Achieved. 67% Performance Measure 24 – Number of users of TSB Hub is greater than 150,000 per annum maintained and affordable Housing units are 66% Level of Service Performance 2017/18 Target For the year ended Pensioner Housing. rated good to very (target 59%) Measure Actuals 2018/19 30 June 2019 good using the Two refits have been completed minimum standards for the year, for Unit 4 Willowbrook included in the and Unit 2 Tauhuri. TSB Hub is an attractive, (C) Number of visitors Not achieved. ≥ 150,000 Pensioner Housing well maintained and well to TSB Hub. 134,022 Policy. used venue. A total of 158,677 visits were recorded for the year. Performance Measure 22 – Tenants satisfied with the standard of maintenance of their accommodation Performance Measure 25 – Satisfaction of TSB Hub standard of service provided Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Council will provide well % of tenants Achieved. ≥ 95% TSB Hub is an attractive, % of users satisfied Achieved. ≥ 90% maintained and affordable satisfied with the 96% well maintained and well with the standard of 80% Pensioner Housing. standard of their (target 85%) used venue. service provided. (target 80%) accommodation. The Annual Tenants Survey was Survey results showed that 97% of completed in March 2019 and 37 respondents were either satisfied of the 64 tenants completed the or very satisfied with the standard survey. of service they received. 35 of those tenants (95%) were Performance Measure 26 – Number of accidents reported due to poor design or maintenance of TSB Hub satisfied with the condition of their units. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
TSB Hub provides a safe Number of accidents Achieved. ≤ 3 environment. reported per annum 0 due to poor design or (target 0) maintenance. No accidents were reported for the year that are attributed to poor maintenance or design. South Taranaki District Council’s Annual Report 2019/2020 | 76
46 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 ARTS & CULTURE NGĀ MAHI Ā-TOI ME RĒHIA attractive LIFESTYLE prosperous sustainable vibrant together SOUTH TARANAKI SOUTH TARANAKI SOUTH TARANAKI SOUTH TARANAKI AKING S M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
47 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheARTS Year & CULTURE in &Review NGĀ MAHI Ā-TOI ME RĒHIA
WHAT WE DO HOW WE PERFORMED Cultural services include the following Council activities – Arts, Heritage and Library services. ARTS
ARTS Performance Measure 1 – Number of programmes or projects facilitated or supported per annum The Council’s Arts, Culture and Heritage Policy, adopted in 2006, provides the direction for this sub-activity. An Arts Co-ordinator facilitates and promotes community participation in creative activities by providing a point of coordination for thecreative Level of Service Performance 2017/18 Target For the year ended community, facilitating the increased visibility of the arts within the District and supporting creative activities and organisations. Measure Actuals 2018/19 30 June 2019 HERITAGE Opportunities are Number of Achieved. 10 The Council, in partnership with the South Taranaki District Museum Trust, provides District heritage services through the provided to participate in programmes or 10 management of Aotea Utanganui – Museum of South Taranaki, providing support and advice to individuals and communities arts activities. projects facilitated that wish to preserve their tāonga, objects and archives, as well as the promotion of the District’s heritage, the Museum and its or supported per The Arts on Tour show “My name is activities. annum. Moana” was facilitated, an exhibition LIBRARYPLUS was curated at the Lysaght Watt Gallery and Stage One (concept, designs, The Council provides an extensive combined library and council service throughout the District, known as LibraryPlus facilities, in consultation, quotes etc) of the Pātea Pou Ōpunakē, Eltham, Hāwera, Kaponga, Manaia, Pātea and Waverley. LibraryPlus users have access to the entire District library stock Project was completed in collaboration and can also interloan items from throughout New Zealand. We provide a free lending service to the community and books are with Project Reef Life and Pātea Area delivered free of charge to those people who are housebound. School. There was also the Taranaki The libraries are committed to developing children’s literacy by providing a range of activities that promote children’s reading National Arts Awards, the Arts Fest South and story writing. Youth services have been developed to encourage their on-going use of the libraries. Access is provided to Taranaki (including workshops), an Arts information technology with online databases, social media sites and eBooks plus free WiFi and public internet services available in the Park event and a programme at at each facility. the Hāwera LibraryPlus. South Taranaki LibraryPlus provides a library management software solution for Stratford Library through a shared services agreement. Stratford and South Taranaki Libraries share a combined catalogue; patrons from both libraries are able to request and HERITAGE – AOTEA UTANGANUI – MUSEUM OF SOUTH TARANAKI borrow books from each library’s collection. Performance Measure 2 – Customers satisfied with their visit The Council services available at LibraryPlus facilities include payment of rates and accounts, enquiries about pensioner housing, burials, building consent applications, property file requests and community facility bookings. Six of the libraries act as agencies for Level of Service Performance 2017/18 Target For the year ended the dissemination of visitor information and Eltham LibraryPlus provides New Zealand Postal Centre Services. Measure Actuals 2018/19 30 June 2019
WHY WE DO IT Visitors feel welcome and % of customers are Achieved. ≥ 95% We provide these services to honour and protect the past and invest in the cultural development of our communities. enjoy the facility. satisfied with their 98% visit. There were 211 visitor comments received for the year, all of which were positive.
Performance Measure 3 – Number of collection items re-housed to Museum standards
Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
The collection of artefacts Number of collection New measure Social History and archives is protected items re-housed to 400 objects for future generations. Museum standards. archived 1,999 social history objects and 20 Linear metres 164 linear meters of archives material were rehoused for the year.
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48 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheARTS Year & CULTURE in &Review DISTRICT ECONOMY WHAKATIPURANGA O TE ROHE LIBRARYPLUS Performance Measure 4 – Satisfaction with facilities and customer service
Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 prosperous vibrantSOUTH TARANAKI SOUTH TARANAKI LibraryPlus facilities are % of customers Achieved. ≥ 95% well resourced and have satisfied with 97% friendly, helpful staff. facilities and customer service. The Annual Resident’s Survey showed that 100% of residents were satisfied with the facilities and customer service of LibraryPlus Centres.
Performance Measure 5 – Satisfaction with materials, resources and information provided
Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
LibraryPlus materials and % of customers Achieved. ≥ 95% resources are relevant satisfied with 96% to current information materials, resources and leisure needs of the and information The Annual Resident’s Survey community. provided. showed that 99% of residents were satisfied with the facilities and customer service of LibraryPlus Centres. AKING S M OUTH TA RA N A THE MOST K I
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49 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheDISTRICT Year in ECONOMY &Review WHAKATIPURANGA O TE ROHE
WHAT WE DO Performance Measure 2 – Dollar value of Capability Development vouchers distributed in South Taranaki District Economy includes the following Council activities – Economic Development, Tourism and Events. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 The Council supports the delivery of Tapuae Roa Make Way for Taranaki Regional Economic Development Strategy. This is a collaborative effort between South Taranaki, Stratford and New Plymouth District Councils, Taranaki Regional Council, Venture Taranaki, local business leaders, iwi and central government (MBIE). The strategy takes a whole-of-region approach focusing on Existing or new businesses Dollar value New measure ≥ 75,000 unlocking the best opportunities for regional economic growth and the on-going success of the region. The Tapuae RoaAction Plan are supported and assisted of Capability which the Council has adopted was released in April 2018. to grow. Development vouchers distributed The dollar value of the Capability The Council, in partnership with Venture Taranaki (the regional economic development and tourism agency), offers a business in South Taranaki. Development Vouchers advisory service to assist both new and existing businesses wishing to expand or improve their competitiveness and businesses distributed in South Taranaki for wishing to relocate to South Taranaki. This includes a support service to assist businesses to access Government agency funding for the year was $91,489. research and development, export and growth incentives and to act as a link to further professional services. Performance Measure 3 – Number of South Taranaki promotions per annum The Council has set aside Digital Development Fund of $1m to improve broadband and mobile blackspot connectivity across the district. A new Digital Strategy is to be developed in 2018/19 to determine the best way to utilise this fund. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 The Mayor’s Task Force for Jobs projects are actions in the Council’s Economic Development Strategy. The projects include the biennial Youth To Work Awards which celebrate young people who are achieving in their workplace or training environment, as well as the businesses, education and training providers who support them. South Taranaki is promoted Number of South New measure ≥ 10 as a great place to live, Taranaki promotions The Council also has a contract with Venture Taranaki to provide tourism development and promotion services. work and visit. per annum. There is a Council-operated centralised i-SITE visitor centre in the Hāwera Central Business District near the Water Tower which Ten promotions were supported has Qualmark accreditation and satellite information services from six of the LibraryPlus facilities around the District to promote for the year. An advert was tourism within the area. The i-SITE is open seven days per week including every public holiday except Christmas Day. supported in the AA Walkers Events are undertaken and supported by the Council to provide the community with a range of recreational and cultural activities Guide, Venture Taranaki has that bring communities together and add to the character and spirit of the community. The Council is involved in a range of events produced three South Taranaki throughout the District and supports them in a variety of different ways. This may be financially through sponsorship, ticketing and case studies of new and returning bookings, facilitation of a local element of a regional/national event, promotions and marketing or complete the organisation of residents to the District, two an event. adverts were in the NZ Today magazine, one in the AA Tourism WHY WE DO IT Taranaki Regional Visitor Guide and one in the NZ Holiday Parks The Council adopted an Economic Development Strategy in 2014 with a vision for a vibrant and thriving community that appeals Book with free listings on the to industry, business, entrepreneurs, visitors and our residents. The activities within the District Economy Activity all contribute to AA Website, as well as a video this goal. developed in partnership with Venture Taranaki to promote HOW WE PERFORMED South Taranaki in Harbin. ECONOMIC DEVELOPMENT TOURISM Performance Measure 1 – Number of client interactions with the Business Advisory Service Performance Measure 4 – Qualmark Accreditation is maintained Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Existing or new businesses Number of client Achieved. ≥ 475 Customers are satisfied (T) Qualmark Held Held are supported and assisted interactions with the 923 with the level of service accreditation is to grow. Business Advisory they received at the maintained. Service. A total of 1,076 client interactions i-SITE. Qualmark assessment was were made for the year. conducted in June 2018 and was valid until June 2019. Awaiting confirmation from Qualmark for arrangement of next assessment.
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50 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheDISTRICT Year in ECONOMY &Review COMMUNITY DEVELOPMENT WHAKAWHANAKE HAPORI EVENTS Performance Measure 5 – Number of events Council has provided or supported per annum Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Council will provide, Minimum number Achieved. ≥ 10 sustainable encourage and/or support of events Council 18 vibrant together SOUTH TARANAKI events within the District. has provided or (target 6) SOUTH TARANAKI SOUTH TARANAKI supported per 18 events were provided or annum. supported during the year; the School Holiday Programme (3), the Scale Ship Regatta, Comedy Night, Arts on Tour - Messy Magic Adventure, Seven Deadly Stunts, Arts in the Park, the Ranfurly Shield Game, Arts on Tour in Ōpunakē, Family Fun at the Movies in Ōpunakē and Hāwera, the Mayoral VC Dinner, Sounds on the Sand, Sounds in the Park, Movies in the Park and AmeriCARna in Hāwera and Ōpunakē.
Performance Measure 6 – Attendees satisfied with selected Council events Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Council events are well % of attendees Achieved. ≥ 90% organised, safe and well satisfied with 97% attended. selected Council (target 95%) events. The survey was completed for Arts N in the Park with 98% satisfied with MAKI G SOU the event. TH Performance Measure 7 – Number of serious accidents due to poor event management TA Level of Service Performance 2017/18 Target For the year ended RA Measure Actuals 2018/19 30 June 2019 N A Council events are well (C) Number of Achieved. ≤ 3 THE MOST K organised, safe and well incidents due to poor 0 I attended. event management. (target 0) No incidents were recorded for the year. liveableDISTRICT IN NZ South Taranaki District Council’s Annual Report 2019/2020 | 86
51 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheCOMMUNITY Year in &DEVELOPMENTReview WHAKAWHANAKE HAPORI
WHAT WE DO Performance Measure 3 – Total cost of Council led projects (in community partnership) funded externally The Community Development activity is made up of services aimed at developing the partnership between the Council and the Level of Service Performance 2017/18 Target For the year ended community, enabling the community to participate in the Council’s planning, development and implementation of initiatives. The Measure Actuals 2018/19 30 June 2019 activity also supports communities to undertake projects and achieve outcomes they desire for themselves. Partnerships with regional stakeholders on initiatives of benefit to the District are also developed and maintained. The Council Partnerships with % of the total cost Achieved. ≥ 33.3% manages Roadsafe Taranaki on behalf of the three District Councils. The Council is a partner in initiatives including the Regional community groups are of Council led 50% Disability Strategy, Regional Public Transport Service and Regional Capacity Building Incubator, The Wheelhouse. developed to make the projects (completed best use of resources. in partnership with 50% of the total cost of Council- The Council has a nominated budget within the Long Term Plan for grants and discretionary funding for the four Community the community) led projects have been funded Boards and the Iwi Liaison Committee. We administer the Rural Travel Fund on behalf of Sport and Recreation New Zealand and funded from external from external sources; $450,000 the Creative Communities Scheme on behalf of Creative New Zealand. sources. from the Lotteries Community WHY WE DO IT Facilities Fund and $125,187 from the Tourism Infrastructure Fund. This group of activities supports the community’s well-beings by helping to build their capacity and to implement projects and initiatives they have identified as priorities to enhance their communities, making them attractive places to live, do business, work and visit. HOW WE PERFORMED COMMUNITY DEVELOPMENT Performance Measure 1 – Participants in workshops and training sessions find the training useful Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Communities and Groups % of participants Achieved. ≥ 80% are provided with the skills in workshops and 97% they need to support them training sessions find (target 85%) to achieve their own goals. the training useful. Two workshops were held for the year with 100% of attendees saying it was useful. These included a Governance for Sustainable Voluntary and Community Organisations Workshop and an Introduction to Planning workshop. Performance Measure 2 – Cost of community led projects (supported by Council) funded from external sources Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Partnerships with % of the cost of Achieved. ≥ 50% community groups are community led 96% developed to make the projects (supported best use of resources. by Council) funded During the year Paepae in the Park from external was supported with 63% of their sources. funding coming from sources other than Council.
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52 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 ENVIRONMENTAL SUSTAINABILITY TE PŪTAIAO
prosperoussustainable togetherSOUTH TARANAKI SOUTH TARANAKI SOUTH TARANAKI
AKING S M OUTH TA RA N A THE MOST K vibrantCOMMUNITIES I liveableDISTRICT IN NZ
53 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheENVIRONMENTAL Year in &Review SUSTAINABILITY TE PŪTAIAO
WHAT WE DO ENVIRONMENTAL POLICY Environmental Sustainability activities include the following: Performance Measure 3 – Plan Changes and Variations to the District Plan are undertaken in accordance with legislative timeframes • Promoting sustainable management of the environment through the District Plan • Applying the provisions of the District Plan through the assessment and determination of land use and subdivision consents Level of Service Performance 2017/18 Target For the year ended PLANNING Measure Actuals 2018/19 30 June 2019 Planning involves applying the provisions of the South Taranaki District Plan to meet the Council’s obligations under the Resource Management Act 1991. As well as processing resource consents, this consists of providing advice to customers on subdivision and Growth and development The Plan Changes New measure Achieved land use activities and monitoring compliance with the District Plan and resource consent conditions. is planned while our and Variations to N/A natural and physical the District Plan ENVIRONMENTAL POLICY resources are managed in are undertaken This performance measure was The Environmental Policy activity involves promoting the sustainable management of the environment through the District Plan a sustainable manner. in accordance not applicable this year due to and providing funding assistance to people protecting areas of indigenous vegetation or habitats of indigenous fauna. The Council with legislative the Full Plan Change Review still began reviewing the District Plan in 2013 and decisions on submissions were released in December 2016. Nine appeals were timeframes. in progress, as appeals are now lodged and eight of these have since been resolved, either through Court assisted mediation or Environment Court hearings. Due going through the Environment to its complexity, the final appeal has resulted in three Environment Court hearings and is still to be determined. Court process. WHY WE DO IT Performance Measure 4 – Plan change projects that have dedicated periods of officer time set aside for consulting with Iwi Environmental Sustainability contributes to protecting and managing the natural and built environment for the benefit of the Level of Service Performance 2017/18 Target For the year ended whole community. Measure Actuals 2018/19 30 June 2019 HOW WE PERFORMED Iwi are supported to % of Plan Change Not applicable. 100% PLANNING contribute to local projects that have There were no N/A Performance Measure 1 – Resource consent applications processed within specified timeframes environmental issues. dedicated periods of Plan Change officer time set aside projects This performance measure was Level of Service Performance 2017/18 Target For the year ended for consulting with not applicable as there were Measure Actuals 2018/19 30 June 2019 Iwi. no Plan Change projects during the year due to the existing Plan Consents for subdivisions (T) % of resource Achieved. 100% Change Review being in progress. and development are consent applications 100% processed in a timely processed within manner. statutory timeframes. Of the 157 applications received for the year all were processed within the statutory timeframes.
Performance Measure 2 – Consents monitored by their due date Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Consent compliance is Consents are Not achieved. ≥ 90% monitored by the Council. monitored by their 52% due date. (target 85%) The target was on track to be achieved but compliance was affected by a staff resignation which resulted in a reduced service while recruitment took place. Planning was fully staffed by Q3 and the backlog was actively reduced. Of the 146 consents monitored for the year, 85 (58%) were monitored by their due date. South Taranaki District Council’s Annual Report 2019/2020 | 93
54 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 REGULATORY SERVICES RATONGA WHAKATURE sustainable SOUTH TARANAKI AKING S vibrantCOMMUNITIES M OUTH TA RA N A THE MOST K I
liveableDISTRICT IN NZ
55 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheREGULATORY Year in &ReviewSERVICES RATONGA WHAKATURE
WHAT WE DO ANIMAL MANAGEMENT Regulatory Services includes the following Council activities – Building Control, Environmental Health, Licensing - Alcohol & Animal management activities cover the registration of dogs, administration of the Dog Control Act 1996, the Council’sDog Gambling, Noise Control, Parking Control, Animal Services, Regulation Monitoring, and Civil Defence & Emergency Management. Control Policy and Bylaws, plus the Impounding Act. The Council registers approximately 4,600 dogs each year. Considerable time is directed at dealing with dog control issues in the District, such as increasing owner awareness and education to reduce incidents BUILDING CONTROL of roaming and aggressive dogs. The Building Control activity involves regulating construction to ensure that buildings are safe for people to use; are designed The Animal management team responds to nearly 1,300 complaints each year. This includes: and built in a manner that promotes sustainable development; and fulfil the purposes of the Building Act 2004. In doing so, • approximately 590 building consents each year are received and processed, and the building work inspected. In addition, Territorial dogs attacking or threatening people, domestic animals, stock, poultry or property • Authority activities include maintaining a Building Warrant of Fitness register of buildings with specified safety systems, identifying, roaming dogs • registering and monitoring Earthquake-prone buildings, and maintaining a register of properties with Swimming Pools. unregistered dogs • dog nuisance, such as loud and excessive barking or howling ENVIRONMENTAL HEALTH • wandering stock obstructing public roads • keeping of goats, pigs and other stock within city boundaries Part of Council’s regulatory role is to promote, protect and improve public health in the district. There is a close relationship between people and the environment. What happens in the environment can have an adverse effect on our health. REGULATION MONITORING Council’s Environmental Health Officers actively identify issues and assess the health risks related to food businesses, hairdressers, This activity enforces several Council bylaws. Key duties include licensing of street stalls, removing obstructions in public places, camping grounds, funeral parlours, stock sales yards and many issues relating to the management of private properties and removing abandoned vehicles and responding to illegal waste/rubbish dumping. commercial activities to protect the health of the surrounding community. CIVIL DEFENCE & EMERGENCY LICENSING – ALCOHOL AND GAMBLING The Council is involved in Civil Defence and Emergency Management to provide for the safety of the public and also the protection Alcohol licensing law in New Zealand is set by the Sale and Supply of Alcohol Act 2012. Applications for alcohol licences and of property in South Taranaki. The Council is a partner in the Taranaki Emergency Management Office (TEMO), which delivers Civil managers’ certificates are determined by the South Taranaki District Licensing Committee (DLC), an independent committee Defence and Emergency Management services throughout Taranaki on behalf of the councils in the region. The Council is obligated appointed by Council. The Council has appointed alcohol licensing inspectors, who report on all applications and monitor licensed to plan and provide for Civil Defence and Emergency Management within South Taranaki and to ensure that it can function at the premises for compliance with the Act and provide support to the DLC. fullest possible extent during an emergency. The 3-yearly review of the Gaming Venues Policy was commenced in the 2018/19 year, with deliberations scheduled for September of the 2019/20 Financial Year. WHY WE DO IT The regulatory services activity covers a broad range of tasks – in all cases Council performs a role because it is set by statute, and NOISE CONTROL we do it because of our duty of care to the health and safety of the community and the environment, both natural and built. The Council deals with specific noise problems. Some kinds of noise - such as noisy cars and workplace noise - are controlled by other organisations under different regulations. The Environmental Health Officers of Council deal with excessive noise complaints HOW WE PERFORMED from: BUILDING CONTROL • Loud parties and stereos Performance Measure 1 – Building Consent applications processed within specified timeframe • House and building alarms • Construction activity Level of Service Performance 2017/18 Target For the year ended • Buskers and bars Measure Actuals 2018/19 30 June 2019 • Industry or commercial uses affecting residents Building consents are % of building Not achieved. 100% processed efficiently. consent applications 99.82% processed within the statutory timeframe For the year, 452 (74%) of 609 of 20 working days. consents were issued within the statutory timeframe. Compliance was affected by staff sickness, leave, training and staff resignations.
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56 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheREGULATORY Year in &ReviewSERVICES RATONGA WHAKATURE
Performance Measure 2 – Building inspections carried out within specified timeframe Performance Measure 6 – Number of complaints received from food premises operators about standard of service Level of Service Performance 2017/18 Target For the year ended Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Measure Actuals 2018/19 30 June 2019
Customers receive industry % of building Achieved. ≥ 95% Food premises operators The number of Achieved. ≤ 5 recognised quality service. inspections carried 100% receive high quality service. complaints received 0 out within 2 working from food premises days of request. For the year, all 2,047 inspections operators about No complaints were received for were inspected within the standard of service the year. timeframes. per annum. Performance Measure 3 – Accreditation as a Building Consent Authority is retained
Level of Service Performance 2017/18 Target For the year ended Performance Measure 7 – Number of licensed premises that are inspected annually Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 The Council retains Accreditation as a Retained Retained This is measured biennially. IANZ authority to issue building Building Consent have recommended retention consents. Authority is retained. of accreditation with a next full Hairdressers, camping % of licensed New measure ≥ 95% assessment scheduled for June grounds/holiday parks, premises that are 2021. funeral homes & offensive inspected annually. trade premises are For the year, all 47 health hygienically safe. premises were inspected. Note: Some premises had multiple ENVIRONMENTAL HEALTH inspections. Performance Measure 4 – New/renewal premises applications processed within specified timeframe LIQUOR LICENSING Level of Service Performance 2017/18 Target For the year ended Performance Measure 8 – Number of Council facilitated workshops to encourage host responsibility Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 New food premises can % of New Premises Achieved. ≥ 95% open to the public quickly Applications and 97% and existing food premises Renewal Premises Premises selling liquor to (C) Number of Not achieved. 2 can continue to trade. Applications For the year, all 156 premises the public are licensed and workshops to 1 processed within 10 applications were processed are running their business encourage host working days. within 10 working days. responsibly. responsibility Two workshops were facilitated that the Council during the year. is involved in Performance Measure 5 – Licensed premises that are audited within one month of the due date facilitating per annum. Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Performance Measure 9 – Licensed premises that are annually inspected Level of Service Performance 2017/18 Target For the year ended Food premises are % of licensed New measure ≥ 95% Measure Actuals 2018/19 30 June 2019 hygienic, and food sold to premises that are the public is safe to eat. audited within 1 Premises selling liquor to (T) % of licensed Achieved. 100% month of the due For the year, all 109 premises were the public are licensed and premises that the 100% date. audited and completed within 1 are running their business Council has contact month of the due date. responsibly. with or are inspected. For the year, all 88 licensed premises were inspected. Note: Some premises had multiple inspections.
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57 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheREGULATORY Year in &ReviewSERVICES RATONGA WHAKATURE
Performance Measure 10 – Unopposed Liquor License applications processed within specified timeframe Performance Measure 14 – Reported general dog incidents responded to within specified timeframe Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019 Unopposed Liquor Licence (T) % of unopposed Achieved. ≥ 95% Applications are processed Alcohol Licence 96% A reliable and responsive % of reported Achieved. ≥ 95% promptly. Applications animal control service that general dog incidents 98% processed within For the year 62 (97%) out of 64 investigates general dog responded to within (target 97%) 10 working days of applications were processed incidents*. 1 working day. For the year, 1,261 (98%) of receipt of all reports. within 10 days. the 1,288 general dog incidents reported were responded to NOISE CONTROL within 1 working day. Performance Measure 11 – Noise complaints responded to within specified timeframe * serious dog incidents – dog attacks, threatening or rushing dogs or continual barking. Level of Service Performance 2017/18 Target For the year ended * general dog incidents – barking and roaming. Measure Actuals 2018/19 30 June 2019
Provide a prompt and % of noise complaints Achieved. ≥ 90% CIVIL DEFENCE AND EMERGENCY MANAGEMENT reliable noise control responded to within 99% Performance Measure 15 – Roles identified and staffed for 24 hour operations of the EOC and staff trained appropriately service 24 hours a day, 7 one hour. days a week. For the year 525 (91%) of the 577 noise complaints received were Level of Service Performance 2017/18 Target For the year ended responded to within 1 hour. Measure Actuals 2018/19 30 June 2019
ANIMAL CONTROL The Council is ready to Roles identified New measure 100% of roles Performance Measure 12 – Residents satisfied with the Animal Control service respond to a Civil Defence and staffed for 24 filled Emergency and is able hour operations Level of Service Performance 2017/18 Target For the year ended to function for as long of the Emergency All EOC Managers have had Measure Actuals 2018/19 30 June 2019 as required during an Operations Centre New measure 35% of staff training specific to their roles. emergency. (EOC) and staff trained Staff have been identified for trained to the the required roles. All roles have Residents are satisfied % of residents New measure ≥ 75% appropriate level back-up alternative staff as well. with the Animal Control satisfied with the agreed to by the Training has been delivered to service. Animal Control Civil Defence staff and programmed to continue service. The Annual Resident’s Survey and Emergency throughout the following year. showed that 78% of residents Management Group. TEMO and the 4 Councils have were satisfied with the Animal identified the equipment required Control service. to align the EOC’s and enable staff to work at any EOC if called upon. Performance Measure 13 – Reported serious dog or wandering stock incidents responded to within specified timeframe Meanwhile Council EOC has Level of Service Performance 2017/18 Target For the year ended retained the ability to activate its Measure Actuals 2018/19 30 June 2019 EOC when required.
A prompt and reliable % of reported serious Achieved. ≥ 95% animal control service dog or wandering 99% will be provided 24 hours stock incidents (target 97%) a day, 7 days a week for responded to within For the year, 382 (99%) of the 387 wandering stock and 4 hours. serious incidents reported were serious dog incidents*. responded to within 4 hours.
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58 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheREGULATORY Year in &ReviewSERVICES COASTAL STRUCTURES Performance Measure 16 – Community Action Plans are prepared and in place by 2026 for all 8 principal towns NGĀ MOMO HANGA KI TAI Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
The Council actively Community Action New measure One Community engages with the wider Plans are prepared Action Plan prosperoussustainable community to increase in conjunction with, prepared per year vibrantSOUTH TARANAKI SOUTH TARANAKI SOUTH TARANAKI the level of awareness, and for, each town. Training was given to volunteers and understanding of, and By 2026 Community in the Ōpunakē Community, and preparation and readiness Action Plans are discussions have taken place with for emergencies and prepared and in place Waverley volunteers to repeat the strengthening community for all 8 principal same. resilience. towns in the South Emergency Plans for the two Taranaki District. communities existed previously and it was identified that by updating the existing plans methods and strategies could be developed for working with and retaining volunteers in new communities.
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59 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheCOASTAL Year inSTRUCTURES &Review CORPORATE ACTIVITIES WHAT WE DO NGĀ MAHINGA MATAKITE Ā ROHE The Council provides access paths and steps to the sea and several boat ramps to allow recreational craft to access water bodies. The Council provides coastal protection in the form of revetments in a number of places and maintains a number of significant structures in the Pātea estuary such as the river moles. These concrete and stone walls guide the Pātea River out to sea. These and the associated structures in the Pātea estuary would cost over $20 million to replace. Maintenance projects are in progress to ensure the levels of service for the moles and associated structures, so as to maintain the navigable channel of the river as long as possible. WHY WE DO IT The District has a beautiful marine and river environment. This activity ensures pedestrians can access the beaches and lakes, and boat users can access the water. To maintain these facilities means that the Council needs to protect erosion-prone areas close to existing infrastructure and maintain access to the sea. The Council does not have any Flood Protection and Coastal Works, as (REALLOCATED OVERHEADS) defined in the LGA 2012, so this activity is not a mandatory activity. SIGNIFICANT NEGATIVE EFFECTS Infrastructure built in the marine environment is subject to dynamic and significant on-going natural forces (tides, currents, wave action, erosion and corrosion). This infrastructure therefore requires significantly more robust engineering and relatively expensive maintenance, when compared to similar land-based construction. The future effects of climate change may only exacerbate this situation. There are ongoing difficulties with meeting health and safety standards when inspecting, repairing or maintaining coastal structures. HOW WE PERFORMED Performance Measure 1 – Compliance with Resource Consent conditions Level of Service Performance 2017/18 Target For the year ended Measure Actuals 2018/19 30 June 2019
Comply with the Taranaki % of compliance with New measure ≥ 100% Regional Council Resource Resource Consent Consent conditions for conditions. coastal structures. There have been no reported breaches of resource consent N conditions for coastal structures MAKI G SOU for the year. TH TA RA N A THE MOST K I
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60 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheCORPORATE Year in ACTIVITIES &Review STATEMENT OF ACCOUNTING POLICIES
Corporate Activities are the supporting services which are an essential part of ensuring the Council operates in an effective and TE KAUPAPA HERE O NGĀ TAUĀKI PŪTEA efficient manner, meeting its statutory obligations, and is able to work towards the achievement of our community outcomes. These activities are internally focused and do not have a direct output to the community, rather they are internal support systems for those activities that do. As the Support Services activities are internal services there are no Long Term Plan levels of service or performance measures, however they have their own business plans. This activity includes some of the following functions: • Contact Centre • Corporate Property • Policy and Governance • Finance and Business Services • Information Management and Information Technology FOR THE YEAR ENDED 30 JUNE 2019 • Human Resources • Communications
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61 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheSTATEMENT Year OF in ACCOUNTING &Review POLICIES TE KAUPAPA HERE O NGĀ TAUĀKI PŪTEA
ENTITY STATEMENT • New financial asset classification requirements for determining whether an asset is measured at fair value or amortised cost. The South Taranaki District Council (the Council) is a territorial local authority governed by the Local Government Act 2002. • A new impairment model for financial assets based on expected losses, which may result in the earlier recognition of The primary objective of the South Taranaki District Council is to provide goods or services for the community or social benefit impairment losses. rather than making a financial return. Accordingly, the Council has designated itself and the group as a public benefit entity. The • Revised hedge accounting requirements to better reflect the management of risks. consolidated financial statements are for the Council and its subsidiary, Novus Contracting Limited (100% owned). The Council and all related entities are domiciled and incorporated, where applicable, in New Zealand. The financial statements are for the The Council plans to apply this standard in preparing its 30 June 2022 financial statements. The Council has not yet assessed the year ended 30 June 2019. The financial statements were authorised by the Council on 9 October 2019. effects of the new standard. Amendment to PBE IPSAS 2 Statement of Cash Flows STATEMENT OF COMPLIANCE AND BASIS OF PREPARATION An amendment to PBE IPSAS 2 Statement of Cash Flows requires entities to provide disclosures that enable users of financial The financial statements have been prepared to comply with the requirements of Section 95 of the Local Government Act statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flows and 2002 and Local Government Rating Act 2002. The Council is a public benefit entity (PBE) and complies with the PBE Accounting non-cash changes. This amendment is effective for annual periods beginning on or after 1 January 2021, with early application Standards Tier 1 issued by the External Reporting Board. permitted. The Council does not intend to early adopt the amendment. The financial statements have been prepared on the going concern basis, and the accounting policies have been applied PBE FRS 48 Service Performance Reporting consistently throughout the period. PBE FRS 48 replaces the service performance reporting requirements of PBE IPSAS 1 and is effective for reporting periods beginning on or after 1 January 2021. The Council has not yet determined how application of PBE FRS 48 will affect its statement MEASUREMENT BASE of performance. The financial statements have been prepared on a historical cost basis, modified by the revaluation of land and buildings, certain SPECIFIC ACCOUNTING POLICIES infrastructural assets, and certain financial instruments (including derivative instruments) except for assets and liabilities which are recorded at fair value. These are detailed in the specific policies below. The following accounting policies, which materially affect the measurement of results and financial position, have been applied. FUNCTIONAL AND PRESENTATION CURRENCY 1. CONSOLIDATION OF SUBSIDIARIES The Financial Statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($000) Subsidiaries are all entities over which the Council has the power to govern the financial and operating policies, generally and as a result there may be some rounding errors. The functional currency of the Council and group is New Zealand dollars. with more than fifty percent of the voting rights. Novus Contracting Limited has been consolidated using thepurchase method and the company is inactive. The purchase method is used to consolidate subsidiaries and controlled entities. This CHANGES IN ACCOUNTING POLICIES method involves adding together corresponding assets, liabilities, revenues and expenses on a line-by-line basis. All significant inter-entity transactions have been eliminated. There have been no other changes in accounting policies. 2. BUDGETS STANDARDS ISSUED AND NOT YET EFFECTIVE AND NOT EARLY ADOPTED The budget figures are those approved by the Council in its 2018/2028 Long Term Plan/Annual Plan. The budget figures Standards and amendments, issued but not yet effective that have not been early adopted, and which are relevant to the have been prepared in accordance with using accounting policies that are consistent with those adopted in preparing these Council and group are: financial statements. Amendments to PBE IPSAS 34-38 3. REVENUE In January 2017, the XRB issued new standards for interests in other entities (PBE IPSAS 34-38). These new standards replace the existing standards for interests in other entities (PBE IPSAS 6-8). The new standards are effective for annual periods beginning Revenue comprises rates, revenue from operating activities (fees and charges), investment revenue, grants and subsidies, on or after 1 January 2019, with early application permitted. capital contributions, gains, bequests and other revenue and is measured at the fair value of consideration receivedor receivable. Revenue may be derived from exchange and non-exchange transactions. The Council plans to apply the new standards in preparing the 30 June 2020 financial statements. The Council has not yet assessed the effects of these new standards. EXCHANGE TRANSACTIONS Amendments to PBE IPSASs 21 & 26 An exchange transaction is where the Council receives assets or services, or has liabilities extinguished, and directly gives In April 2017, the XRB issued Impairment of Revalued Assets, which now scopes in revalued property, plant and equipment into approximately equal value to the other party in exchange. the impairment accounting standards PBE IPSASs 21 and 26, which will require Council to assess at each reporting date whether there is any indication that an asset may be impaired. However, where an impairment loss is recognised for an asset, or group NON-EXCHANGE TRANSACTIONS of assets, that is revalued, an entity is not necessarily required to revalue the entire class of assets to which that impaired asset, A non-exchange transaction is where the Council receives value from another party without giving approximately equal value or group of assets, belongs. This amendment is effective for periods beginning on or after 1 January 2019. in exchange. The Council plans to apply the new standards in preparing the 30 June 2020 financial statements. The Council has not yet An inflow of resources from non-exchange transaction recognised as an asset is recognised as revenue, except to the extent assessed the effects of these new standards. that a liability is also recognised in respect of the same inflow. Amendments to PBE IFRS9 a. Rates In January 2017, the XRB issued PBE IFRS 9 Financial Instruments. PBE IFRS 9 replace PBE IPSAS 29 Financial Instruments: Recognition and Measurement. PBE IFRS 9 is effective for annual periods beginning on or after 1 January 2021, with early Rates are set annually by a resolution from the Council and relate to a financial year. All ratepayers are invoiced within the application permitted. The main changes under PBE IFRS 9 are:
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financial year to which the rates have been set. Rates revenue is recognised at the start of the financial year to which the 4. EXPENSES rates resolution relates. Rates revenue collected on behalf of the Taranaki Regional Council is not recognised in the financial statements, apart from the statement of cash flows, as South Taranaki is acting as an agent for the Regional Council. Specific accounting policies for major categories of expenditures are outlined below: Rates arising from late payment penalties are recognised as revenue when rates become overdue. a. Grants and Sponsorships Rates remissions are recognised as a reduction of rates revenue when the Council has received an application that satisfied Expenditure is classified as a grant or sponsorship if it results in a transfer of resources to another party in return for compliance its rates remission policy. with certain conditions relating to the operating activities of that party. It includes any expenditure arising from a funding arrangement with another party that has been entered into to achieve the objectives of the Council. Grants and sponsorships Rates collected on behalf of the Taranaki Regional Council (TRC) are not recognised in the financial statements (except for are distinct from donations which are discretionary or charitable gifts. Where grants and sponsorships are discretionary until statement of cashflow), as the Council is acting as an agent for the TRC. payment, the expense is recognised when the payment is made. Otherwise, the expense is recognised when the specific Revenue from water rates by meter is recognised on an accrual basis. Unbilled usage, as a result of unread meters at year end, criteria have been fulfilled. is accrued on an average usage basis. b. Finance Expenses - Interest Rate revenue is classified as non-exchange except for metered water rates which are classed as exchange revenue. Interest expense is recognised using the effective interest rate method. All borrowing costs are expensed in the period in b. Government Grants and Subsidies which they are incurred. The Council has not capitalised borrowing costs associated with funding capital works in progress. Government grants and subsidies are recognised upon entitlement at their fair value, which is when conditions pertaining c. Depreciation and Amortisation to eligible expenditure have been fulfilled. The Council receives government grants from the New Zealand Transport Agency, Depreciation of property, plant and equipment and amortisation of intangible assets are charged on a straight-line basis over which subsidises part of the costs in maintaining the local roading infrastructure. Grants and Subsidies are classified as non- the estimated useful life of the associated assets. exchange revenue. 5. TAXATION c. Fees and Charges and Sale of Goods a. Goods and Services Tax (GST) Revenue from fees and charges is recognised from the rendering of services (eg building consent fees) where the transaction is based on the actual service provided as a percentage of the total services to be provided. Under this method, revenue GST has been excluded from all items in the financial statements except accounts receivable and accounts payable. Where GST is recognised in the accounting periods in which the services are provided. Within rendering of services most activities are is not recoverable as an input tax it is recognised as part of the related asset or expense. partially funded by rates and therefore classified as non-exchange revenue. Sale of goods is recognised when goodsare b. Tax delivered and is classified as exchange revenue. Tax expense is charged in the Statement of Financial Performance in respect of the current year’s surplus after allowance for d. Investment Revenue permanent differences. Interest revenue is accrued on a time basis, by reference to the principal outstanding and the effective interest rate applicable. Deferred taxation is the amount of taxes payable (or receivable) in future years in respect of temporary differences (ie where Interest revenue is classified as exchange revenue. the accounting treatment differs from the Inland Revenue Department’s requirements). Deferred taxation is determined using Dividends are recognised when the shareholders’ rights to receive payment have been established and are recognised, net of the full provision method. Deferred tax assets are only recognised when recovery is probable. imputation credits. Dividends are classified as exchange revenue. 6. FINANCIAL INSTRUMENTS e. Other Grants, Bequests and Vested Assets South Taranaki undertakes financial instrument arrangements as part of normal operations. These financial instruments Other grants, bequests and assets vested in the Council are recognised when control over the asset is obtained. Vested assets include cash and bank balances, investments, receivables, payables and borrowings. All financial instruments are recognised are recognised as revenue at the fair value of the assets at the time of vesting. The above revenue is classified as non-exchange in the Statement of Financial Position and all revenues and expenses in relation to financial instruments are recognised in the revenue. Surplus/Deficit. Interest rate swaps are entered into to hedge against and manage its exposure to risk on debt. f. Capital Contributions a. Financial Assets Capital contributions for assets are recognised as revenue when received and is classified as non-exchange revenue. Financial Assets are initially measured at fair value plus transaction costs unless they are carried at fair value through surplus or deficit in which case the transaction costs are recognised in the Surplus/Deficit. g. Gains Purchases and sales of investments are recognised on trade-date, the date on which there is a commitment to purchase or Gains include additional earnings on the disposal of property, plant and equipment and movements in the fair valueof sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired financial assets and liabilities. Gains are classified as exchange revenue. or have been transferred and the transfer of substantial risks and rewards is completed. h. Foreign Currency - Exchange Differences Fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. The Foreign currency transactions have been converted into New Zealand dollars at the rate of exchange at the date ofthe quoted market price used is the current bid price. transaction. Gains or losses on exchange have been recognised in the Surplus/Deficit. Gains on foreign currency exchange are The fair value of financial instruments that are not traded in an active market is determined using valuation techniques. A classified as exchange revenue. variety of methods and assumptions are used based on market conditions existing at each balance date. Quoted market prices or dealer quotes for similar instruments are used for long term debt instruments held. Other techniques, such as discounted cash flows, are used to determine fair value for the remaining financial instruments.
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At year-end, the assets are assessed for indicators of impairment. Impairment is established when there is evidence that Derivative financial instruments are recognised initially at fair value and subsequently at fair value. The gainorlosson the Council and group will not be able to collect amounts due according to the original terms of the receivable. Significant re-measurement to fair value is recognised immediately in the Surplus/Deficit. The fair value of interest rate swaps is the financial difficulties of the debtor, probability that the debtor will enter into bankruptcy, receivership or liquidation and default estimated amount that would be received or would pay to terminate the swap at the balance sheet date, taking into account in payments are indicators that the asset is impaired. current interest rates and the current creditworthiness of the swap counterparties. For shares, a significant or prolonged decline in the fair value of the shares below its cost is considered to be objective 8. CASH AND CASH EQUIVALENTS evidence of impairment. For listed bonds, significant financial difficulties of the debtor, probability that the debtor will enter into bankruptcy, receivership or liquidation and default in payments is considered to be objective evidence of impairment. Cash and cash equivalents include cash on hand, deposits held at call with banks and other short-term highly liquid investments with the original maturities of three months or less. It includes all funds held for the day-to-day management of the Council Financial assets are classified into four categories: and does not include funds set aside for specific purposes (e.g. Reserve Funds). Financial assets at fair value through surplus or deficit: 9. ACCOUNTS RECEIVABLE A financial asset is classified in this category if acquired principally for the purpose of selling in the short term. After initial Accounts receivable are initially measured at fair value and subsequently measured at amortised cost using the effective recognition they are measured at their fair values. Gains or losses on re-measurement are recognised in the Surplus/Deficit. interest method, less any provision for impairment. Loans and receivables: A provision for impairment of accounts receivable is established when there is objective evidence that the Council will not be These are non-derivative financial assets with fixed or determined payments that are not quoted in an active market. After able to collect all amounts due according to the original terms of the agreement. The amount of the provision is the difference initial recognition they are measured at amortised cost using the effective interest method. Gains and losses when the asset between the assets’ carrying amount and the present value of estimated future cash flows, discounted using the effective is impaired or derecognised are recognised in the Surplus/Deficit. Loans and receivables are classified as “trade and other interest method. receivables” in the Statement of Financial Position. 10. INVENTORIES Held to maturity investments: Inventories are valued at the lower of cost (determined on a first-in first-out basis) and net realisable value. This valuation Held to maturity investments are assets with fixed or determinable payments and fixed maturities that the Council has the includes allowances for slow moving and obsolete inventories. positive intention and ability to hold to maturity. After initial recognition they are measured at amortised cost using the effective interest rate method. Gains and losses when the asset is impaired or derecognised are recognised in the Surplus/ 11. INVESTMENTS Deficit. Investments in bank deposits are recognised at cost plus accrued interest. This is considered fair value. Long term receivables Investments in this category include term deposits, investments in local authority and government stock. and advances are recognised at cost plus accrued interest. Investments in associates are recognised at cost. Financial assets at fair value through other comprehensive revenue and expense: The Council’s interest in the Joint Whanganui District Council’s Forestry Committee is valued at fair value, using the discounted cash flow method. Movements in fair value will be taken through equity. Financial asset at fair value through equity are those that are designated as fair value through equity or are not classified in any of the other three categories above. This category includes investments that are held long term but which may be realised Investments and other shares are valued at fair value. Where there is an active market, fair value is determined by reference before maturity; and shareholdings that are held for strategic purposes. Investments in its subsidiary are not included in this to published prices. Otherwise fair value is determined by using a variety of valuation techniques. Movements in fair value category as they are held at cost. Gains and losses are recognised directly in equity except for impairment, which are recognised will be taken through equity. in the Surplus/Deficit. In the event of impairment, any cumulative losses previously recognised in other comprehensive 12. PROPERTY, PLANT AND EQUIPMENT revenue and expense will be recognised in the Surplus/Deficit even though the asset has not been derecognised. On de- recognition the cumulative gain or loss previously recognised in other comprehensive revenue and expense is recognised in Property, plant and equipment consist of operational assets, restricted assets and infrastructure assets. the Surplus/Deficit. All assets are recorded at cost/valuation less accumulated depreciation (with the exception of land which is not depreciated). 7. FINANCIAL LIABILITIES All property, plant and equipment is classified as non-cash generating as these assets are not held with a primary objective of Financial liabilities comprise trade and other payables and borrowings. Financial liabilities (creditors, revenue in advance, generating commercial return. loans, bonds and deposits) are initially recognised at fair value. Financial liabilities with duration of more than 12 months For those assets that are re-valued, the change in valuation is credited or debited to the asset revaluation reserve for that are recognised initially at fair value plus transaction costs and subsequently measured at amortised cost using the effective class of asset. Where this results in a debit balance in the asset revaluation reserve, this balance is expensed in the Statement interest rate method. Amortisation is recognised within surplus or deficit. Financial liabilities with duration of less than 12 of Financial Performance. Any subsequent increase on revaluation that offsets a previous decrease in value recognised in months are recognised at their nominal value. On disposal any gains or losses are recognised within surplus or deficit. the Statement of Financial Performance will be recognised first in the Statement of Financial Performance up to the amount a. Impairment of Financial Assets previously expensed, and then credited to the revaluation reserve for that class of asset. Additions subsequent to revaluations are recorded at cost. At each balance date the Council assesses whether there is any objective evidence that a financial asset or group of financial assets is impaired. Any impairment losses are recognised in the Surplus/Deficit. DISPOSALS b. Derivative Financial Instruments and Hedging Activities An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits or service potential are expected from its use or disposal. The Council uses derivative financial instruments to hedge its exposure to interest rate risks arising from operational, financing and investment activities. In accordance with the treasury policies of the respective group entities, the Council does not hold Gains and losses on disposals are determined by comparing the disposal proceeds with the carrying amount of the asset. or issue derivative financial instruments for trading purposes. However, derivatives are accounted for as trading instruments. Gains and losses on disposals are reported net in the surplus or deficit. When revalued assets are sold, the amounts included
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in asset revaluation reserves in respect of those assets are transferred to accumulated funds. 13. DEPRECIATION OPERATIONAL ASSETS Depreciation rates for fixed assets are as follows: These include land, building, motor vehicles, plant and equipment and library books. OPERATIONAL ASSETS Land and buildings are valued at fair value, as determined from market based evidence, by Beca Projects NZ Limited, Registered Depreciation rates for operational assets are based on a straight line basis. Valuers, as at 30 June 2017. Valuations are generally carried out on a three-yearly cycle unless market conditions require Buildings ...... 1.43% - 33.33% otherwise. Motor vehicles, library books and plant and equipment are valued at cost less accumulated depreciation. Motor Vehicles ...... 15.55% - 20.00% Plant and Equipment ...... 3.33% - 20.00% RESTRICTED ASSETS Information Systems Equipment ...... 10.00% - 33.00% These are assets owned by the Council that cannot be disposed of because of legal or other restrictions and provide a benefit Library Books ...... 10.00% - 20.00% or service to the community. Furniture and Fittings ...... 5.00% - 20.00% Office Equipment ...... 10.00% - 33.33% Land and buildings are valued at fair value, as determined from market based evidence, by Beca Projects NZ Limited, Registered Valuers, as at 30 June 2017. Valuations are generally carried out on a three-yearly cycle unless market conditions require INFRASTRUCTURAL ASSETS otherwise. Roading Parks and Recreation Assets were valued at fair value by Beca Projects NZ Limited, Registered Valuers, as at 30 June 2017. Valuations are carried out on a three-yearly cycle. Provision has been made for depreciation of those significant components of the roading asset, based on their remaining lives. Heritage and Cultural Assets were valued at fair value by Registered Valuer, Quotable Value New Zealand Limited, as at 1 July The significant component depreciation rates are as follows: 2001. This is considered deemed cost. Traffic Facilities, Signs and Markings ...... 10 - 50 years 2.00% - 10.00% Bridges ...... 50 - 100 years 1.00% - 2.00% INFRASTRUCTURAL ASSETS Footpaths ...... 25 - 60 years 1.67% - 4.00% Pavement Surfacing ...... 2 - 16 years 6.25% - 50.00% These are the fixed utility systems owned by the Council. Each asset type includes all items that are required for the network Drainage and Culverts ...... 45 - 80 years 1.25% - 2.22% to function. Roading Base-course ...... 40 - 80 years 1.25% - 2.50% Sewerage, water, drainage, and roading infrastructural assets are valued using the depreciated replacement cost method. Berms, Markings, Shoulder and Formation ...... Not depreciated There are a number of estimates and assumptions exercised when valuing infrastructural assets using the depreciated Water, Sewerage and Stormwater Reticulation Systems replacement cost method. These include: Provision has been made for depreciation of components of the assets based on their remaining life. • Estimating any obsolescence or surplus capacity of the asset. Water Reticulation ...... 15 - 100 years 1.00% - 6.67% • Estimating the replacement cost of the asset. The replacement cost is derived from recent construction contracts in the Water Treatment Plants ...... 9 - 100 years 1.11% - 10.00% region for similar assets. Sewerage Reticulation ...... 50 - 174 years 0.57% - 2.00% • Estimates of the remaining useful life over which the asset will be depreciated. These estimates can be affected by the Sewerage Treatment Plants ...... 15 - 100 years 1.00% - 6.67% local conditions. For example, weather patterns and traffic growth. If useful lives do not reflect the actual consumption of Stormwater Pipes ...... 36 - 150 years 0.67% - 2.78% the benefits of the asset, then the Council could be over-or-under-estimating the annual depreciation charge recognised Restricted Assets as an expense in the statement of comprehensive revenue and expense. To minimise this risk, infrastructural asset useful lives have been determined with reference to the New Zealand Infrastructural Asset Valuation and Depreciation Heritage and Cultural Assets Guidelines published by the National Asset Management Steering Group and have been adjusted for local conditions Provision has been made for depreciation of components of the assets based on their remaining life. based on past experience. Asset inspections, deterioration, and condition-modelling are also carried out regularly as part of asset management planning activities, which provides further assurance over useful life estimates. 23 - 250 years 0.40% - 4.35% Infrastructural assets (excluding land) have all been valued at optimised depreciated replacement cost by Beca Projects NZ Parks and Recreation Assets Limited and Calibre Consulting, Registered Valuers as at 30 June 2017. Valuations are generally carried out on a three-yearly Provision has been made for depreciation of components of the assets based on their remaining life. cycle unless market conditions require otherwise. Infrastructural land under Roads was valued at market value by Beca Projects NZ Limited, Registered Valuers, as at 30 June 2017. Valuations are generally carried out on a three-yearly cycle unless 3 - 200 years 0.50% - 33.33% market conditions require otherwise. Assets under Construction Certain infrastructural assets and land have been vested in the Council as part of the sub-divisional consent process. The vested Assets under construction are not depreciated. All costs are initially capitalised as work in progress. On completion, the cost asset has been valued at the latest appropriately certified government valuation or at a mutually agreed market value or at a is transferred to the relevant asset class and is then depreciated. value determined through arbitration. Vested infrastructural assets have been based on the actual quantities of infrastructural components vested and current “in the ground” cost of providing identical services. All other assets are valued at historical 14. INTANGIBLE ASSETS cost less accumulated depreciation. Software licences are recognised at cost and amortised on a straight line basis over the life of the licence (3 to 25 years) - a range of 4% to 33.33% per annum.
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65 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 DemocracyTheSTATEMENT Year OF in ACCOUNTING &Review POLICIES TE KAUPAPA HERE O NGĀ TAUĀKI PŪTEA
15. IMPAIRMENT OF ASSETS Investing Activities are those activities relating to the acquisition and disposal of non-current assets. At each balance date the Council assesses whether there is any objective evidence that any asset has been impaired. Any Financing Activities comprise activities that change the equity and debt capital structure of the Council. impairment losses are recognised in the Surplus/Deficit. 22. ALLOCATION OF OVERHEADS 16. EMPLOYEE ENTITLEMENTS All support centre costs are passed onto activity centres as overheads. The basis of recovery is usage based on the step Provision is made for employee benefits accumulating as a result of services rendered. method. Provision is made in respect of the Council’s liability for annual leave and sick leave. Annual leave has been calculated on an 23. CRITICAL ACCOUNTING ESTIMATES AND ASSUMPTIONS actual entitlement basis at current rates of pay, while other provisions have been calculated on an actuarial basis at current In preparing these financial statements the Council has made estimates and assumptions concerning the future. These estimates rates of pay. and assumptions may differ from the subsequent actual results. Estimates and judgements are continually evaluated and are 17. LANDFILL POST-CLOSURE COSTS based on historical experience and other factors, including expectations or future events that are believed to be reasonable under the circumstances. These estimates and assumptions that have a significant risk of causing a material adjustment to the As operator of the District landfills, the Council has a legal obligation to provide on-going maintenance and monitoring carrying amounts of assets and liabilities within the next financial year are detailed below. services at the landfill site after closure. A provision for post-closure costs is recognised as a liability when the obligation for post-closure arises. Infrastructural assets The provision is measured based on the present value of future cash flows expected to be incurred, taking into account There are a number of assumptions and estimates used when performing the depreciated replacement cost valuation. These future events including legal requirements, known improvements in technology and all other costs associated with landfill include: post-closure. • The physical deterioration and condition of an asset. This is mainly for the assets that are not visible (eg underground Amounts provided for landfill post-disclosure are capitalised to the landfill asset where they give rise to future economic utilities). There are on-going physical inspections and condition modelling assessments to improve information on these benefits to be obtained. Components of the capitalised landfill asset are depreciated over their useful lives. The time needed assets. Estimating any obsolescence or surplus capacity of any asset. for post-closure care is as per the resource consents issued by TRC. • Estimates are made determining the remaining useful lives over which the assets will be depreciated. Published guidelines, component design lives and local conditions have been used to assist with the estimation of the remaining useful lives. The discount rate used is a rate that reflects current market assessments of the time value of money and the risks specific to the Council. Critical judgements in applying accounting policies 18. COMMUNITY LOANS Management has consistently applied the Council’s accounting policies for the period ended 30 June 2019 and has not been required to exercise critical judgement in implementing these policies beyond what would be expected on a normal day to The Council has acted as guarantor for a number of sports clubs. These are valued in the Council’s financial statements at fair day basis. value, taking into account the likelihood of the Council being required to make payment on these loans. 19. PUBLIC EQUITY Public equity is the community’s interest in the Council, as measured by the value of total assets less total liabilities. Equity is dis-aggregated and classified to enable a clearer identification of the various components. Accumulated balances comprise accumulated surpluses over the years. Restricted and Statutory Reserves are those funds subject to external restrictions accepted as binding by the Council, which may not be revised by the Council without reference to the courts or a third party. Investment Revaluation Reserves comprise accumulated valuation increments. 20. LEASES Leases where the lessor substantially retains all the risks and benefits of ownership of the leased items are classified as operating leases. Payments under these leases are charged as expenses in the periods in which they are incurred. Leases which effectively transfer to the lessee substantially all the risks and benefits incidental to ownership of the leased item are classified as finance leases. These are capitalised at the lower of the fair value of the asset or the present value of the minimum lease payments. The leased assets and corresponding lease liabilities are recognised in the Statement of Financial Position. The leased assets are depreciated over the period the Council is expected to benefit from their use. 21. STATEMENT OF CASH FLOWS Cash means cash balances on hand, held in bank accounts, deposits on demand and other highly liquid investments in which the Council invests as part of its day-to-day cash management. Operating Activities include cash received from all revenue sources and record the payments made for the supply of goods and services. Agency transactions (for example, the collection of regional council rates) are recognised as receipts and payments in the Statement of Cash Flows given that they flow through the Council’s main bank account.
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66 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - DEMOCRACY & LEADERSHIP FUNDING IMPACT STATEMENT - WATER SUPPLY TE POUMANUKURA as at 30 June 2019 NGĀ PUNA WAI as at 30 June 2019 Actual 2015-25 Actual 2018-28 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 2,739 2,581 General rates, uniform annual general charges, rates penalties 2,734 2,374 0 0 General rates, uniform annual general charges, rates penalties 0 0 0 0 Targeted Rates 0 0 13,063 12,380 Targeted Rates 13,131 12,832 0 0 Subsidies and grants for operating purposes 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Fees and charges 3 0 47 80 Fees and charges 71 83 0 0 Internal charge and overheads recovered 0 0 0 0 Internal charge and overheads recovered 0 0 642 524 Local authorities fuel tax, fines, infringement fees and other receipts 463 576 550 280 Local authorities fuel tax, fines, infringement fees and other receipts 673 375 3,381 3,105 Total operating funding (A) 2,840 2,950 13,660 12,740 Total operating funding (A) 13,874 13,290 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 1,099 855 Payments to staff and suppliers 1,061 1,009 3,097 2,999 Payments to staff and suppliers 3,286 3,170 2 2 Finance costs 2 0 2,444 3,262 Finance costs 2,331 2,799 1,920 1,771 Internal charges and overheads applied 1,960 1,935 2,020 1,470 Internal charges and overheads applied 2,201 2,097 519 491 Other operating funding applications 0 0 0 0 Other operating funding applications 0 0 3,540 3,119 Total applications of operating funding (B) 3,024 2,943 7,561 7,732 Total applications of operating funding (B) 7,819 8,066 (160) (14) Surplus (deficit) of operating funding (A-B) (184) 7 6,099 5,008 Surplus (deficit) of operating funding (A-B) 6,056 5,224 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 0 0 Increase (decrease) in debt 0 0 1,049 1,092 Increase (decrease) in debt (1,097) 2,436 0 (4) Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 0 0 67 36 Lump sum contributions (13) 0 0 0 Other dedicated capital funding 0 0 Other dedicated capital funding 0 0 0 (4) Total sources of capital funding (C) 0 0 1,115 1,128 Total sources of capital funding (C) (1,110) 2,436 APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 0 0 - To meet additional demand 0 0 454 0 - To meet additional demand 44 217 0 0 - To improve the level of service 0 0 2,694 2,225 - To improve the level of service 1,443 3,055 0 0 - To replace existing assets 0 0 2,430 3,988 - To replace existing assets 2,509 3,918 (160) (18) Increase (decrease) in reserves (184) 7 1,636 (77) Increase (decrease) in reserves 949 470 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 (160) (18) Total applications of capital funding (D) (184) 7 7,214 6,136 Total applications of capital funding (D) 4,945 7,660 160 14 Surplus (deficit) of capital funding (C - D) 184 (7) (6,099) (5,008) Surplus (deficit) of capital funding (C - D) (6,056) (5,224) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 0 0 Funding Balance ((A - B) + (C - D)) 0 0 7 4 Excludes depreciation of: 7 7 4,559 4,624 Excludes depreciation of: 4,548 4,611
Note: In the 2015-25 LTP, this activity group was known as Democratic Process. The above Statement includes interest of $237,390, a new loan of $2,865,748 and loan repayments of $220,159 on internal borrowings. The outstanding balance of the internal loan is $4,751,137.
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67 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - STORMWATER FUNDING IMPACT STATEMENT - WASTEWATER TE WAI ĀWHIOWHIO ME ŌNA RĪTENGA NGĀ PARAPARA as at 30 June 2019 as at 30 June 2019 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 Actual 2015-25 Actual 2018-28 ($,000) ($,000) ($,000) ($,000) 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 0 0 General rates, uniform annual general charges, rates penalties 0 0 787 649 General rates, uniform annual general charges, rates penalties 900 900 4,341 4,299 Targeted Rates 4,596 4,595 8 6 Targeted Rates 8 8 0 0 Subsidies and grants for operating purposes 0 0 0 0 Subsidies and grants for operating purposes 0 0 754 614 Fees and charges 580 903 0 0 Fees and charges 0 0 0 0 Internal charge and overheads recovered 0 0 0 0 Internal charge and overheads recovered 0 0 6 0 Local authorities fuel tax, fines, infringement fees and other receipts 0 0 155 132 Local authorities fuel tax, fines, infringement fees and other receipts 170 174 5,101 4,914 Total operating funding (A) 5,176 5,498 950 787 Total operating funding (A) 1,079 1,081 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 2,329 2,447 Payments to staff and suppliers 2,633 2,428 221 220 Payments to staff and suppliers 246 218 1,377 1,655 Finance costs 1,346 1,554 170 179 Finance costs 171 196 452 315 Internal charges and overheads applied 511 623 261 223 Internal charges and overheads applied 312 388 0 0 Other operating funding applications 0 0 250 0 Other operating funding applications 0 0 4,158 4,417 Total applications of operating funding (B) 4,490 4,605 902 621 Total applications of operating funding (B) 729 803 943 497 Surplus (deficit) of operating funding (A-B) 686 893 48 166 Surplus (deficit) of operating funding (A-B) 350 279 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 443 886 Increase (decrease) in debt 400 1,602 243 (8) Increase (decrease) in debt (125) 302 0 0 Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 0 0 0 0 Lump sum contributions 0 0 0 0 Other dedicated capital funding 0 0 0 0 Other dedicated capital funding 0 0 443 886 Total sources of capital funding (C) 400 1,602 243 (8) Total sources of capital funding (C) (125) 302 APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 170 401 - To meet additional demand 46 143 0 0 - To meet additional demand 0 0 246 94 - To improve the level of service 231 317 55 155 - To improve the level of service 83 248 964 1,196 - To replace existing assets 1,350 2,323 130 5 - To replace existing assets 78 332 7 (308) Increase (decrease) in reserves (541) (289) 105 (2) Increase (decrease) in reserves 64 1 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 1,386 1,383 Total applications of capital funding (D) 1,086 2,495 290 158 Total applications of capital funding (D) 225 581 (943) (497) Surplus (deficit) of capital funding (C - D) (686) (893) (48) (166) Surplus (deficit) of capital funding (C - D) (350) (279) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 0 0 Funding Balance ((A - B) + (C - D)) 0 0 1,327 1,762 Excludes depreciation of: 1,360 1,355 417 479 Excludes depreciation of: 429 463 The above Statement includes interest of $240,497, a new loan of $1,634,252 and loan repayments of $295,846 on internal borrowings. The outstanding balance of the internal loan is $4,500,923. The above Statement includes interest of $74,461 and loan repayments of $117,375 on internal borrowings. The outstanding balance of the internal loan is $1,119,106.
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68 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - SOLID WASTE FUNDING IMPACT STATEMENT - ROADING AND FOOTPATHS TE TUKUHANGA O NGĀ PARAPARA (INCLUDES ROAD SAFETY & PATHWAYS) as at 30 June 2019 NGĀ HUARAHI ARA RAU as at 30 June 2019 Actual 2015-25 Actual 2018-28 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 823 898 General rates, uniform annual general charges, rates penalties 729 729 49 37 General rates, uniform annual general charges, rates penalties 46 43 2,033 2,076 Targeted Rates 1,918 1,909 6,727 6,622 Targeted Rates 6,671 6,649 0 0 Subsidies and grants for operating purposes 0 0 6,172 4,233 Subsidies and grants for operating purposes 6,110 4,457 646 744 Fees and charges 906 729 71 125 Fees and charges 144 108 0 0 Internal charge and overheads recovered 0 0 0 0 Internal charge and overheads recovered 0 0 4,466 766 Local authorities fuel tax, fines, infringement fees and other receipts 676 671 1,839 1,222 Local authorities fuel tax, fines, infringement fees and other receipts 1,600 1,675 7,968 4,484 Total operating funding (A) 4,230 4,037 14,857 12,239 Total operating funding (A) 14,571 12,932 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 4,249 3,273 Payments to staff and suppliers 3,283 2,959 10,984 7,837 Payments to staff and suppliers 9,365 8,699 277 361 Finance costs 287 273 285 227 Finance costs 265 278 463 391 Internal charges and overheads applied 499 523 279 226 Internal charges and overheads applied 317 300 0 0 Other operating funding applications 0 0 0 0 Other operating funding applications 0 0 4,990 4,024 Total applications of operating funding (B) 4,069 3,755 11,548 8,291 Total applications of operating funding (B) 9,947 9,277 2,978 459 Surplus (deficit) of operating funding (A-B) 162 283 3,310 3,948 Surplus (deficit) of operating funding (A-B) 4,624 3,655 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 0 0 Subsidies and grants for capital expenditure 0 0 5,092 4,010 Subsidies and grants for capital expenditure 3,327 3,926 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 1,218 (145) Increase (decrease) in debt (172) (136) (124) (124) Increase (decrease) in debt (166) (70) 904 0 Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 0 0 0 0 Lump sum contributions 0 0 0 0 Other dedicated capital funding 0 0 0 0 Other dedicated capital funding 0 0 2,122 (145) Total sources of capital funding (C) (172) (136) 4,968 3,886 Total sources of capital funding (C) 3,161 3,856 APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 0 0 - To meet additional demand 0 0 0 0 - To meet additional demand 0 0 0 0 - To improve the level of service 20 31 2,197 1,257 - To improve the level of service 1,910 1,204 35 20 - To replace existing assets 4 51 6,410 6,578 - To replace existing assets 4,774 6,424 5,065 294 Increase (decrease) in reserves (34) 65 (330) (1) Increase (decrease) in reserves 1,101 (117) 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 5,100 315 Total applications of capital funding (D) (10) 147 8,277 7,834 Total applications of capital funding (D) 7,785 7,512 (2,978) (459) Surplus (deficit) of capital funding (C - D) (162) (283) (3,310) (3,948) Surplus (deficit) of capital funding (C - D) (4,624) (3,655) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 0 (0) Funding Balance ((A - B) + (C - D)) 0 0 44 41 Excludes depreciation of: 50 45 6,470 5,944 Excludes depreciation of: 6,726 6,515
The above Statement includes interest of $68,805 and loan repayments of $114,016 on internal borrowings. The outstanding balance of the The above Statement includes interest of $147,060 and loan repayments of $103,137 on internal borrowings. The outstanding balance of the internal loan is $897,708. internal loan is $2,412,645.
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69 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - COMMUNITY FACILITIES FUNDING IMPACT STATEMENT - ARTS & CULTURE NGĀ WHARE-Ā-HAPORI as at 30 June 2019 NGĀ MAHI Ā-TOI ME RĒHIA as at 30 June 2019 Actual 2015-25 Actual 2018-28 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 4,864 5,148 General rates, uniform annual general charges, rates penalties 5,237 5,233 2,349 2,582 General rates, uniform annual general charges, rates penalties 2,411 2,409 0 0 Targeted Rates 0 0 0 0 Targeted Rates 0 0 30 21 Subsidies and grants for operating purposes 84 23 40 13 Subsidies and grants for operating purposes 40 41 1,976 1,842 Fees and charges 2,141 1,956 97 32 Fees and charges 92 38 0 0 Internal charge and overheads recovered 4 0 0 0 Internal charge and overheads recovered 0 0 3,007 3,021 Local authorities fuel tax, fines, infringement fees and other receipts 3,114 3,102 482 626 Local authorities fuel tax, fines, infringement fees and other receipts 481 535 9,877 10,032 Total operating funding (A) 10,580 10,313 2,968 3,253 Total operating funding (A) 3,024 3,023 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 5,403 5,604 Payments to staff and suppliers 5,264 5,894 1,855 2,021 Payments to staff and suppliers 1,946 1,848 1,457 1,674 Finance costs 1,396 1,578 31 19 Finance costs 39 47 1,106 1,341 Internal charges and overheads applied 1,142 1,195 794 764 Internal charges and overheads applied 803 795 89 50 Other operating funding applications 40 0 0 0 Other operating funding applications 0 0 8,056 8,669 Total applications of operating funding (B) 7,842 8,667 2,680 2,803 Total applications of operating funding (B) 2,788 2,690 1,822 1,363 Surplus (deficit) of operating funding (A-B) 2,738 1,647 288 450 Surplus (deficit) of operating funding (A-B) 236 332 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 3 0 Subsidies and grants for capital expenditure 0 125 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 690 165 Increase (decrease) in debt 56 464 (32) (141) Increase (decrease) in debt 407 266 0 0 Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 34 43 0 0 Lump sum contributions 0 0 0 0 Other dedicated capital funding 0 0 Other dedicated capital funding 0 0 693 165 Total sources of capital funding (C) 90 632 (32) (141) Total sources of capital funding (C) 407 266 APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 0 0 - To meet additional demand 0 0 0 0 - To meet additional demand 0 0 588 573 - To improve the level of service 635 929 0 247 - To improve the level of service 0 0 1,632 871 - To replace existing assets 802 1,200 236 29 - To replace existing assets 710 572 292 81 Increase (decrease) in reserves 1,391 150 20 34 Increase (decrease) in reserves (67) 26 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 2,513 1,526 Total applications of capital funding (D) 2,828 2,279 256 311 Total applications of capital funding (D) 643 598 (1,820) (1,362) Surplus (deficit) of capital funding (C - D) (2,738) (1,647) (288) (450) Surplus (deficit) of capital funding (C - D) (236) (332) 2 0 Funding Balance ((A - B) + (C - D)) 0 0 0 0 Funding Balance ((A - B) + (C - D)) 0 0 2,659 2,147 Excludes depreciation of: 2,737 2,840 459 450 Excludes depreciation of: 466 455
The above Statement includes interest of $98,138 and loan repayments of $42,448 on internal borrowings. The outstanding balance of the The above Statement includes interest of $17,184 and loan repayments of $29,334 on internal borrowings. The outstanding balance of the internal loan is $411,256. internal loan is $264,003.
Note: In the 2015-25 LTP, this activity group was known as Recreation and Leisure. The Cemeteries activity used to fall under the Cultural Note: In the 2015-25 LTP, this activity group was known as Cultural Services. The Cemeteries activity used to fall under this title but now falls Services activity group but now falls under this new title. The Pensioner Housing activity used to fall under Community and Social Development under Community Facilities. but now falls under this new title as well.
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70 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - DISTRICT ECONOMY FUNDING IMPACT STATEMENT - COMMUNITY DEVELOPMENT WHAKATIPURANGA O TE ROHE WHAKAWHANAKE HAPORI as at 30 June 2019 as at 30 June 2019 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 Actual 2015-25 Actual 2018-28 ($,000) ($,000) ($,000) ($,000) 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 476 551 General rates, uniform annual general charges, rates penalties 873 872 844 861 General rates, uniform annual general charges, rates penalties 820 820 0 0 Targeted Rates 0 0 160 166 Targeted Rates 165 164 0 0 Subsidies and grants for operating purposes 0 0 14 0 Subsidies and grants for operating purposes 56 63 0 0 Fees and charges 0 0 190 113 Fees and charges 150 168 0 0 Internal charge and overheads recovered 0 0 0 0 Internal charge and overheads recovered 43 0 168 186 Local authorities fuel tax, fines, infringement fees and other receipts 250 245 377 1,001 Local authorities fuel tax, fines, infringement fees and other receipts 437 894 644 737 Total operating funding (A) 1,123 1,117 1,585 2,141 Total operating funding (A) 1,671 2,109 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 234 420 Payments to staff and suppliers 257 361 770 792 Payments to staff and suppliers 907 1,053 67 69 Finance costs 65 64 117 409 Finance costs 214 355 249 231 Internal charges and overheads applied 253 208 238 236 Internal charges and overheads applied 282 224 0 0 Other operating funding applications 548 525 161 506 Other operating funding applications 168 284 551 720 Total applications of operating funding (B) 1,123 1,158 1,286 1,943 Total applications of operating funding (B) 1,571 1,916 93 16 Surplus (deficit) of operating funding (A-B) 0 (41) 300 199 Surplus (deficit) of operating funding (A-B) 100 192 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 (1) (16) Increase (decrease) in debt (24) (22) 411 2,699 Increase (decrease) in debt 1,325 389 0 0 Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 20 0 0 800 Lump sum contributions 0 0 0 0 Other dedicated capital funding 0 0 0 0 Other dedicated capital funding 0 0 (1) (16) Total sources of capital funding (C) (5) (22) 411 3,499 Total sources of capital funding (C) 1,325 389 APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 0 0 - To meet additional demand 0 0 0 0 - To meet additional demand 0 0 15 0 - To improve the level of service 13 0 337 3,680 - To improve the level of service 1,352 500 0 0 - To replace existing assets 0 0 0 17 - To replace existing assets 0 0 77 0 Increase (decrease) in reserves (17) (64) 374 1 Increase (decrease) in reserves 73 81 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 92 0 Total applications of capital funding (D) (4) (64) 710 3,698 Total applications of capital funding (D) 1,425 581 (93) (16) Surplus (deficit) of capital funding (C - D) (0) 41 (300) (199) Surplus (deficit) of capital funding (C - D) (100) (192) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 0 0 Funding Balance ((A - B) + (C - D)) 0 0 2 1 Excludes depreciation of: 2 2 27 291 Excludes depreciation of: 28 177 The above Statement includes interest of $3,442 on internal borrowings.
The above Statement includes interest of $13,854 and loan repayments of $4,342 on internal borrowings. The outstanding balance of the internal Note: In the 2015-25 LTP, this activity group was known as Community and Social Development. The Pensioner Housing activity used to fall under loan is $43,420. this title but now falls under Community Facilities.
South Taranaki District Council’s Annual Report 2019/2020 | 126 South Taranaki District Council’s Annual Report 2019/2020 | 127
71 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - ENVIRONMENTAL SUSTAINABILITY FUNDING IMPACT STATEMENT - REGULATORY SERVICES TOITŪ TE TAIAO as at 30 June 2019 RATONGA WHAKATURE as at 30 June 2019 Actual 2015-25 Actual 2018-28 Actual 2015-25 Actual 2018-28 2018 LTP 2018 2019 LTP 2019 2018 LTP 2018 2019 LTP 2019 ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING SOURCES OF OPERATING FUNDING 578 621 General rates, uniform annual general charges, rates penalties 632 632 700 882 General rates, uniform annual general charges, rates penalties 798 797 0 0 Targeted Rates 0 0 0 0 Targeted Rates 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Subsidies and grants for operating purposes 0 0 110 139 Fees and charges 128 162 1,422 1,685 Fees and charges 1,505 1,582 0 0 Internal charge and overheads recovered 0 0 0 0 Internal charge and overheads recovered 0 0 190 112 Local authorities fuel tax, fines, infringement fees and other receipts 148 222 148 256 Local authorities fuel tax, fines, infringement fees and other receipts 162 162 879 872 Total operating funding (A) 908 1,016 2,270 2,823 Total operating funding (A) 2,465 2,541 APPLICATIONS OF OPERATING FUNDING APPLICATIONS OF OPERATING FUNDING 1,231 553 Payments to staff and suppliers 816 635 1,631 1,942 Payments to staff and suppliers 1,730 1,676 0 0 Finance costs 0 0 19 19 Finance costs 20 8 268 251 Internal charges and overheads applied 253 281 780 809 Internal charges and overheads applied 757 813 0 0 Other operating funding applications 0 0 0 0 Other operating funding applications 0 0 1,500 803 Total applications of operating funding (B) 1,069 916 2,430 2,769 Total applications of operating funding (B) 2,507 2,497 (621) 69 Surplus (deficit) of operating funding (A-B) (162) 100 (160) 54 Surplus (deficit) of operating funding (A-B) (43) 44 SOURCES OF CAPITAL FUNDING SOURCES OF CAPITAL FUNDING 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Subsidies and grants for capital expenditure 0 0 0 0 Development and financial contributions 0 0 0 0 Development and financial contributions 0 0 0 0 Increase (decrease) in debt 0 0 (3) 32 Increase (decrease) in debt (9) (8) 0 0 Gross proceeds from sale of assets 0 0 0 0 Gross proceeds from sale of assets 0 0 0 0 Lump sum contributions 0 0 0 0 Lump sum contributions 0 0 0 0 Other dedicated capital funding 0 0 0 0 Other dedicated capital funding 0 0 0 0 Total sources of capital funding (C) 0 0 (3) 32 Total sources of capital funding (C) (9) (8) APPLICATIONS OF CAPITAL FUNDING APPLICATIONS OF CAPITAL FUNDING 0 0 - To meet additional demand 0 0 0 0 - To meet additional demand 0 0 0 0 - To improve the level of service 0 0 0 0 - To improve the level of service 0 0 0 0 - To replace existing assets 0 0 17 38 - To replace existing assets 4 6 (621) 69 Increase (decrease) in reserves (162) 100 (180) 47 Increase (decrease) in reserves (55) 30 0 0 Increase (decrease) in investments 0 0 0 0 Increase (decrease) in investments 0 0 (621) 69 Total applications of capital funding (D) (162) 100 (163) 86 Total applications of capital funding (D) (51) 36 621 (69) Surplus (deficit) of capital funding (C - D) 162 (100) 160 (53) Surplus (deficit) of capital funding (C - D) 43 (44) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 0 1 Funding Balance ((A - B) + (C - D)) 0 0 1 0 Excludes depreciation of: 1 1 45 52 Excludes depreciation of: 62 56
Note: Environmental Sustainability is a new activity group which includes Planning and Environmental Policy which used to fall under Environmental The above Statement includes interest of $351 on internal borrowings. and Development Group in the 2015-25 LTP. Note: Regulatory Services is a new activity group which includes Building Control, Environmental Health, Licensing, Noise Control, Animal Services, Regulation Monitoring, Parking Control and Civil Defence & Emergency Management activities. These activities used to fall under the Environmental and Development Group in the 2015-25 LTP.
South Taranaki District Council’s Annual Report 2019/2020 | 128 South Taranaki District Council’s Annual Report 2019/2020 | 129
72 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - COASTAL STRUCTURES FUNDING IMPACT STATEMENT - CORPORATE ACTIVITIES (REALLOCATED ACTIVITY) NGĀ MOMO HANGA KI TAI as at 30 June 2019 NGĀ MAHINGA MATAKITE Ā ROHE Actual 2015-25 Actual 2018-28 as at 30 June 2019 2018 LTP 2018 2019 LTP 2019 Actual 2015-25 Actual 2018-28 ($,000) ($,000) ($,000) ($,000) 2018 LTP 2018 2019 LTP 2019 SOURCES OF OPERATING FUNDING ($,000) ($,000) ($,000) ($,000) 79 101 General rates, uniform annual general charges, rates penalties 96 96 SOURCES OF OPERATING FUNDING 0 0 Targeted Rates 0 0 120 118 General rates, uniform annual general charges, rates penalties 195 168 0 0 Subsidies and grants for operating purposes 0 0 165 86 Targeted Rates 217 209 0 0 Fees and charges 0 0 0 0 Subsidies and grants for operating purposes 0 0 0 0 Internal charge and overheads recovered 0 0 73 0 Fees and charges 78 81 0 0 Local authorities fuel tax, fines, infringement fees and other receipts 0 0 11,751 10,863 Internal charge and overheads recovered 12,765 13,507 79 101 Total operating funding (A) 96 96 7,267 3,265 Local authorities fuel tax, fines, infringement fees and other receipts 4,866 2,928 APPLICATIONS OF OPERATING FUNDING 19,376 14,332 Total operating funding (A) 18,121 16,893 17 21 Payments to staff and suppliers 9 22 APPLICATIONS OF OPERATING FUNDING 4 26 Finance costs 4 26 11,703 8,559 Payments to staff and suppliers 10,411 10,505 14 13 Internal charges and overheads applied 19 32 355 499 Finance costs 342 399 0 0 Other operating funding applications 0 0 2,650 2,532 Internal charges and overheads applied 2,819 3,218 35 60 Total applications of operating funding (B) 32 79 0 0 Other operating funding applications 0 0 44 41 Surplus (deficit) of operating funding (A-B) 64 16 14,708 11,590 Total applications of operating funding (B) 13,572 14,121 SOURCES OF CAPITAL FUNDING 4,669 2,742 Surplus (deficit) of operating funding (A-B) 4,549 2,771 0 0 Subsidies and grants for capital expenditure 0 0 SOURCES OF CAPITAL FUNDING 0 0 Development and financial contributions 0 0 0 0 Subsidies and grants for capital expenditure 0 0 (6) 68 Increase (decrease) in debt 9 124 33 0 Development and financial contributions 56 0 0 0 Gross proceeds from sale of assets 0 0 536 9 Increase (decrease) in debt (281) (377) 0 0 Lump sum contributions 0 0 450 0 Gross proceeds from sale of assets 0 0 0 0 Other dedicated capital funding 0 0 4 0 Lump sum contributions 453 0 (6) 68 Total sources of capital funding (C) 9 124 0 0 Other dedicated capital funding 0 0 APPLICATIONS OF CAPITAL FUNDING 1,023 9 Total sources of capital funding (C) 228 (377) 0 0 - To meet additional demand 0 0 APPLICATIONS OF CAPITAL FUNDING 0 0 - To improve the level of service 0 154 0 0 - To meet additional demand 0 0 9 108 - To replace existing assets 25 140 470 345 - To improve the level of service 405 53 29 1 Increase (decrease) in reserves 47 (154) 373 345 - To replace existing assets 436 246 0 0 Increase (decrease) in investments 0 0 4,849 2,062 Increase (decrease) in reserves 3,936 2,095 38 109 Total applications of capital funding (D) 72 140 0 0 Increase (decrease) in investments 0 0 (44) (41) Surplus (deficit) of capital funding (C - D) (64) (16) 5,692 2,751 Total applications of capital funding (D) 4,777 2,394 0 0 Funding Balance ((A - B) + (C - D)) 0 0 (4,669) (2,742) Surplus (deficit) of capital funding (C - D) (4,549) (2,771) 273 266 Excludes depreciation of: 273 283 0 0 Funding Balance ((A - B) + (C - D)) 0 0 494 616 Excludes depreciation of: 545 566 The above Statement includes interest of $223 on internal borrowings. The above Statement includes interest of $45,445 and loan repayments of $50,608 on internal borrowings. The outstanding balance of the internal loan is $506,075.
Note: In the 2015-25 LTP, this activity group was known as Support Services.
South Taranaki District Council’s Annual Report 2019/2020 | 130 South Taranaki District Council’s Annual Report 2019/2020 | 131
73 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 FundingTheFUNDING Year IMPACTin Impact Review STATEMENTS TE TAUĀKI PŪTEA WHAKAPĀNGA SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL FUNDING IMPACT STATEMENT - WHOLE OF COUNCIL as at 30 June 2019 FUNDING IMPACT STATEMENT - WHOLE OF COUNCIL as at 30 June 2019 Actual 2015-25 Actual 2018-28 Actual Actual 2018 LTP 2018 2019 LTP 2019 2019 2018 ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) SOURCES OF OPERATING FUNDING RECONCILIATION TO SURPLUS/(DEFICIT) BEFORE TAXATION 14,190 14,253 General rates, uniform annual general charges, rates penalties 14,882 14,836 Surplus (deficit) of operating funding (A-B) 19,176 21,328 26,044 24,840 Targeted Rates 26,223 25,493 Subsidies and grants for capital expenditure 3,327 5,095 6,256 4,918 Subsidies and grants for operating purposes 6,291 4,584 Development and financial contributions 56 33 5,385 5,488 Fees and charges 5,799 5,811 Loss on disposal of assets (3,903) (661) 11,299 8,738 Interest and dividends from investments 9,464 8,436 Lump sum Contributions 493 71 6,439 2,177 Local authorities fuel tax, fines, infringement fees and other receipts 1,979 2,491 Gain/(Loss) on derivatives (5,121) (1,041) 69,611 60,415 Total operating funding (A)*** 64,638 61,651 Depreciation (17,236) (16,784) APPLICATIONS OF OPERATING FUNDING Surplus (Deficit) before taxation (3,208) 8,042 41,707 37,882 Payments to staff and suppliers 39,169 38,496 5,556 6,905 Finance costs* 5,537 6,943 1,019 857 Other operating funding applications 756 809 48,283 45,644 Total applications of operating funding (B)*** 45,462 46,249 21,328 14,771 Surplus (deficit) of operating funding (A-B) 19,176 15,403 SOURCES OF CAPITAL FUNDING 5,095 3,940 Subsidies and grants for capital expenditure 3,327 4,051 33 0 Development and financial contributions 56 0 5,400 6,372 Increase (decrease) in debt** (3,200) 5,948 1,354 0 Gross proceeds from sale of assets 0 0 71 37 Lump sum contributions 493 43 0 0 Other dedicated capital funding 0 0 11,953 10,348 Total sources of capital funding (C) 676 10,042 APPLICATIONS OF CAPITAL FUNDING 624 126 - To meet additional demand 90 360 6,601 8,264 - To improve the level of service 6,093 6,490 12,237 12,390 - To replace existing assets 10,691 15,213 13,819 4,339 Increase (decrease) in reserves 2,978 3,381 0 0 Increase (decrease) in investments 0 0 33,281 25,119 Total applications of capital funding (D) 19,852 25,444 (21,328) (14,771) Surplus (deficit) of capital funding (C - D) (19,176) (15,403) 0 0 Funding Balance ((A - B) + (C - D)) 0 0 16,784 17,130 Excludes depreciation of: 17,236 17,375
* The finance costs exclude interest of $946,849 on internal borrowings.
** The increase/decrease in debt excludes a loan repayment of $977,265 on internal borrowings. The outstanding balance of the internal loan is $14,906,273.
***2018/19 Revenue and Expenditure amounts exclude internal charges of $1.36 million such as Rates and Water by Meter (which the Council charges to itself).
South Taranaki District Council’s Annual Report 2019/2020 | 132 South Taranaki District Council’s Annual Report 2019/2020 | 133
74 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL 2 STATEMENTThe Year OF inFINANCIAL Review PERFORMANCE STATEMENTThe Year OF in FINANCIAL Review POSITION
For the year ended 30 June 2019 As at 30 June 2019 The Statement of Financial Performance details the revenue and expenditure relating to all activities of the Council. The supporting operating statements for each significant activity provide further detail as to the costs and revenue of each activity. Consolidated Note Council Council Consolidated Council Actual Budget 2018 Actual 2018 2019 2019 Actual 2019 $,000 $,000 Description $,000 $,000 $000 Council Consolidated Note Council Budget Consolidated 2018 2018 2019 2019 2019 CURRENT ASSETS $,000 $,000 $,000 $,000 $000 6,956 6,956 Cash and Cash Equivalents 4 10,567 5,688 10,567 INCOME 1 11,037 11,037 Accounts Receivable 5 8,782 9,647 8,782 40,079 40,079 Rates Income 40,909 40,329 40,909 100,473 100,473 Current Portion of Investments 6 103,977 105,531 103,977 23,279 23,279 Other Income 17,945 16,980 17,945 2,948 2,948 Prepayments 2,460 641 2,460 11,299 11,299 Financial Income 9,464 8,436 9,464 140 140 Stocks 7 157 168 157 0 0 Other Gains 0 0 0 121,554 121,554 Total Current Assets 125,943 121,676 125,943 74,657 74,657 Total Income** 68,318 65,745 68,318 Non-Current Assets EXPENDITURE 2 34,783 34,783 Investments 6 31,780 34,276 31,780 3,394 3,394 Democracy and Leadership 3,031 2,950 3,031 833,831 833,831 Property, Plant and Equipment 8 829,934 853,939 829,934 3,139 3,139 Arts and Culture 3,233 3,121 3,233 1,392 1,392 Intangible Assets 9 1,242 611 1,242 10,211 10,211 Community Facilities 10,087 11,056 10,087 870,006 870,006 Total Non-Current Assets 862,956 888,825 862,956 1,298 1,298 District Economy 1,535 2,085 1,535 991,560 991,560 Total Assets 988,899 1,010,502 988,899 546 546 Community Development 1,117 1,158 1,117 CURRENT LIABILITIES 2,475 2,475 Regulatory Services 2,569 2,553 2,569 8,847 8,847 Accounts Payable 10 7,699 9,841 7,699 11,269 11,269 Water Supply Service 11,401 12,110 11,401 775 775 Employee Entitlements 11 763 880 763 17,856 17,856 Roading and Footpaths 16,526 15,652 16,526 754 754 Income Received in Advance 758 1,066 758 1,179 1,179 Stormwater 1,028 1,135 1,028 213 213 Derivative Financial Instruments 23 102 20 102 5,091 5,091 Waste Water 5,464 5,653 5,464 20,098 20,098 Current Portion of Term Liabilities 13 25,105 93 25,105 4,938 4,938 Solid Waste 4,034 3,729 4,034 43 43 Current Landfill Aftercare Provision 12 45 32 45 308 308 Coastal Structure 306 362 306 30,730 30,730 Total Current Liabilities 34,472 11,932 34,472 1,500 1,500 Environmental Sustainability 1,070 917 1,070 Non-Current Liabilities 3,411 3,411 Reallocated Activity* 10,125 1,141 10,125 98,126 98,126 Term Liabilities 13 89,820 136,820 89,820 66,615 66,615 Total Expenditure** 71,526 63,622 71,526 8,638 8,638 Derivative Financial Instruments 23 13,870 7,961 13,870 8,042 8,042 Surplus Operating (Deficit) before Tax (3,208) 2,123 (3,208) 314 314 Non-Current Landfill Aftercare Provision 12 352 207 352 0 0 Taxation 3 0 0 0 107,078 107,078 Total Non-Current Liabilities 104,042 144,988 104,042 8,042 8,042 Surplus Operating (Deficit) after Tax (3,208) 2,123 (3,208) 853,752 853,752 Total Assets Less Liabilities 850,384 853,582 850,384
Explanation of Net Surplus The Council made a net operating deficit of $3,208,000 against a budgeted surplus of $2,123,000. An explanation of this variance is detailed in 415,549 415,549 Accumulated Balances 14 394,779 418,641 394,779 the financial commentary. 1,711 1,711 Restricted and Statutory Reserves 14 2,006 1,275 2,006 *Other expenses include loss on disposal of assets ($3,903k) and loss on derivative contracts ($5.12m). 196 196 Investment Revaluation Reserves 14 36 120 36 **2018/19 Revenue and Expenditure amounts exclude internal charges of $1.36 million such as Rates and Water by Meter (which the Council 7,373 7,373 Separate Operating Reserves 14 9,023 4,629 9,023 charges to itself). 305 305 Capital Replacement Reserves 14 345 234 345 The financial statements should be read in conjunction with the notes and policies and the financial commentary within this document. 132,305 132,305 Council Created Reserves 14 147,882 132,369 147,882 296,313 296,313 Asset Revaluation Reserves 14 296,313 296,314 296,313 853,752 853,752 Total Equity 850,384 853,582 850,384
The Annual Report and associated Audit Report were considered and adopted at a meeting of the South Taranaki District Council on 9 October 2019. The financial statements should be read in conjunction with the notes and policies and the financial commentary within this document. ROSS DUNLOP WAID CROCKETT South Taranaki District Council’s Annual Report 2019/2020 | 134 Mayor Chief Executive
75 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI DISTRICT COUNCIL SOUTH TARANAKI DISTRICT COUNCIL 2 TheSTATEMENT Year OFin CHANGES Review IN EQUITY STATEMENTThe Year OF COMPREHENSIVE in Review REVENUE AND EXPENSE
For the year ended 30 June 2019 For the year ended 30 June 2019 Council Consolidated Council Budget Consolidated Council Consolidated Council Council Consolidated 2018 2018 2019 2019 2019 Actual Actual Actual Budget Actual $,000 $,000 $,000 $,000 $000 2018 2018 2019 2019 2019 845,741 845,741 Opening Equity as at 1 July 853,752 851,459 853,752 $,000 $,000 $,000 $,000 $000 8,042 8,042 Total comprehensive income (3,208) 2,123 (3,208) REVENUE REVENUE BY EXCHANGE TRANSACTIONS (31) (31) Total other comprehensive income (160) 0 (160) 8,751 8,751 Rates - Water by Meter 8,654 8,634 8,654 853,752 853,752 Balance at 30 June 850,384 852,582 850,384 11,299 11,299 Financial Revenue 9,464 8,436 9,464 Total comprehensive income attributable to: Revenue from Non-Exchange Transactions 8,011 8,011 South Taranaki District Council (3,368) 2,123 (3,368) 31,328 31,328 Rates 32,255 31,695 32,255 8,011 8,011 Total comprehensive income (3,368) 2,123 (3,368) 5,482 5,482 Fees & Charges 5,799 5,811 5,799 11,422 11,422 Subsidies & Grants 10,112 8,678 10,112 33 33 Development and Financial Contributions 56 0 56 6,342 6,342 Other Revenue 1,979 2,491 1,979 74,657 74,657 Total Income* 68,318 65,745 68,318 EXPENDITURE 12,591 12,591 Personnel Costs 12,927 12,951 12,927 16,784 16,784 Depreciation & Amortisation Expense 17,236 17,375 17,236 5,556 5,556 Finance Costs 5,537 6,944 5,537 31,685 31,685 Other Expenses 35,826 26,352 35,826 66,615 66,615 Total Expenditure* 71,526 63,622 71,526 8,042 8,042 Surplus/(Deficit) Before Tax (3,208) 2,123 (3,208) 0 0 Tax 0 0 0 8,042 8,042 Surplus/(Deficit) After Tax (3,208) 2,123 (3,208) (31) (31) Increase/Decrease in Revaluation Reserves (160) 0 (160) 0 0 Gain on Asset Revaluation 0 0 0 8,011 8,011 Total Comprehensive Revenue and Expense for the Year (3,368) 2,123 (3,368)
The financial statements should be read in conjunction with the notes and policies and the financial commentary within this document. *2018/19 Revenue and Expenditure amounts exclude internal charges of $1.36 million such as Rates and Water by Meter (which the Council charges to itself).
South Taranaki District Council’s Annual Report 2019/2020 | 136 South Taranaki District Council’s Annual Report 2019/2020 | 137
76 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI DISTRICT COUNCIL 2 STATEMENTThe Year in OFReview CASHFLOW NOTESThe Year TO FINANCIAL in Review STATEMENTS
For the year ended 30 June 2019 Note 1: Revenue For the year ended 30 June 2019 Council Consolidated Council Budget Consolidated 2018 2018 2019 2019 2019 Council Consolidated Council Budget Consolidated $,000 $,000 Note $,000 $,000 $000 2018 2018 2019 2019 2019 $,000 $,000 $,000 $,000 $000 CASH FLOWS FROM OPERATING ACTIVITIES CASH WAS PROVIDED FROM: RATES 39,785 39,785 Rates 42,170 40,452 42,170 14,008 14,008 General Rates 14,703 14,671 14,703 36 36 Dividends 7 30 7 6,603 6,603 Targeted - Roading 6,548 6,511 6,548 92 92 Interest on Investments 98 2,103 98 4,097 4,097 Other Water Rates 4,212 4,669 4,212 41,009 41,009 Other Revenue 26,012 16,950 26,012 8,751 8,751 Metered Water Rates 8,677 7,553 8,677 2,486 2,486 Regional Council Rates 2,395 2,200 2,395 2,014 2,014 Targeted - Refuse 1,900 1,888 1,900 Cash was applied to: 4,249 4,249 Targeted - Wastewater 4,501 4,497 4,501 (42,114) (42,114) Payments to Suppliers & Employees (40,220) (38,563) (40,220) 165 165 Warmer Homes Scheme Rate 217 209 217 (5,556) (5,556) Interest paid on Term Debt (5,537) (6,944) (5,537) 8 8 Eltham Drainage Board 8 8 8 (679) (679) Net GST paid to/from IRD 299 0 299 155 155 Hāwera Business Rate 160 159 160 (2,486) (2,486) Rates paid to Regional Council (2,395) (2,200) (2,395) 182 182 Rate Penalties 179 165 179 32,573 32,573 Net Cash from Operating Activities 15 22,829 14,029 22,829 (153) (153) Remissions (196) (149) (196) CASH FLOWS FROM INVESTING ACTIVITIES 40,079 40,079 Total Rates 40,909 40,180 40,909 CASH WAS PROVIDED FROM:
Proceeds from Sale of Property, Plant and 69 0 69 5,481 5,481 Fees and Charges 5,799 5,811 5,799 1,354 1,354 Equipment 13,006 13,006 Net cash inflow from investment 15,918 2,869 15,918 FINANCIAL REVENUE Cash was applied to: 36 36 Dividends - General 7 31 7 (27,624) (27,624) Net cash outflow to investments (14,745) 0 (14,745) 93 93 Interest - General 98 286 98 0 0 Net cash outflow to short term investment 0 0 0 0 0 Dividends - Long Term Investment Fund 0 0 0 (2,400) (2,400) Miscellaneous – Prepayment for Landfill 0 0 0 0 0 Earnings - Long Term Investment Fund 0 0 0 (21,400) (21,400) Purchase of Property, Plant and Equipment (17,161) (22,063) (17,161) 12,899 12,899 Capital Gains on Long Term Investment Fund 9,497 8,119 9,497 (37,064) (37,064) Net Cash from Investing Activities (15,919) (19,195) (15,919) (1,729) (1,729) Foreign Exchange Gains (Losses) on LTIF (138) 0 (138) Cash Flows from Financing Activities 11,299 11,299 Total Financial Revenue 9,464 8,436 9,464 Cash was provided from: 8,385 8,385 Loans Raised 4,756 9,407 4,756 33 33 Developmental Contributions 56 0 56 Cash was applied to: (2,979) (2,979) Repayment of Debt (8,055) (3,456) (8,055) 11,422 11,422 Subsidies & Grants 10,112 8,678 10,112 5,406 5,406 Net Cash from Financing Activities (3,299) 5,948 (3,299) 6,342 6,342 Other Revenue 1,979 2,491 1,979 915 915 Net Increase/(Decrease) In Cash Held 3,611 782 3,611 74,657 74,657 Total Revenue 68,318 65,596 68,318 6,041 6,041 Total Cash Resources at 1 July 6,956 4,906 6,956 6,956 6,956 Total Cash Resources at 30 June 10,567 5,688 10,567 Made Up Of: 6,956 6,956 Cash and Cash Equivalents 10,567 5,688 10,567
The GST (net) component of operating activities reflects the net GST paid and received with the Inland Revenue Department. The GST (net) component has been presented on a net basis, as the gross amounts do not provide meaningful information for financial statement purposes. The financial statements should be read in conjunction with the notes and policies and the financial commentary within this document.
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77 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Rates Remissions Note 3: Tax Rates Remissions have been netted off rates revenue above. Councils Rate Remission Policy provides for rates to be remitted for the following purposes: Council Consolidated Council Budget Consolidated Council Consolidated Council Budget Consolidated 2018 2018 2019 2019 2019 2018 2018 2019 2019 2019 $,000 $,000 $,000 $,000 $000 $,000 $,000 $,000 $,000 $000 8,042 8,042 Net Surplus/(Deficit) before Taxation (3,208) 2,123 (3,208) 19 19 Rates on community halls 20 20 2,252 2,252 Tax at 28% (898) 594 (898) Rates for sporting, games, branches of the arts, 84 84 84 84 community care and volunteer organisations Plus/ (Less) Tax Effect of: (2,252) (2,252) Non-taxable income/expenditure 898 (594) 898 7 7 Rates on land protected for natural, historical or cultural 20 20 conservation purposes 0 0 Tax Loss not recognised 0 0 0 Uniform annual general charges on non-contiguous units 46 46 0 0 Share of Associates Retained Surplus 0 0 0 43 43 owned by the same owner 0 0 Tax Expense for the Year 0 0 0 0 0 Remissions of rates for miscellaneous purposes 3 3
0 0 Water by meter rates remissions 23 23 COMPRISING: 182 182 Rates Penalties* 212 212 0 0 Current Tax 0 0 0 335 335 Total Rates Remitted 408 408 0 0 Deferred tax 0 0 0 0 0 Deferred tax 0 0 0 * Rates penalty remissions include penalties remitted for those that have arranged to repay their outstanding rate debts through regular pay- ments. The Council has unrecognised tax losses of $711,327 (2018 $707,352) with a tax effect of $199,712 at 28% (2018 $198,059 at 28%) available to Note 2: Expenditure by Nature carry forward to future years. For the period ending June 2019 The Group has unrecognised tax losses of $2,531,663 (2018 $2,527,688) with a tax effect of $708,866 at 28% (2018 $707,753 at 28%) available Council Consolidated Council Budget Consolidated to carry forward to future years. 2018 2018 2019 2019 2019 Note 4: Cash and Cash Equivalents $,000 $,000 $,000 $,000 $000 12,665 12,665 Salary and Wages* 12,938 12,951 12,938 Council Consolidated Council Consolidated (74) (74) Increase/(decrease) in employee entitlements (12) 0 (12) 2018 2018 2019 2019 12,591 12,591 12,927 12,951 12,927 $,000 $,000 $,000 $000 OTHER OPERATING EXPENSES 5 5 Cash at bank and on hand 5 5 578 578 Remuneration to Elected Representatives** 604 585 604 8,923 8,923 Westpac Current Account 12,635 12,635 130 130 Audit Fees for Annual Report 132 135 132 (1,977) (1,977) Transfer to Long Term Investment Fund (2,074) (2,074) 102 102 Audit Fees for Ten Year Plan 0 0 0 0 0 Term Deposits 0 0 1,019 1,019 Grants 756 914 756 6,955 6,955 10,567 10,567 51 51 Impairment of receivables 29 0 29 The carrying value of cash at bank short-term deposits with maturity dates of three months or less approximates their fair value. 16,784 16,784 Depreciation and amortisation expense 17,236 17,375 17,236 415 415 Fund Manager Fees 422 430 422 1,041 1,041 Loss on Derivatives 5,121 0 5,121 661 661 Loss on Disposal of Asset 3,903 0 3,903 29 29 Operating Lease payments 31 32 31 27,658 27,658 Other Operating Expenses 24,828 24,255 24,826 48,468 48,468 53,062 43,727 53,062 FINANCE COSTS 5,556 5,556 Interest Expense 5,537 6,944 5,537 5,556 5,556 5,537 6,944 5,537 66,615 66,615 Total Expenditure 71,526 63,622 71,526
*Salary and Wages include Council’s contribution to Kiwisaver of $306k (2018 $299k). **Remuneration paid to the Elected Representatives include payments to the Community Board Members.
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78 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Note 5: Accounts Receivable Note 6: Investments
Consolidated Council Consolidated Council Council Consolidated Council Consolidated 2019 2018 2018 2019 2018 2018 2019 2019 $,000 $,000 $,000 $000 $,000 $,000 $,000 $000 2,049 2,049 Accruals and Sundries 1,058 1,058 FINANCIAL ASSETS 5,342 5,342 General Debtors (Incl. Water) 4,216 4,216 CURRENT PORTION 1,716 1,716 Rate Arrears 1,562 1,562 1,552 1,552 Bonds with Maturities of less than 1 year 2,206 2,206 1,088 1,088 NZTA 1,344 1,344 9,348 9,348 Cash & cash equivalents 9,903 9,903 1,105 1,105 Goods and Services Tax 894 894 1,977 1,977 Cash Balance Transferred from Current/Call Account for LTIF 2,074 2,074 (263) (263) Provision for Doubtful Debts (292) (292) 7,438 7,438 Property 7,261 7,261 11,037 11,037 8,782 8,782 6,838 6,838 Global Infrastructure 7,338 7,338 64,330 64,330 Equities 66,241 66,241 The above amount for accounts receivable includes exchange transactions of $2.15m (2018 - $2.47m) for water by meter charges and interest receivable. 8,819 8,819 Hedge Fund 8,741 8,741
Fair Value 170 170 Warmer Home Scheme Loans & Nukumaru Loan 213 213 Debtors and other receivables are non-interest bearing and receipt is normally on 30-day terms, therefore the carrying value of debtors and other 100,473 100,473 Total Current Portion 103,977 103,977 receivables approximate their fair value.
Impairment The Council regularly reviews all debts to identify any areas of impairment, making provision as necessary. The Council utilises a number of NON-CURRENT PORTION options to assist slow-paying debtors to fulfil their obligations and debts are only written off when all avenues are exhausted. 29,914 29,914 Bonds with Maturities of greater than 1 year 27,252 27,252 1,613 1,613 Cash & cash equivalents 1,176 1,176 The status of receivables as at 30 June 2018 and 2019 are detailed below: 1,241 1,241 Warmer Home Scheme Loans and Nukumaru Loan 1,362 1,362 8,348 8,348 Not past due 5,369 5,369 2,015 2,015 Other Shares and Notes 1,990 1,990 215 215 Past due 1-60 days 235 235 34,783 34,783 Total Non-Current Portion 31,780 31,780 153 153 Past due 61 - 90 days 334 334 135,256 135,256 Total Financial Assts 135,757 135,757 2,321 2,321 Past due > 90 days 2,844 2,844 11,037 11,037 8,782 8,782 Maturity of Financial Assets The cash and cash equivalents portion of Council’s investments are available immediately and represent funds held for liquidity or funds awaiting Details of the Impairment Provision reinvestment in other asset classes. The carrying value approximates their fair value. The impairment provision has been calculated based on expected losses for the Council’s pool of debtors. Property and equities are invested through units in investment funds and can be readily liquidated and are thus classified as current. These funds Expected losses have been determined based on an analysis of the Council’s losses in previous periods and the current provision has been are invested for the longer term. The carrying value approximates their fair value and is determined as per current market rate. estimated accordingly. Bonds with maturities of less than one year represent direct holdings of bonds which are to mature in this financial year and a portion of the global bond portfolio. The carrying value approximates their fair value and is determined as per current market rate. 0 0 Individual Impairment 0 0 (263) (263) Collective Impairment (292) (292) (263) (263) Total provision for Impairment (292) (292)
Movements in the provision for impairment of receivables are as follows: (213) (213) At 1 July (263) (263) (79) (79) (Addition)/Reduction in provisions made during the year (70) (70) 0 0 Provisions reversed during the year 0 0 29 29 Receivables written-off during the period 41 41 (263) (263) At 30 June (292) (292)
The Council holds no collateral as security or other credit enhancements over receivables that are either past due or impaired.
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79 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
LTIF ALLOCATION Note 7: Stocks
The total Long Term Investment Fund sector allocation at 30 June 2019 was as follows: Council Consolidated Council Consolidated 2018 2018 2019 2019 2018 2019 $,000 $,000 $,000 $,000 14% Trans-Tasman Equities 12% HELD FOR RESALE 25% Global Equities 26% 17 17 Information Centre Stock 19 19 5% Global Listed Infrastructure 5% 9 9 Aquatic Centre Stock 7 7 9% New Zealand Cash 9% 6 6 New Zealand Post Stock 7 7 9% New Zealand Fixed Interest 9% 32 32 33 33 6% Hedge Funds 6% HELD FOR BUSINESS CONTINGENCY 20% Foreign Fixed Interest* 21% 108 108 Infrastructure Stock 124 124 7% Low Volatility 7% 140 140 Total Financial Assts 157 157 5% Property 5% 100% 100% No stocks are pledged as security for liabilities (2018 $nil). However, some stocks are subject to retention of title clause.
* Includes internal borrowing. The carrying amount of stocks which are measured at current replacement costs as at 30 June 2019, amounted to $nil (2018 $nil). RECONCILIATION OF INVESTMENTS 2018 2019 125,069 Opening Balance 131,828 Income 0 Interest 0 0 Dividends 0 12,900 Realised and Unrealised Gains/(Losses) 9,498 (1,729) Foreign Exchange Gains/(Losses) (138) Less (4,006) Subsidy Withdrawal (4,075) (420) Management Fees (422) 14 Other Transfers/adjustments (4,500) 131,828 Closing Balance 132,191 3,427 Other Investments 3,565 135,256 Total Investments 135,757
*The net subsidy withdrawal amount is calculated using all LTIF subsidies $5,783k (2018 $5,803k) less internal interest received of $731k (2018 $819k) and loan repayments of $977k (2018 $977k) from Internal Borrowings to the LTIF.
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80 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
There were no write-downs in value of any stocks held (2018 $nil). Stocks held for resale turnover frequently while stocks held for business Movements 2019 contingency are regularly assessed to ensure they are still fit and available for intended use should the need arise. Stocks are written down to fair value in the event of impairment. Carrying Carrying Note 8: Property, Plant and Equipment Value Accumulated Value 1/7/18 Additions Disposal Depreciation Vested Other Adj Depreciation 30/6/19 Cost/ Accumulated Carrying Cost/ Accumulated Carrying $,000 $,000 $,000 on Disposal Assets $,000 $,000 $,000 Valuation Depreciation Value Valuation Depreciation Value OPERATIONAL ASSETS 30/6/19 30/6/19 30/6/19 30/6/18 30/6/18 30/6/18 Buildings 47,852 3,061 (730) 85 - (5) (2,195) 48,068 Council * $,000 $,000 $,000 $,000 $,000 $000 Land 9,733 ------9,733 OPERATIONAL ASSETS Furniture & Fittings 694 4 - - - - (110) 588 Buildings 52,327 (4,259) 48,068 50,001 (2,149) 47,852 Information Systems 182 428 - - - - (80) 530 Land 9,733 0 9,733 9,733 0 9,733 Library Books 741 211 (231) 221 - - (223) 719 Furniture & Fittings 1,104 (516) 588 1,100 (406) 694 Office Equipment 53 - (49) 48 - - (23) 29 Information Systems 2,590 (2,060) 530 2,162 (1,980) 182 Leased Office Equipment 226 - - - - - (65) 161 Library Books 1,508 (790) 719 1,528 (788) 741 Motor Vehicles 805 338 (157) 88 (168) 906 Office Equipment 292 (264) 29 341 (289) 53 Plant & Equipment 692 210 - - - - (107) 795 Leased Office Equipment 323 (162) 161 323 (97) 226 Restricted Assets Motor Vehicles 1,310 (404) 906 1,129 (324) 805 Parks & Recreation 12,735 387 - - - - (973) 12,149 Plant & Equipment 2,295 (1,500) 795 2,085 (1,393) 692 Heritage & Cultural 901 - - - - - (46) 855 Restricted Assets Land 48,482 61 - - - - - 48,543 Parks & Recreation 14,082 (1,933) 12,149 13,695 (960) 12,735 Work in Progress 6,326 - - - - (2,406) - 3,920 Heritage & Cultural 1,547 (692) 855 1,547 (646) 901 Total Operational & Restricted Assets 129,420 4,700 (1,167) 442 0 (2,411) (3,990) 126,995 Land 48,543 0 48,543 48,482 0 48,482 Work in Progress 3,920 0 3,920 6,326 0 6,326 INFRASTRUCTURAL ASSETS Total Operational & Restricted Assets 139,578 (12,583) 126,995 138,451 (9,030) 129,421 Land Under Roads 104,151 ------104,151 INFRASTRUCTURAL ASSETS Network Assets Land Under Roads 104,151 0 104,151 104,151 0 104,151 Roading 375,825 6,386 - - - - (6,726) 375,485 Network Assets Wastewater - treatment plants 17,745 739 (7) - - - (335) 18,142 Roading 388,681 (13,196) 375,485 382,294 (6,470) 375,825 Wastewater - other assets 40,760 999 (102) - - - (1,025) 40,632 Wastewater - treatment plants 18,794 (652) 18,142 18,061 (317) 17,745 Water - treatment plants 39,748 3,159 - - - - (2,165) 40,742 Wastewater - other assets 42,703 (2,071) 40,632 41,807 (1,047) 40,760 Water - other assets 96,347 3,474 (758) - - - (2,383) 96,680 Water - treatment plants 44,928 (4,185) 40,743 41,769 (2,021) 39,748 Stormwater 22,475 - (2) - - 18 (429) 22,060 Water - other assets 101,597 (4,917) 96,680 98,881 (2,534) 96,347 Total Infrastructural & Network Assets 697,051 14,757 (869) 0 0 18 (13,063) 697,893 Stormwater 22,905 (845) 22,060 22,890 (416) 22,475 Work in progress 7,359 0 0 0 0 (2,313) 0 5,046 Total Infrastructural & Network Assets 723,759 (25,866) 697,893 709,854 (12,803) 697,051 Total Fixed Assets 833,830 19,457 (2,036) 442 - (4,706) (17,053) 829,934 Work in progress 5,046 0 5,046 7,359 0 7,359 Total Fixed Assets 868,383 (38,449) 829,934 855,664 (21,833) 833,831
* Note: Consolidated figures same as for Council.
As per the most recent revaluations at 30 June 2017 by Beca Limited and Calibre Consulting, the replacement cost of the Council’s network assets are as follows: Water Supply – treatment plants and facilities $ 61.4m Water Supply – other assets $193.1m Wastewater – treatment plants and facilities $ 22.7m Wastewater – other assets $ 85.3m Stormwater $ 40.0m Roading and Footpaths $546.8m
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81 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Work in Progress* Property, plant and equipment in the course of construction by class of asset is detailed below. INFRASTRUCTURAL ASSETS Land Under Roads 104,151 ------104,151 Council and Consolidated Network Assets 2019 2018 Roading 373,197 9,070 (3) - 32 - (6,470) 375,825 $,000 $,000 Wastewater - treatment plants 17,919 105 - - - 38 (317) 17,745 Buildings 3,325 3,753 Wastewater - other assets 41,026 1,001 (221) - - - (1,047) 40,760 Land 9 7 Water - treatment plants 41,628 310 (168) - - - (2,021) 39,748 Information Systems 122 258 Water - other assets 96,774 2,328 (221) - - - (2,534) 96,347 Motor Vehicles - 4 Stormwater 22,903 - (12) - - - (416) 22,475 Plant & Equipment 177 140 Total Infrastructural & Network Assets 697,596 12,813 (624) 0 32 38 (12,803) 697,051 Furniture & Fittings 56 23 Work in progress 4,411 - - - - 2,948 - 7,359 Parks & Reserves 207 188 Total Fixed Assets 832,003 16,155 (1,705) 437 32 3,545 (16,635) 833,831 Stormwater 371 228 Solid Waste - Landfill 24 1,953 Note 9: Intangible Assets Water Supply 1,936 4,568 Wastewater 1,504 1,613 Council Consolidated Council Consolidated 2018 2018 2019 2019 Roading 1,235 951 $,000 $,000 $,000 $000 Total work in progress 8,966 13,685 ACQUIRED COMPUTER SOFTWARE BALANCE 1 JULY 2,827 2,827 Cost 3,677 3,677 Movements 2018 (2,137) (2,137) Accumulated amortisation and impairment (2,285) (2,285) 690 690 Carrying value 1 July 1,392 1,392 Carrying Carrying Value Accumulated Value 1/7/17 Additions Disposal Depreciation Vested Other Adj Depreciation 30/6/18 850 850 Additions 172 172 $,000 $,000 $,000 on Disposal Assets $,000 $,000 $,000 0 0 Disposals (139) (139) OPERATIONAL ASSETS 0 0 Other Adjustments 0 0 Buildings 47,953 2,049 - - - - (2,149) 47,852 (148) (148) Amortisation charge (183) (183) Land 9,689 44 - - - - - 9,733 CLOSING BALANCE Furniture & Fittings 465 325 - - - (7) (90) 694 3,677 3,677 Cost 3,710 3,710 Information Systems 167 86 - - - - (71) 182 (2,285) (2,285) Accumulated amortisation and impairment (2,468) (2,468) Library Books 744 212 (275) 238 - - (178) 741 1,392 1,392 Carrying value 30 June 1,242 1,242 Office Equipment 77 - - - - - (24) 53
Leased Office Equipment 291 - - - - - (65) 226 FONTERRA OUTFALL - USE RIGHTS Motor Vehicles 775 308 (332) 199 - - (144) 808 BALANCE 1 JULY Plant & Equipment 666 137 - - - (6) (106) 692 1,320 1,320 Cost 0 0 Restricted Assets (1,320) (1,320) Accumulated amortisation and impairment 0 0 Parks & Recreation 13,540 155 - - - - (960) 12,735 0 0 Carrying value 1 July 0 0 Heritage & Cultural 922 25 - - - - (45) 901 0 0 Additions 0 0 Land 48,955 - (473) - - - - 48,482 0 0 Amortisation charge 0 0 Work in Progress 5,754 - - - - 572 - 6,326 Total Operational & Restricted Assets 129,997 3,341 (1,080) 437 0 559 (3,832) 129,422 CLOSING BALANCE 1,320 1,320 Cost 0 0 (1,320) (1,320) Accumulated amortisation and impairment 0 0 0 0 Carrying value 30 June 0 0 1,392 1,392 Total Intangible Assets 1,242 1,242
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82 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Note 10: Accounts Payable Note 12: Landfill Aftercare
Council Consolidated Council Consolidated Council Consolidated Council Consolidated 2018 2018 2019 2019 2018 2018 2019 2019 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 5,752 5,752 Trade Liabilities 4,857 4,857 241 241 Open Balance 356 356 1,180 1,180 Accrued expenses and other payables 1,156 1,156 115 115 Provision reassessed 41 41 349 349 Accrued salaries and wages 346 346 0 0 Unwinding of discount 0 0 1,565 1,565 Bonds and Deposits 1,340 1,340 356 356 Closing Balance 397 397 8,845 8,845 7,699 7,699 BEING:
The above amounts for accounts payable are all exchange transactions. 42 42 Current Portion 45 45 314 314 Term Portion 352 352 Trade liabilities are non-interest bearing and are generally settled within a 30-day term. Therefore, the carrying value of trade liabilities approximates their fair value. Accrued expenses and other payables are amounts due as of year-end but not yet invoiced. Bonds and Deposits 356 356 397 397 are amounts which the Council holds on behalf of third parties through various negotiated agency agreements. Bonds are generally classified as refundable and deposits are generally classified as non-refundable. The South Taranaki District Council holds resource consents to operate landfills within the District. The Council has responsibility under the resource consent to provide ongoing maintenance and monitoring of the landfill sites after closure. There is an external liability where the landfill Note 11: Employee Entitlements is not situated on Council-owned land. There are closure and post-closure responsibilities such as the following: Council Consolidated Council Consolidated 2018 2018 2019 2019 Closure responsibilities: $,000 $,000 $,000 * final cover application and vegetation $,000 * incremental drainage control features 737 737 Annual leave 721 721 * completing facilities for leachate collection and monitoring * completing facilities for water quality monitoring 38 38 Sick leave 42 42 * completing facilities for monitoring and recovery of gas 775 775 763 763 Post-closure responsibilities: * treatment and monitoring of leachate * ground water and surface monitoring * gas monitoring and recovery * implementation of remedial measures such as needed for cover and control systems * ongoing site maintenance for drainage systems The cash outflows for landfill post-closure are expected to occur over the next 9 years and are based on current costs. The provision has been estimated taking into account existing technology and is discounted using a discount rate of 2.14%. The long term nature of the liability means that there are inherent uncertainties in estimating costs that will be incurred. All landfills are now closed.
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83 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Note 13: Term Liabilities Reference Rate Maturity Amount $,000 Council Consolidated Council Consolidated Floating BKBM FRA + 81.7bp 15/04/2027 5,000 2018 2018 2019 2019 $,000 $,000 Financial Liabilities $,000 $,000 Floating BKBM FRA + 60.25bp 15/04/2024 5,000 0 0 Debt Securities - Commercial Paper 0 0 Floating BKBM FRA + 69.5bp 15/04/2026 5,000 104,00 104,000 Debt Securities - Local Authority Stock 112,000 112,000 Floating BKBM FRA + 77bp 15/04/2028 5,000 12,800 12,800 Bank Facilities - Line of Credit Facility 1,600 1,600 Floating BKBM FRA + 80bp 15/04/2029 5,000 0 0 Water Consent 0 0 Floating BKBM FRA + 83.5bp 15/04/2030 4,000 243 243 Finance Leases 181 181 Floating BKBM FRA + 86.25bp 15/04/2030 4,000 1,182 1,182 Income in advance from MOE 1,144 1,144 112,000 118,224 118,224 Total Financial Liabilities 114,925 114,925 Security CURRENT LIABILITIES Finance Lease is secured by a charge over the specific asset being financed. Loans are secured by pledging targeted rates on various parts of the 0 0 Debt Securities - Commercial Paper 0 0 District or the District as a whole through a deed of charge. 20,000 20,000 Debt Securities - Local Authority Stock 25,000 25,000 In December 2007 Trustees Executors Ltd were appointed as Trustees of the Debenture Trust Deed. All of Council’s secured loans including lines 0 0 Bank Facilities - Line of Credit Facility 0 0 of credit are secured under the terms of the Debenture Trust Deed. Security is by charge over the Council’s ability to levy rates in favour of the Trustee. Pursuant to the Debenture Trust Deed, Council has issued security certificates of $80m to secure the various bank loans facilities, lines of 0 0 Water Consent 0 0 credit, guarantees issued on behalf of Council and other general banking facilities. An additional $9,760m of security certificates has been issued as part of the LGFA agreement to jointly secure debt issues with other shareholding councils. 61 61 Finance Leases 67 67 38 38 Income in advance from MOE 38 38 Line of Credit expiration dates: 20,098 20,098 Total Current Liabilities 25,105 25,105 Council Consolidated Council Consolidated NON-CURRENT LIABILITIES 2018 2018 2019 2019 84,000 84,000 Debt Securities - Local Authority Stock 87,000 87,000 $,000 $,000 Financial Institution - Expiry $,000 $,000 12,800 12,800 Bank Facilities - Line of Credit Facility 1,600 1,600 30,000 30,000 TSB - 20 July 2023 30,000 30,000 0 0 Water Consent 0 0 30,000 30,000 30,000 30,000 182 182 Finance Leases 114 114 1,144 1,144 Income in advance from MOE 1,106 1,106 Interest Rate Swaps The following is a summary of interest rate swaps as at the end of June 2019 98,126 98,126 Total Non-Current Liabilities 89,820 89,820
Secured Loans Fixed Rate Start Date Maturity Amount The Council currently has $30m (2018 $30m) of committed lines of credit. The Council used $1.6m as at balance date and a further $28.4m (2018 4.80% 31/10/2011 29/10/2020 1,000,000 $17.2m) under lines of credit facilities available. The lines of credit are subject to daily floating interest rates. 4.81% 15/04/2014 15/07/2023 4,000,000 Debt Securities – Local Authority Stock The following is a summary of interest costs incurred in respect of Council’s local authority stock, as well as a maturity analysis. Contractual 4.70% 29/04/2014 29/01/2022 4,000,000 maturity analysis of financial liabilities: 4.74% 15/04/2014 15/01/2023 4,000,000 4.30% 20/03/2014 20/12/2023 2,000,000 Reference Rate Maturity Amount $,000 4.81% 22/08/2014 22/08/2020 5,000,000 Floating BKBM FRA + 89.25bp 15/05/2021 5,000 5.55% 21/07/2014 21/10/2021 5,000,000 Floating BKBM FRA + 65.25bp 15/05/2021 7,000 4.57% 15/06/2015 15/06/2024 4,000,000 Floating BKBM FRA + 45bp 29/04/2020 10,000 4.40% 15/06/2015 15/09/2019 4,000,000 Floating BKBM FRA + 74bp 15/04/2023 5,000 4.76% 22/12/2014 22/12/2022 2,000,000 Floating BKBM FRA + 73.25bp 17/04/2023 5,000 4.79% 23/12/2014 23/06/2022 5,000,000 Floating BKBM FRA + 53bp 22/04/2022 10,000 4.82% 15/12/2014 15/06/2024 4,000,000 Floating BKBM FRA + 38bp 22/10/2019 5,000 4.82% 15/08/2016 15/08/2024 3,000,000 Floating BKBM FRA + 38.5bp 15/04/2020 10,000 4.90% 29/04/2016 29/04/2024 4,000,000 Floating BKBM FRA + 55.25bp 15/04/2027 5,000 5.19% 20/02/2015 20/08/2024 5,000,000 Floating BKBM FRA + 64bp 28/06/2022 7,000 3.65% 23/10/2018 23/01/2025 4,000,000 Floating BKBM FRA + 73bp 15/04/2025 10,000 3.96% 20/06/2019 20/09/2025 2,000,000
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84 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Finance Leases Fixed Rate Start Date Maturity Amount 3.80% 20/10/2017 20/01/2028 2,000,000 Council Consolidated Council Consolidated 2018 2018 2019 2019 3.05% 15/03/2019 15/03/2021 3,000,000 $,000 $,000 $,000 $,000 3.75% 21/10/2021 21/01/2028 5,000,000 TOTAL MINIMUM LEASE PAYMENTS PAYABLE 4.21% 20/07/2016 23/10/2020 1,000,000 82 82 Not later than one year 82 82 3.34% 21/10/2021 21/04/2026 5,000,000 206 206 Later than one year and not later than five years 123 123 4.17% 15/08/2016 15/02/2020 2,000,000 0 0 Later than five years 0 0 3.80% 29/10/2011 30/07/2019 3,000,000 288 288 Total minimum lease payments 206 206 3.65% 31/10/2011 30/07/2019 1,000,000 (46) (46) Future finance charges (24) (24) 4.41% 20/02/2017 20/08/2021 5,000,000 243 243 Present value of minimum lease payments 181 181 4.14% 20/04/2017 25/10/2022 4,000,000 PRESENT VALUE OF MINIMUM LEASE PAYMENTS PAYABLE 3.48% 15/03/2017 17/09/2019 3,000,000 61 61 Not later than one year 67 67 4.45% 22/05/2017 22/11/2021 1,000,000 182 182 Later than one year and not later than five years 114 114 4.20% 22/12/2022 22/12/2026 2,000,000 0 0 Later than five years 0 0 4.20% 15/01/2023 15/01/2027 4,000,000 243 243 Total present value of minimum lease payments 181 181 4.18% 25/10/2022 25/10/2026 4,000,000 REPRESENTED BY: 3.46% 17/09/2019 17/09/2021 4,000,000 61 61 Current 67 67 3.41% 22/02/2019 22/02/2022 3,000,000 182 182 Non-Current 114 114 3.81% 23/10/2020 23/01/2029 1,000,000 243 243 Total finance leases 181 181 3.81% 29/10/2020 23/01/2029 1,000,000 3.99% 17/07/2023 15/01/2029 4,000,000 The Council has entered into a finance lease for office equipment. The net carrying amount of the leased item is shown in Note 8. There are no restrictions as a result of lease arrangements. 3.98% 29/04/2024 29/01/2029 4,000,000 Income in Advance – Ministry of Education 3.95% 15/06/2024 15/03/2029 4,000,000 The Ministry of Education have contributed $1.5 million for the use of TSB Hub for the Hāwera High School for the 40 year period of which 31 3.89% 15/06/2024 15/06/2029 4,000,000 years remain. The current portion represents the amount of the contribution will be recognised as revenue over the next 12 months. 2.79% 23/10/2018 25/10/2022 2,000,000 Other Borrowings As at 30 June 2019, the Council had internally borrowed $14,906,274 (2018 $11,383,538) from its Special Fund Investments held with the Fund 2.75% 30/07/2019 31/01/2023 4,000,000 Managers. 4.44% 20/08/2018 20/11/2029 4,000,000 1.93% 15/04/2019 15/01/2024 1,000,000 1.96% 22/08/2020 22/02/2024 5,000,000 4.04% 20/06/2019 21/09/2020 4,000,000 152,000,000
Marked to Market Valuation of Interest Rate Swaps The fair value (marked to market valuation) of interest rate swaps as at the balance date was -$13,971,729.21 (2018 -$8,850,340.00).
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85 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Note 14: Equity Council Consolidated Council Consolidated 2018 2018 2019 2019 Council Consolidated Council Consolidated $,000 $,000 $,000 $,000 2018 2018 2019 2019 INVESTMENT REVALUATION RESERVES $,000 $,000 $,000 $,000 227 227 Opening Balance 1 July 196 196 PUBLIC EQUITY 0 0 Gain/(Loss) on Long Term Investment Fund 0 0 415,549 415,549 Accumulated Balances 394,779 394,779 (31) (31) Gain/(Loss) on Shares and Notes (160) (160) 1,711 1,711 Restricted and Statutory Reserves 2,006 2,006 0 0 Less Revaluation Attributed to Assets Sold 0 0 196 196 Investment Revaluation Reserves 36 36 196 196 Closing Balance 30 June 36 36 296,313 296,313 Asset Revaluation Reserves 296,313 296,313 BEING: 7,373 7,373 Separate Operating Reserves 9,023 9,023 0 0 Long Term Investment Fund 0 0 132,305 132,305 Council Created Reserves 147,882 147,882 196 196 Shares and Notes 36 36 305 305 Capital Replacement Reserves 345 345 0 0 Transfers from Accumulated Balances 0 0 853,752 853,752 Total Closing Public Equity 850,384 850,384 196 196 36 36 ACCUMULATED BALANCES ASSET REVALUATION RESERVES 415,925 415,925 Opening Balance 1 July 415,549 415,549 296,313 296,313 Opening Balance 1 July 296,313 296,313 8,042 8,042 Net Surplus (Deficit) (3,208) (3,208) 0 0 Revaluation of Infrastructural Assets 0 0 0 0 Adjustment 0 0 0 0 Revaluation of Operational Assets 0 0 LESS APPROPRIATION TO 0 0 Revaluation of Restricted Land 0 0 (68) (68) Restricted Reserves (290) (290) 0 0 Revaluation of Operational Land 0 0 0 0 Statutory Reserves (5) (5) 0 0 Less Revaluation Attributed to Assets Sold 0 0 (1,700) (1,700) Separate Operating Reserves (1,650) (1,650) 296,313 296,313 Closing Balance 30 June 296,313 296,313 (6,783) (6,783) Council Created Reserves (15,577) (15,577) BEING: (109) (109) Capital Replacement Reserves (40) (40) 254,725 254,725 Infrastructural Assets 254,725 254,725 FUNDS APPLIED FROM 23,732 23,732 Operational Assets 23,732 23,732 0 0 Restricted Reserves 0 0 12,978 12,978 Restricted Land 12,978 12,978 241 241 Statutory Reserves 0 0 4,879 4,879 Operational Land 4,879 4,879 0 0 Separate Operating Reserves 0 0 296,313 296,313 296,313 296,313 0 0 Council Created Reserves 0 0 SEPARATE OPERATING RESERVES 0 0 Capital Replacement Reserves 0 0 5,673 5,673 Opening Balance 1 July 7,373 7,373 415,549 415,549 Closing Balance 30 June 394,779 394,779 19,905 19,905 Add Appropriation 17,394 17,394 RESTRICTED RESERVES (18,205) (18,205) Less Application of Funds (15,744) (15,744) 791 791 Opening Balance 1 July 858 858 7,373 7,373 Closing Balance 30 June 9,023 9,023 161 161 Add Appropriation 357 357 COUNCIL CREATED RESERVES (94) (94) Less Application of Funds (67) (67) 125,522 125,522 Opening Balance 1 July 132,305 132,305 858 858 Closing Balance 30 June 1,148 1,148 12,998 12,998 Add Appropriation 26,425 26,425 STATUTORY RESERVES (6,215) (6,215) Less Application of Funds (10,848) (10,848) 1,097 1,097 Opening Balance 1 July 854 854 132,305 132,305 Closing Balance 30 June 147,882 147,882 59 59 Add Appropriation 80 80 CAPITAL REPLACEMENT RESERVES (302) (302) Less Application of Funds (76) (76) 196 196 Opening Balance 1 July 305 305 854 854 Closing Balance 30 June 858 858 6,855 6,855 Add Appropriation 6,637 6,637 1,711 1,711 Total Closing Restricted and Statutory Reserves 2,006 2,006 (6,746) (6,746) Less Application of Funds (6,597) (6,597) 305 305 Closing Balance 30 June 345 345
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86 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Separate Operating Reserves Statutory Reserves
Balance Transfers Transfers Balance Balance Transfers Transfers Balance 1 July into fund out of 30 June 1 July into fund out of 30 June 2018 fund 2019 2018 fund 2019 Name Activity to which the reserve relates $,000 $,000 $,000 $,000 Name Activity to which the reserve relates $,000 $,000 $,000 $,000 Roading Roading and Footpaths 1,066 8,341 (7,236) 2,172 Eltham Reserve Contributions Community Facilities 42 1 0 43 Regional Road Safety Roading and Footpaths 21 10 (3) 28 Hāwera Reserve Contributions Community Facilities 0 56 0 56 Water Supply Urban Water Supply Services 1,002 3,460 (2,978) 1,484 Pātea Reserve Contributions Community Facilities 0 0 0 0 Waste Water Waste Water 768 2,400 (2,941) 226 District Reserve Contributions Community Facilities 468 12 (72) 408 Water Supply Inaha Water Supply Services 579 363 (942) 0 Waimate Development Levy Democracy and Leadership 283 9 (4) 287 Eltham Drainage Stormwater 20 3 0 23 Waverley Reserve Contributions Community Facilities 0 0 0 0 Water Supply Waimate West Water Supply Services 2,706 2,606 (1,553) 3,759 Ōpunakē Reserve Contributions Community Facilities 22 1 0 23 Solid Waste Collection Solid Waste 1,208 125 0 1,333 Manaia Reserve Contributions Community Facilities 41 1 0 42 Nukumaru Water Supply Services (16) 86 (90) (20) Total 854 80 (76) 858 Cold Creek Water Supply Services 0 0 0 0
Hāwera Town Coordinator District Economy 19 1 (1) 19 Council Created Reserves Total 7,373 17,394 (15,744) 9,023 Balance Transfers Transfers Balance Restricted Reserves 1 July into fund out of 30 June 2018 fund 2019 Name Activity to which the reserve relates $,000 $,000 $,000 $,000 Balance Transfers Transfers Balance Safer Communities Community Development 15 0 (10) 5 1 July into fund out of 30 June 2018 fund 2019 Economic Development Fund Community Facilities 178 0 (43) 135 Name Activity to which the reserve relates $,000 $,000 $,000 $,000 Eltham Property Community Facilities 15 0 0 15 Sale of Assets All Activities 0 0 0 0 Hāwera Property Community Facilities 0 0 0 0 Forestry Community Facilities 68 64 (7) 124 Pool Plant Community Facilities 34 1 0 35 Ōkōtuku Domain Community Facilities 17 5 (11) 11 Larcom Beq - Turuturu Mokai Community Facilities 94 3 0 97 Centennial Close 1% Contribution Community Facilities 0 3 0 3 Pātea Property Community Facilities 11 152 0 163 Long Term Investment Fund All Activities 131,741 11,069 (10,620) 132,191 Wairoa Recreation Res Community Facilities 454 53 0 507 LTIF – Internally Invested All Activities 0 14,906 0 14,906 Harbour Endowment Community Facilities 145 126 (53) 218 Riparian/Indigenous Environmental Sustainability 50 27 (25) 52 Centennial Bursary Community Development 67 3 (3) 67 Urban Redevelopment All Activities 1 0 0 1 Kaūpokonui Beach Community Facilities 38 19 (11) 47 Painting Reserve All Activities 236 270 (132) 374 Total 858 357 (67) 1,149 Tourism Reserves District Economy 0 80 0 80 Total 132,305 26,425 (10,848) 147,882
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87 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Purpose for Each Reserve Long Term Investment Fund (LTIF) Separate Operating Reserves To manage funds derived from the sale of the Council’s shareholding in Egmont Electricity and to provide a rates subsidy. All Separate Operating Reserves LTIF – Internally Invested To keep surpluses/deficits in each activity separate from other activities. Debt funding from LTIF. Restricted Reserves Riparian/Indigenous Eltham Property To fund Riparian planting throughout the District. To hold funds from property sold in the Eltham ward for funding of various projects in the Eltham ward. Urban Redevelopment Hāwera Property To fund various community projects throughout the District. Only Waverley has any allocation left. To hold funds from property sold in the Hāwera ward for funding of various projects in the Hāwera ward. Painting Reserve Pool Plant To fund various painting projects. To provide funds for district pools. Tourism Fund Larcom Bequest - Turuturu Mokai To fund various tourism related projects. To manage a bequest from Samuel Larcom to be used on Hāwera district parks. Note 15: Reconciliation of Net Surplus to Cash Flow from Operating Activities Pātea Property To hold funds from property sold in the Pātea ward for funding of various projects in the Pātea ward. Council Consolidated Council Consolidated Wairoa Recreation Reserve 2018 2018 2019 2019 To manage revenue from the leasing of Crown land which has been vested in the Council and fees/charges from the campground for capital works $,000 $,000 $,000 $,000 on the Wairoa Recreation Reserve. Pātea Pools 8,042 8,042 Reported Surplus (Deficit) after Taxation (3,208) (3,208) To manage funds vested in the Council by the Pātea Community Development Trust for the Pātea pool upgrade. Add (Deduct) Non-Cash Items Harbour Endowment 16,784 16,784 Depreciation and Amortisation 17,236 17,236 To manage lease income from land formerly owned by the Pātea Harbour Board to be used for the following; maintenance and improvement of endowment properties, maintenance and improvement of Harbour facilities, including harbour walls, and on recreational and cultural facilities 1,041 1,041 Movement in swaps revaluations 5,121 5,121 with the Pātea ward. (32) (32) Vested assets 0 0 Centennial Bursary To provide grants of up to $400 towards tertiary education for eligible applicants. Only interest income from the fund may be used. 7,676 7,676 (Gain)/Loss in fair value of financial assets (1,834) (1,834) Kaūpokonui Beach 661 661 (Gain)/Loss on Disposal of Property, Plant and Equipment 3,903 3,903 To manage lease income from Crown land vested in the Council for capital works requested by the Kaūpokonui Beach Society. 116 116 Movement in Landfill Aftercare Provision 41 41 Statutory Reserves Eltham Reserve Contributions 0 0 Interest and gains direct to investment 0 0 To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Eltham ward. 34,288 34,288 21,259 21,259 Hāwera Reserve Contributions To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Hāwera ward. ADD (LESS) MOVEMENTS IN OTHER WORKING CAPITAL ITEMS: Pātea Reserve Contributions (1,817) (1,817) (Increase)/Decrease in Accounts Receivable 2,255 2,255 To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Pātea area. District Reserve Contributions 561 561 Increase/(Decrease) in Accounts Payable (1,148) (1,148) To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the District. 49 49 Increase/(Decrease) in Employee Entitlements (12) (12) Waimate Development Levy (2) (2) (Increase)/Decrease in Inventory (17) (17) To hold funds derived from a levy on Kapuni Petrochemical Development for the funding of projects on public assets which are located on council owned property or reserves located within the boundaries of the old Waimate Plains County Council. The principle fund to remain at no less than (299) (299) Increase/(Decrease) Income Received in Advance 4 4 $260,000.00. (207) (207) (Increase)/Decrease in Prepayments 488 488 Waverley Reserve Contributions To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Waverley area. 32,573 32,573 Net Cash Inflow (Outflow) from Operating Activities 22,829 22,829 Ōpunakē Reserve Contributions To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Ōpunakē area. Note 16: Related Parties Manaia Reserve Contributions To manage reserve contributions collected under RMA to be used for acquisition or development of reserves in the Manaia area. There are no transactions entered into between South Taranaki District Council, its 100% owned subsidiary Novus Contracting Limited. Council Created Reserves All transactions were conducted under normal commercial terms. Safer Communities To manage the balance of funds from Safer Community grants to be used on youth programmes. Councillors Economic Development Fund During the year, the Council paid Beccard Motors $25,746 (2018 $32,808). Councillor A Beccard owns 50% of Beccard Motors. The purpose of the reserve is to enable the Council to strategically intervene when required by practically supporting new business. During the year, the Council paid Hāwera High School $5,196 (2018 $18,290). Hāwera High School purchased goods and services off the Council Sale of Assets of $34,809 (2018 $36,082). Councillor P Nixon was on the Board of Trustees. A fund for the replacement of assets with a similar purpose to the ones sold. Forestry During the year, the Council paid Cinema 2 Trust $52,572.50 (2018 $62,829). Hāwera Cinema 2 purchased goods and services off the Council of To manage income and expenditure relating to the joint venture forestry investment. $66,382.80 (2018 $65,990). Councillor K Bourke is the Manager. Ōkōtuku Domain During the year, the Council paid Rangiwahia Architectural $2,737 (2018 $3,542). Councillor J Rangiwahia is the Director. To manage revenue from the leasing of Crown land which has been vested in the Council on behalf of the Ōkōtuku Domain Committee. Centennial Close 1% Contribution During the year, the Council paid The Friends of Hāwera Parks Inc $1,065 (2018 nil). The Friends of Hāwera Parks Inc purchased goods and services To manage the 1% contribution for the first 15 years from the deposit held for Centennial Close flats for the purpose of upgrading the units when off the Council of $38 (2018 $81). Councillor I Wards is a member. they are vacated.
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88 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Council Council Council Council Council Key Management Personnel 2018 2018 2019 2019 Council employees 2018 Salaries and other short-term benefits 1,123,112 1,123,112 987,666 987,666 TOTAL ANNUAL REMUNERATION BY BAND FOR EMPLOYEES AS AT 30 JUNE: Post-employment benefits 0 0 0 0 < $60,000 132 Other long-term benefits 0 0 0 0 $60,000 - $79,999 51 Full-time equivalent members 5 5 4 4 $80,000 - $99,999 19 Total key management personnel compensation 1,123,112 1,123,112 987,666 987,666 $100,000 - $119,999 9
Key management personnel include the Chief Executive and three senior management personnel. $120,000 - $139,999 6 $140,000 - $279,999 6 Apart from the normal customer relationships involving such items as the payments of rates and water charges, there were no other significant transactions between Senior Management, Councillors and the Council during the financial year. $280,000 - $299,999 1 During the year, the Council paid Sport Taranaki $43,390 (2018, $48,484). Sport Taranaki purchased goods and services off the Council of $1,055 Total 224 (2018 $1,126). Phillippa Wilson is a Trustee.
Council Council Council Remuneration Paid - Elected Members 2018 2019 Council employees 2019 Dunlop R J Mayor 100,907 106,638 TOTAL ANNUAL REMUNERATION BY BAND FOR EMPLOYEES AS AT 30 JUNE: Beccard A Councillor 30,822 32,593 < $60,000 118 Bigham B Councillor 31,295 32,065 $60,000 - $79,999 57 Bourke K Councillor 25,161 26,272 $80,000 - $99,999 16 Brown G Councillor 26,693 27,799 $100,000 - $119,999 11 Coxhead C Councillor 28,688 30,550 $120,000 - $139,999 8 Lawson G Councillor 28,402 29,772 $140,000 - $219,999 6 Mackay S Councillor 30,782 31,022 $220,000 - $339,999 2 Nixon P Councillor 34,674 35,521 Total 218
Northcott R Councillor 29,498 31,300 At balance date, the Council employed 135 (2018 - 139) full-time employees, with the balance of staff representing 37 (2018 - 34) full-time Rangiwahia J Councillor 24,855 26,272 equivalent employees. A full-time employee is determined on the basis of a 40-hour working week. Roach B Councillor 29,193 30,754 Note 17: Severance Payments: For the year ended 30 June 2019, the Council made no payments (2018 $Nil). Wards I Councillor 31,212 30,204 Note 18: Contingent Liabilities Total 452,182 470,761 The Council has provided guarantees to a few organisations. There is no indication that the organisations are unable to meet their obligations and therefore require the Council to contribute toward their loan. No provision for these has been made on the Balance Sheet.
Full-time equivalent Councillors 13 13 Council Consolidated Council Consolidated Car allowance for Ross Dunlop 4,035 4,035 Financial guarantees as at balance date: 2018 2018 2019 2019 Hāwera Cinema 2 Trust 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Council Council Chief Executive (Salary plus Kiwisaver) 2018 2019 OTHER CONTINGENT LIABILITIES: Craig Stevenson (01/07/17 - 20/10/17) 152,377 0 Estimate of legal financial settlements 0 0 0 0 Fiona Greenhill - Acting (23/10/17 - 12/01/18) 70,657 0 Fluoride High Court Judicial Review 0 0 0 0 Waid Crockett* 139,322 321,978 Easement Dispute 0 0 0 0 Total 362,356 321,978 0 0 0 0
* The Chief Executive salary for Waid Crockett for 2017/18 represents the period from 15/01/2018 to 30/06/2018.
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89 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
The Council’s Liability Management Policy limits the total amount of financial guarantees to community and sporting organisations to $500,000, A breakdown of the commitments in terms of time periods is outlined below: with no one organisation having more than 10% ($50,000) of the potential total guarantees given.
Easement Dispute Council Consolidated Council Consolidated The Council currently have no easement issues with private land owners relating to a water pipeline. 2018 2018 2019 2019 $,000 $,000 $,000 $,000 Carter Holt Harvey’s Third Party Claim 2,691 2,691 Within 12 months 3,642 3,642 In April 2013, the Ministry of Education (MoE) initiated High Court proceedings against Carter Holt Harvey (CHH) and others alleging inherent defects in the cladding sheets and cladding systems manufactured and prepared by CHH. Subsequently, in December 2016, CHH commenced 0 0 1 - 2 Years 990 990 third party proceedings against 48 councils, including the South Taranaki District Council alleging a breach of duty in the processing of building consents, undertaking building inspections and issuing Code Compliance Certificates. The councils have applied for orders setting aside and 60 60 2 - 5 Years 164 164 striking out CHH’s claims against them. The MoE’s claim against CHH is for 833 school buildings, seven of which are located within the South 0 0 Over 5 Years 0 0 Taranaki District. At present there is insufficient information to conclude on potential liability or claim quantum, if any. 2,751 2,751 4,796 4,796 Note 19: Commitments Operating Leases The Council leases office equipment and vehicles in the normal course of business. The future aggregate minimum lease payments to be paid Note 20: Capital Management under non-cancellable operating leases are as follows: The Council’s capital is its equity (or ratepayers’ funds), which comprise accumulated balances and reserves. Equity is represented by net assets. (Total Assets less Total Liabilities).
Council Consolidated Council Consolidated The Local Government Act 2002 [the Act] requires the Council to manage its revenues, expenses, assets, liabilities, investments, and general 2018 2018 2019 2019 financial dealings prudently and in a manner that promotes the current and future interests of the community. Ratepayers’ funds are largely $,000 $,000 $,000 $,000 managed as a by-product of managing these items. 11 11 Within 12 months 11 11 The objective of managing them is to achieve intergenerational equity, which is a principle promoted in the Act and applied by the Council. 11 11 1 - 2 Years 4 4 Intergenerational equity requires today’s ratepayers to meet the costs of utilising the Council’s assets and not expecting them to meet the full cost of long-term assets that will benefit ratepayers in future generations. Additionally, the Council has in place Asset Management Plans for major 4 4 2 - 5 Years 0 0 classes of assets detailing renewal and maintenance programmes, to ensure ratepayers in future generations are not required to meet the costs 0 0 Over 5 Years 0 0 of deferred renewals and maintenance. 25 25 15 15 The Act requires the Council to make adequate and effective provision in its Long Term Plan (LTP) and in its Annual Plan (where applicable) to meet the expenditure needs identified in those plans. And the Act sets out the factors that the Council is required to consider when determining Capital Commitments the most appropriate sources of funding for each of its activities. The sources and levels of funding are set out in the funding and financial policies The Council has the following capital commitments as at balance date: in the Council’s LTP. Council Consolidated Council Consolidated The Council’s Accounting Policies detail the various components of Public Equity held and Note 14 shows movements during the year. 2018 2018 2019 2019 $,000 $,000 $,000 $,000 190 190 Roading and Footpaths 78 78 624 624 Community Facilities 187 187 1,003 1,003 Water 1,524 1,524 36 36 Wastewater 41 41 19 19 Stormwater 0 0 0 0 Solid Waste 0 0 879 879 District Economy 794 794 2,751 2,751 2,624 2,624
The above commitments represent expenditures on all contracts to which the Council is committed for at balance date for the future.
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Note 22: Financial Instruments Note 21: Significant Acquisitions The Local Government Act requires the Council to report on significant acquisitions or replacement of assets. This Note only refers to acquisitions and replacements valued at $500,000 or more. Council Consolidated Council Consolidated 2018 2018 Financial Assets 2019 2019 During the year the following works were planned, undertaken or completed. Further information regarding these projects can be found within $,000 $,000 Fair Value through Comprehensive Revenue and Expenses $,000 $,000 the relevant activity pages within this Annual Report. 0 0 Derivative Financial Instrument Assets 0 0 131,828 131,828 Long Term Investment Fund 132,191 132,191 Project # Project Activity Actual Budget Comment on significant variances 131,828 131,828 Total Fair Value through Comprehensive Revenue and Expenses 132,191 132,191 13022 Hāwera Inflow and Wastewater 641,860 0 Project completed with carryover budget LOANS AND RECEIVABLES Infiltration ($700,000) from previous years. 6,956 6,956 Cash and Cash Equivalents 10,567 10,567 15337 & Waverley WTP - Water 445,367 1,343,488 Work In progress. Construction completion 0 0 Short Term Deposit 0 0 74005 Chlorination in 19/20 year. 11,037 11,037 Accounts Receivable 8,782 8,782 15901 to Hāwera Town Centre Economic 836,290 500,000 Budget under one project with separate 15905, 15911 Development Development projects created for specific expenditure, to 992 992 LGFA FRNs 1,280 1,280 & 15914 enable ease of capitalisation when projects are completed. The actuals were partly 1,411 1,411 Warmer Home Scheme Loans & Nukumaru Loans 1,575 1,575 funded from carry-forward budget from 20,396 20,396 Total Loans and Receivables 22,205 22,205 previous years. FAIR VALUE THROUGH OTHER COMPREHENSIVE REVENUE AND 70002,70004 Renewals - Water Water 895,946 1,024,000 The budget under one project with separate EXPENSES to 70007 Supply - Reticulation projects created for specific expenditure, to Urban enable ease of project management. 549 549 Fonterra Shares 388 388 15 15 Ravensdown Shares 15 15 76001 to Renewals - Water Water 1,087,978 1,228,800 The budget is under one project with 0 0 LIC Shares 0 0 76004 Supply - Reticulation separate projects created for specific Waimate West expenditure, to enable ease of project 100 100 LGFA Shares 100 100 management. 207 207 The N.Z. Local Government Ins. Corporation Ltd. 207 207 80002 to Renewals - Wastewater 138,338 1,150,566 Projects not completed due to other projects 80007 Wastewater taking priority. The remaining budgets are 153 153 Wanganui Forestry Committee 0 0 Reticulation carried-forward. 1,023 1,023 Total Fair Value through Other Comprehensive Revenue and Expenses 710 710 5212 Sealed Road Roading 2,146,074 2,000,117 Work scope was reduced but bitumen FINANCIAL LIABILITIES Resurfacing inflation cost was higher than forecast. The FAIR VALUE THROUGH COMPREHENSIVE REVENUE AND EXPENSES project as completed with $146k overspend. 8,851 8,851 Derivative Financial Instrument Liabilities 13,972 13,972 5213 Drainage Renewals Roading 601,835 621,216 Project is completed. 8,851 8,851 Total Fair Value through Comprehensive Revenue and Expenses 13,972 13,972 5214 Pavement Roading 1,668,443 2,264,382 Project is progressing, further work FINANCIAL LIABILITIES AT AMORTISED COST Rehabilitation committed, the remaining budget will be carried-forward. 8,847 8,847 Creditors and other payables 7,699 7,699 5215 Structures Roading 142,685 705,955 Design work being done this year in Borrowings Component preparation for construction next year. 12,800 12,800 Secured Loans 1,600 1,600 Replacement 104,000 104,000 Debentures 112,000 112,000 5341 Minor Improvements Roading 758,049 1,102,156 Some work completed, some work committed, the remaining budget will be 125,643 125,643 Total Financial Liabilities and Amortised Costs 121,299 121,299 carried-forward. Liquidity Risk 5225 & 6030 Footpath Roading 494,393 571,118 Majority of the work is completed with the Liquidity risk is the risk that the Council will not be able to raise funds to meet commitments as they fall due. Liquidity risk is managed by issuing remaining budget to be carried forward. debt when appropriate, use of uncommitted lines of credit facilities and the ability to liquidate investments. Total 9,857,258 12,511,798 In accordance with the Liability Management Policy, the Council is required to have enough borrowings and uncommitted facilities to meet its projected debt forecast for the following 12 months to manage liquidity risk. As at 30 June 2019 the Council had committed Line of Credit arrangements totalling $30 million (2018 $30 million) in place with TSB Bank. A total of $1,600,000 (2018 $12,800,000) was drawn down as at balance date. Interest rates are related to the official 30-day bank bill mid-rate as quoted on Reuters Screen page BKBM at the time of draw down and are dependent on current market conditions and the term of the draw down. Drawdowns can be for a term ranging from overnight up to the length of the term remaining of the applicable facility.
Sensitivity Analysis The following shows the impact of a 1% (100 basis point shift in interest rates) on the valuation of the swaps. Fair Value (13,971,729) Upwards Shift in Zero Rate (100bp) (8,526,354) Downwards Shift in Zero Rate (100bp) (19,866,343)
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Interest Rate Risk The following table analyses the basis of the valuation of classes of financial instruments measured at fair value in the Statement of Financial Both amounts available as a draw down under the lines of credit and debt facilities are subject to changes in market interest rates. This risk is Position. actively managed in conjunction with Price WaterHouse Coopers by transacting interest rate swaps in accordance with the Liability Management Policy. Interest rates are therefore converted to an effective fixed rate for amounts between 55% and 95% of projected debt. Council Consolidated Council Consolidated Currency Risk 2018 2018 Financial Assets 2019 2019 The Council incurs currency risk for its overseas equities as a result of investment transactions entered into by the Fund Managers. $,000 $,000 Fair Value through Comprehensive Revenue and Expenses $,000 $,000 FINANCIAL ASSETS Interest Rate Risk DERIVATIVE FINANCIAL INSTRUMENTS The following investments of the Council are sensitive to changes in interest rates: bank balances, current term investments and securities held by the Fund Managers. The Council adopts a conservative risk profile, while aiming to maximise its returns. Note 6 and Note 13 documents the 0 0 - Quoted Market Price 0 0 interests for investments and borrowings. 0 0 - Observable Inputs 0 0 The Council’s Liability Management Policy limits financial guarantees to single organisations of no more than 10% of the total financial guarantees, 0 0 - Significant Non-Observable Inputs 0 0 which is capped at $500,000. The Council departed from this policy for the Ōpunakē Sports Centre Trust as multiple sporting organisations are catered for by this facility. CASH FUNDS
Market Risk 0 0 - Quoted Market Price 0 0 Market risk is the risk that the value of financial instruments will fluctuate as a result of changes in market prices. The Council is exposed to price 19,895 19,895 - Observable Inputs 23,720 23,720 risk through its equity securities, which are classified as financial assets held at fair value through equity. This price risk arose due to market movements in listed securities. This price risk is managed by the diversification of the Council’s investment portfolio and is managed by the Fund 0 0 - Significant Non-Observable Inputs 0 0 Managers in accordance with the agreed Statement of Investment Policy and Objectives and the Council’s Investment Policy. SHORT TERM DEPOSIT Liquidity Risk 0 0 - Quoted Market Price 0 0 Liquidity risk is the risk that the Council will encounter difficulty in raising enough funds to meet financial commitments as they fall due. The Council manages this risk by maintaining adequate funds available to meet projected needs. This is managed in conjunction with loans raised for 0 0 - Observable Inputs 0 0 capital projects. Funds are managed in conjunction with the funding and financial policies, which include the Liability Management Policy and 0 0 - Significant Non-Observable Inputs 0 0 the Investment Policy. NZ BONDS Credit Facilities Other than day to day credit facilities with suppliers, the Council has credit facilities available through lines of credit and finance leases (see Note 0 0 - Quoted Market Price 0 0 13). 12,917 12,917 - Observable Inputs 13,788 13,788 Fair Value Hierarchy Disclosures (IFRS 7) 992 992 - Significant Non-Observable Inputs 1,280 1,280 For those instruments recognised at fair value in the Statement of Financial Position, fair values are determined according to the following hierarchy: GLOBAL BONDS 0 0 - Quoted Market Price 0 0 * Quoted market price (level 1) – Financial instruments with quoted prices for identical instruments in active markets. 18,549 18,549 - Observable Inputs 15,670 15,670 * Valuation technique using observable inputs (level 2) – Financial instruments with quoted prices for similar instruments in active markets or quoted prices for identical or similar instruments in inactive markets and financial instruments valued using models where all significant inputs 0 0 - Significant Non-Observable Inputs 0 0 are observable. TRANS-TASMAN EQUITIES * Valuation techniques with significant non-observable inputs (level 3) – Financial instruments valued using models where one or more significant 549 549 - Quoted Market Price 388 388 inputs are not observable. 17,903 17,903 - Observable Inputs 18,168 18,168 475 475 - Significant Non-Observable Inputs 322 322 GLOBAL EQUITIES 0 0 - Quoted Market Price 0 0 36,993 36,993 - Observable Inputs 38,012 38,012 0 0 - Significant Non-Observable Inputs 0 0 LOW VOLATILITY EQUITIES 0 0 - Quoted Market Price 0 0 9,434 9,434 - Observable Inputs 10,061 10,061 0 0 - Significant Non-Observable Inputs 0 0 GLOBAL PROPERTY FUNDS 0 0 - Quoted Market Price 0 0 7,438 7,438 - Observable Inputs 7,338 7,338 0 0 - Significant Non-Observable Inputs 0 0
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92 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 TheNOTES Year TO FINANCIAL in Review STATEMENTS ThePITO KŌREROYear in KI TEReview TAUĀKI PŪTEA
Council Consolidated Council Consolidated Council Consolidated Council Consolidated 2018 2018 Financial Assets 2019 2019 2018 2018 Financial Assets 2019 2019 $,000 $,000 Fair Value through Comprehensive Revenue and Expenses $,000 $,000 $,000 $,000 Fair Value through Comprehensive Revenue and Expenses $,000 $,000 HEDGE FUND BONDS 0 0 - Quoted Market Price 0 0 9,093 9,093 AAA, Government & Agency 13,906 13,906 8,819 8,819 - Observable Inputs 8,741 8,741 13,959 13,959 AA+/AA/AA- 6,639 6,639 0 0 - Significant Non-Observable Inputs 0 0 5,587 5,587 A+/A/A- 6,016 6,016 GLOBAL LIST INFRASTRUCTURE 3,331 3,331 BBB+/BBB 3,463 3,463 0 0 - Quoted Market Price 0 0 488 488 Sub Prime Grade 714 714 6,838 6,838 - Observable Inputs 7,261 7,261 32,458 32,458 30,738 30,738 0 0 - Significant Non-Observable Inputs 0 0 CASH & SHORT-TERM DEPOSIT FINANCIAL LIABILITIES 0 0 AAA, Government & Agency 0 0 DERIVATIVE FINANCIAL INSTRUMENTS 19,894 19,894 AA+/AA/AA- 23,720 23,720 0 0 - Quoted Market Price 0 0 0 0 A+/A/A- 0 0 8,851 8,851 - Observable Inputs 13,972 13,972 0 0 BBB+/BBB 0 0 0 0 - Significant Non-Observable Inputs 0 0 19,894 19,894 23,720 23,720 There were no transfers between the different levels of the fair value hierarchy. EXISTING COUNTERPARTIES WITH NO DEFAULTS IN THE PAST Fair Value Hierarchy Disclosures 1,411 1,411 Loans and Receivables 1,575 1,575 The table below provides a reconciliation from the opening balance to the closing balance for the level 3 fair value measurements: 36,993 36,993 Global Equities 38,012 38,012 7,438 7,438 Global Property 7,338 7,338 Council Consolidated Council Consolidated 2018 2018 2019 2019 6,838 6,838 Global Listed Infrastructure 7,261 7,261 $,000 $,000 $,000 $,000 8,819 8,819 Hedge Fund 8,741 8,741 1,440 1,440 Balance at 1 July 1,466 1,466 17,903 17,903 Trans-Tasman Equities 18,168 18,168 0 0 Purchase of New Investment 136 136 9,434 9,434 Low Volatility 10,061 10,061 26 26 Gain and losses recognised in comprehensive income 0 0 1,023 1,023 Other shares and notes 710 710 0 0 Transfers out of level 3 0 0 89,858 89,858 91,867 91,867 1,466 1,466 Balance at 30 June 1,602 1,602 142,210 142,210 Total Financial Assets 146,324 146,324 Financial Instrument Risk The Council’s maximum credit exposure for each class of financial asset (excluding equities) is as follows:
Credit Risks To the extent another party has a payable to the Council, there is a credit risk in the event of non-performance by that counter party. No collateral or other security is required to support financial instruments. The Council has no significant concentrations of credit risk as it has many customers, mainly ratepayers. Financial instruments which subject the Council to potential credit risk principally consist of the following bank balances, investments and receivables as at balance date:
Council Consolidated Council Consolidated 2018 2018 Financial Assets 2019 2019 $,000 $,000 Fair Value through Comprehensive Revenue and Expenses $,000 $,000 19,894 19,894 Cash and Cash equivalents 23,720 23,720 0 0 Short Term Deposit 0 0 32,458 32,458 Bonds 30,738 30,738 1,411 1,411 Loans and Receivables 1,575 1,575 11,037 11,037 Accounts Receivable 8,782 8,782 64,801 64,801 Total Financial Asset Credit Risk 64,815 64,815
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Financial Assets Sensitivity Analysis Market Price Risk Equity investments are subject to equity price risk. A 1% change in the value of equities would have a maximum unhedged impact of $662,410. Cash and Cash Equivalents As part of a diversified portfolio of investments the Council has an investment of $11.07m in wholesale cash funds and $2.07m in term deposits. Currency Risk The Council also has $10.57m available in the Westpac cheque account. Trans-Tasman Equities are mainly held in New Zealand and Australian dollars. The currency risk of this portfolio is accepted aspartofthe overall investment strategy. The global equity portfolio is 64% hedged by foreign exchange contracts executed by the fund manager. Property Additionally, the Council and its Investment managers maintain cash amounts (liquidity) to manage their day to day cash requirements. This investments are via New Zealand denominated indices. ensures that enough funds are available for the Council and enables the Council to allocate funds between investment asset classes to maintain its risk profile. Accordingly amounts can fluctuate significantly and impact the potential level of financial revenue earned. Foreign Currency Exposure Total foreign currency exposure before hedging is as follows: Interest Rate Risk Both the wholesale cash fund and liquidity balances are subject to changes in market interest rates. This risk is actively managed by the fund managers and is spread across a range of investments and maturities. The amount of liquidity is managed between the Council and its investment Council Consolidated Council Consolidated managers and advisors. A 1% change in interest rates would have an impact of $237,200 over a one- year period if balances remained unchanged. 2018 2018 2019 2019 $,000 $,000 $,000 $,000 Credit Risk 4,092 4,092 Australian Dollar 2,897 2,897 Both the wholesale cash fund and liquidity balances are exposed to losses resulting from the failure of any bank or cash investment. This risk is managed by strict limits on the type and nature of permissible investments and investments are spread across a range of counterparties and 424 424 Brazilian Real 267 267 maturities. It is not practical or possible to model the impact of a change in credit rating or default event. 2,386 2,386 Canadian Dollar 2,085 2,085 Liquidity Risk 2,310 2,310 Swiss Franc 2,456 2,456 There is a risk that funds do not have enough cash funds to meet a drawdown by the Council. This risk is not significant as enough liquidity is maintained through lines of credit facilities and units can be sold in the funds on demand. 15 15 Chilean Peso 15 15 0 0 Czech Koruna 1 1 Bonds As part of a diversified portfolio of investments the Council has an investment of $30.74m in bonds. 13,750 13,750 Euro 13,107 13,107 This comprises an investment in ANZ’s NZ Bond Portfolio $13.79m, PIMCO and Wellington portfolios managed by Fisher Funds $15.67m and 11,114 11,114 British Pound 9,127 9,127 $1.28m in LGFA FRNs. 1,315 1,315 Hong Kong Dollar 1,611 1,611 Interest Rate Risk 5,470 5,470 Japanese Yen 5,891 5,891 Both the global bond fund and NZ bond holdings are subject to changes in market interest rates. This risk is managed by the fund managers and is spread across a range of investments and maturities. A 1% change in interest rates would have an impact of $307,380 over a 1-year period if 924 924 Denmark Krona 786 786 balances remained unchanged. 33 33 Polish Zloty 23 23 Credit Risk 170 170 Mexican Peso 254 254 Both the wholesale cash fund and liquidity balances are exposed to losses resulting from the failure of any underlying investment. This risk is managed by strict limits on the type and nature of permissible investments and investments are spread across a range of counterparties and 395 395 Norwegian Krone 314 314 maturities. It is not practicable or possible to model the impact of a change in credit rating or default event. 42,957 42,957 New Zealand Dollar 45,080 45,080 Currency Risk 1,320 1,320 Swedish Krona 893 893 The global bond portfolio is subject to changes in foreign currency. The largest non-NZD exposure is to the US dollar, a 10% change in currency would result in an impact of $1,567,048. 327 327 Singapore Dollar 190 190 43,907 43,907 United States Dollar 46,257 46,257 Loans and Receivables All loans and receivables due to the Council which are liable to earn interest are charged based on an agreed commercial schedule. Such items (8) (8) Chinese Yuan 2 2 are intended to be held through to maturity with interest rates reviewed as required in the terms of the advance. (1) (1) Indian Rupee 2 2 Interest Rate Risk 19 19 Indonesian Rupiah 39 39 All loans and receivables due to the Council are subject to changes in market interest rate. A 1% change in interest rate would result in an impact of $15,750. 285 285 South Korean Won 252 252 157 157 Thai Baht 133 133 Credit Risk All loans and receivables are exposed to losses resulting from the failure of the entity to which a loan has been made. No formal credit monitoring 67 67 Malaysian Ringgit 52 52 procedures exist. 107 107 Taiwanese Dollar 110 110 Accounts Receivables 19 19 South African Rand 9 9 All counterparties within the accounts receivable mainly arise from the Council’s statutory functions or a community development decision made by the Council. The Council has no significant concentration of credit risk in relation to debtors. The Council has power under the Local 14 14 Russian Ruble 15 15 Government Rating Act 2002 to recover money from ratepayers. 18 18 Turkish Lira 13 13 Credit Risk 0 0 Peruvian Sol 53 53 Other than standard internal credit monitoring procedures there are no cost-effective measures available to monitor the credit quality of such counterparties. 243 243 Israeli Shekel 257 257 131,828 131,828 132,191 132,191 Equities As part of a diversified portfolio of LTIF investments the Council has an investment of $66.24m in equity funds, Global Property of $7.34m, Global Listed Infrastructure of $7.26m and Hedge Fund of $8.74m.
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Financial Instrument Risk The table below analyses the Council and group’s financial liabilities into relevant maturity groupings based on the remaining period at balance Assets Carrying Contractual Less than 1 1 - 2 Years 2 - 5 Years More than 5 date to the contractual maturity date. Future interest payments on floating rate debt are based on the floating rate on the instrument at balance Amount Cash flows Year Years date. The amounts disclosed are the contractual undiscounted cash flows and include interest payments. COUNCIL 2019 Cash and Cash equivalents 10,567 10,567 10,567 0 0 0 Liabilities Carrying Contractual Less than 1 1 - 2 Years 2 - 5 Years More than 5 Amount Cash flows Year Years Loans and Receivables 1,575 1,853 242 256 688 667 COUNCIL 2019 Accounts Receivable 8,782 8,782 8,782 0 0 0 Creditors and Other Payables 7,699 7,699 7,699 0 0 0 Net Settled Derivative Asset 0 0 0 0 0 0 Secured Loans 1,600 3,666 116 116 1,834 1,600 Total 20,924 21,202 19,591 256 688 667 Debentures 112,000 129,659 27,557 14,124 36,444 51,535 CONSOLIDATED 2019 Finance Leases 1,325 1,514 120 120 318 956 Cash and Cash equivalents 10,567 10,567 10,567 0 0 0 Net Settled Derivative Liabilities 13,972 14,329 2,850 2,617 5,956 2,906 Loans and Receivables 1,575 1,853 242 256 688 667 Total 136,596 156,867 38,342 16,977 44,552 56,997 Accounts Receivable 8,782 8,782 8,782 0 0 0 CONSOLIDATED 2019 Net Settled Derivative Asset 0 0 0 0 0 0 Creditors and Other Payables 7,699 7,699 7,699 0 0 0 Total 20,924 21,202 19,591 256 688 667 Secured Loans 1,600 3,666 116 116 1,834 1,600 COUNCIL 2018 Debentures 112,000 129,659 27,557 14,124 36,444 51,535 Cash and Cash equivalents 6,956 6,956 6,956 0 0 0 Finance Leases 1,325 1,514 120 120 318 956 Loans and Receivables 1,411 1,717 236 352 990 139 Net Settled Derivative Liabilities 13,972 14,329 2,850 2,617 5,956 2,906 Accounts Receivable 11,037 11,037 11,037 0 0 0 Total 136,596 156,867 38,342 16,977 44,552 56,997 Net Settled Derivative Asset 0 0 0 0 0 0 COUNCIL 2018 Total 19,404 19,710 18,228 352 990 139 Creditors and Other Payables 8,847 8,847 8,847 0 0 0 CONSOLIDATED 2018 Secured Loans 12,800 14,733 383 383 1,150 12,816 Cash and Cash equivalents 6,956 6,956 6,956 0 0 0 Debentures 104,000 114,095 22,486 27,033 42,539 22,037 Loans and Receivables 1,411 1,717 236 352 990 139 Finance Leases 1,424 1,552 120 120 318 994 Accounts Receivable 11,037 11,037 11,037 0 0 0 Net Settled Derivative Liabilities 8,851 15,192 2,574 2,446 5,501 4,670 Net Settled Derivative Asset 0 0 0 0 0 0 Total 135,922 154,418 34,410 29,982 49,509 40,517 Total 19,404 19,710 18,228 352 990 139 CONSOLIDATED 2018 Creditors and Other Payables 8,847 8,847 8,847 0 0 0 Maturity term of LTIF Bonds Secured Loans 12,800 14,733 383 383 1,150 12,816 Debentures 104,000 114,095 22,486 27,033 42,539 22,037 Council Consolidated Council Consolidated 2018 2018 2019 2019 Finance Leases 1,424 1,552 120 120 318 994 $,000 $,000 $,000 $,000 Net Settled Derivative Liabilities 8,851 15,192 2,574 2,446 5,501 4,670 1,552 1,552 Less than one year 2,206 2,206 Total 135,922 154,418 34,410 29,982 49,509 40,517 16,468 16,468 One to five years 10,292 10,292 The table below analyses the Council and group’s financial assets into relevant maturity groupings based on the remaining period at balance date 13,446 13,446 Greater than five years 16,960 16,960 to the contractual maturity date. The amounts disclosed are the contractual undiscounted cash flows and include interest receipts. 31,466 31,466 29,458 29,458
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Note 23: Derivative Financial Instruments Note 25: Depreciation and Amortisation expense by Group of Activity
Council Consolidated Council Consolidated Council Consolidated Council Budget Consolidated 2018 2018 2019 2019 2018 2018 2019 2019 2019 $,000 $,000 $,000 $000 $,000 $,000 $,000 $,000 $,000 CURRENT ASSET PORTION 494 494 Corporate Activities 546 603 546 0 0 Interest rate swaps 0 0 7 7 Democratic Process 7 10 7 0 0 Total current asset portion 0 0 459 459 Arts & Culture 467 453 467 NON-CURRENT ASSET PORTION 2,659 2,659 Community Facilities 2,737 2,902 2,737 0 0 Interest rate swaps 0 0 27 27 District Economy 28 105 28 0 0 Total non-current asset portion 0 0 2 2 Community Development 2 2 2 0 0 Total derivative financial instrument assets 0 0 45 45 Regulatory Services 62 46 62 CURRENT LIABILITY PORTION 1 1 Environmental Sustainability 1 1 1 213 213 Interest rate swaps 102 102 4,559 4,559 Water Supply Service 4,548 4,934 4,548 213 213 Total current liability portion 102 102 6,470 6,470 Roading & Footpaths 6,726 6,438 6,726 NON-CURRENT LIABILITY PORTION 417 417 Stormwater 429 440 429 8,638 8,638 Interest rate swaps 13,870 13,870 1,327 1,327 Waste Water 1,360 1,429 1,360 8,638 8,638 Total non-current liability portion 13,870 13,870 44 44 Solid Waste 50 49 50 8,850 8,850 Total derivative financial instrument liabilities 13,972 13,972 273 273 Coastal Structure 273 296 273 Fair Value 16,784 16,784 17,236 17,735 17,236 Interest rate swaps The fair value of interest rate swaps has been determined by calculating the expected cash flows under the terms of the swaps and discounting Note 26: Explanations of Major Variances against budget these values to present value. Explanations for major variations from the Council’s budget figures in its 2018-28 LTP are as follows:
Interest Rate swaps Statement of Comprehensive Revenue and Expense The notional principal amounts of the outstanding interest rate swap contracts for the Council were $152m (2018 $157m). As at 30 June 2019, • Financial Revenue is greater than budgeted by $1m due to Council’s Investment Portfolio returns being higher than expected as a result of the fixed interest rates for cash flow hedge interest rate swaps varied from 1.93% to 5.55% (2018 2.75% to 5.55%). strong market conditions. • Subsidies and Grants are greater than budgeted by $1.4m due to unbudgeted income for the Landfill roading project and other Landfill Interest rates have plummeted to record lows globally meaning that borrowers around the world have fixed interest rate positions which are related costs, recovered from NZTA and NPDC. significantly above prevailing rates. The Council does however, maintain an interest rate policy framework to protect against all potential interest • Loss on derivative contract valuations of $5.1m which was unbudgeted. A full explanation is given under note 23 with regards to unrealised rate scenarios (i.e. not simply a sharply declining environment), acting as a prudent financial manager which requires a minimum level of interest mark to market losses. rate fixing. The Council enters into interest rate hedging contracts on a regular basis to lock in interest rates on the debt portfolio. This is to • Finance costs and Depreciation are lower than budgeted by $1.5m due to savings on Interest paid and delayed projects. support statutory and financial objectives, seeking to achieve a level of certainty in interest costs over time. Having interest rate hedging contracts in place reduces the impact of changes in interest rates on interest expense, helping to provide certainty on rates and deliver to budgeted and Statement of Financial Position planned expenditure. • The Current Assets are higher than budgeted by $4.4m due to more cash in the bank and higher prepayments which include payment to NPDC for Council’s Landfill share. Accounting standards require the reporting of the fair value (mark to market) of interest rate hedging contracts each financial year. Changes in • Total Non-Current Assets are lower than budgeted by $25m due to delayed capital works programme. fair values reflect movements in interest rates. As interest rates in New Zealand have fallen to historic lows over the past year, Council will be • The Current and Non-Current Term Liabilities are $22.0m lower than budgeted mainly due to a lower than anticipated debt requirement as reflecting a mark to market loss as at 30 June 2019. This is a non-cash adjustment and these mark to market losses will not be realised as the a result of delays in capital projects and transfer of $4.5m debt from external debt to internal debt. interest rate hedging contracts are generally held to maturity. The mark to market position of these interest rate hedges is however, adjusted annually and were interest rates to increase over the coming financial year, a gain would be shown on next years’ financial statements. Note 27: Insurance Information Note 24: New Zealand Local Government Funding Agency The South Taranaki District Council (STDC) is a shareholder of the New Zealand Local Government Funding Agency Limited (NZLGFA). The NZLGFA 2018 2019 was incorporated in December 2011 with the purpose of providing debt funding to local authorities in New Zealand and it has a current credit $,000 $,000 rating from Standard and Poor’s of AA+. Total value of all assets covered by insurance contracts 175,658 195,579 The Council is one of 31 shareholders and 22 local authority guarantors of the NZLGFA. In that regard it has uncalled capital of $100k. When Total value of all assets covered by financial risk sharing arrangements 282,755 296,117 aggregated with the uncalled capital of other shareholders, $20m is available if an imminent default is identified. Also, together with the other shareholders, the Council is a guarantor of all NZLGFA’s borrowings. At 30 June 2019, NZLGFA had borrowings totalling $9,531m (2018: $8,272m). Total assets covered by insurance 458,413 491,697
Financial reporting standards require the Council to recognise the guarantee liability at fair value. However, the Council has Note 28: Rating Base Information been unable to determine a sufficiently reliable fair value for the guarantee, and therefore has not recognised a liability. The Council considers the risk of NZLGFA defaulting on repayment of interest or capital to be very low on the basis that: * We are not aware of any local authority debt default events in New Zealand; and 30/06/2018 30/06/2019 * Local Government legislation would enable local authorities to levy a rate to recover enough funds to meet any debt obligations if further funds were required. Number of rating units 14,197 14,231 Total capital value of rating units $10,259,618,500 $10,293,895,450 Total land value of rating units $7,251,101,950 $7,255,359,100
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Note 29: Joint Committee – Central Landfill Rates (Income) Affordability During 2017/18 the Council agreed with the New Plymouth District Council (NPDC) and the Stratford District Council (SDC) to form a Joint The following graph compares the Council’s actual rates income with a quantified limit on rates included in the Financial Strategy included in the Committee tasked with developing a new central landfill and operating it following the closure of the Colson Road Landfill. Council’s Long Term Plan. The quantified limit is rates income 60-65% of total projected revenue.
Each council’s share of capital contribution, distribution of any operating surplus or apportionment of any operating deficit has been agreed as NPDC 66.4%, STDC 27.1% and SDC 6.5%. RATES (INCOME) AFFORDABILITY BENCHMARK
In November 2018, the Joint Committee made the decision to suspend further development of the Central Landfill. Waste will now be disposed of at Bonny Glen under a 35-year contract with Midwest Disposals Ltd who operate the landfill. As there is no alternative use for the landfill, 70 all capital costs incurred have been written off to surplus or deficit, of which the Council share is $2.23 million. As at 30 June 2019 the Joint Committee is yet to decide about the return of unspent contributions. 60 Note 30: Items subsequent to Balance Date We have no items subsequent to balance date currently. 50 Note 31: Financial Prudence Benchmarks Annual Report Disclosure Statement for year ending 30 June 2019 40 Quantified limit on rates increase The purpose of this statement is to disclose the Council’s financial performance in relation to various benchmarks to enable the Actual rates increases (at or within limit) assessment of whether the Council is prudently managing its revenue, expenses, assets, liabilities and general financial dealings. Actual rates increases (exceeds limit) The Council is required to include this statement in its Annual Report in accordance with the Local Government (Financial Reporting and % Increase Prudence) Regulations 2014 (the regulations). Refer to the regulations for more information, including definitions of some of the terms used in 30 this statement.
Rates affordability benchmark 20 The Council meets the Rates Affordability Benchmark if – • Its actual rates income equals or is less than each quantified limit on rates; and • Its actual rate increases equal or are less than each quantified limit on rates increases. 10
Rates (increase) Affordability The following graph compares the Council’s actual rates increases with a quantified limit on rates included in the Financial Strategy included in 0 the Council’s Long Term Plan. The quantified limit is the Local Government Index plus 1%. 2014-15 2015-16 2016-17 2017-18 2018-19 Year RATES (INCREASES) AFFORDABILITY BENCHMARK Debt Affordability The Council meets the debt affordability benchmark if its actual borrowing is within each quantified limit on borrowing. The following 5 graphs compares the Council’s actual borrowing stated in the Financial Strategy included in the Council’s Long Term Plan. These 5 graphs are based on 6 Council’s definitions and not the legislation. 1 – The quantified limit is net debt less than 150% of revenue.
5 DEBT AFFORDABILITY BENCHMARK
4 200
Quantified limit on rates increase 150 3 Actual rates increases (at or within limit) % Increase Actual rates increases (exceeds limit) 2 100
50 Quantified limit on debt 1 Actual net debt/revenue (at or within limit) Actual net debt/revenue (over limit) 0 0 (%) debt/revenue Net 2014-15 2015-16 2016-17 2017-18 2018-19 2014-15 2015-16 2016-17 2017-18 2018-19 Year 50
100 Year
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2 - Net interest expense as a percentage of total annual income of not more than 15%. 4 - Liquidity Ratio; external term debt plus committed bank loan facilities plus liquid assets/cash equivalents maintained at an amount of at least 110% over existing external debt. DEBT AFFORDABILITY BENCHMARK DEBT AFFORDABILITY BENCHMARK
20 160
15 140
10 120
5 100
0 Quantified limit on debt 80 Quantified limit on debt 2014-15 2015-16 2016-17 2017-18 2018-19 Actual net interest/revenue (at or within limit) Liquidity ratio (at or over limit) 5 Actual net interest/revenue (over limit) 60 Liquidity ratio (less than minimum) Liquidity ratio (%) Liquidity ratio
Net Interest/revenue (%) Interest/revenue Net 10 40
15 20 0 20 2014-15 2015-16 2016-17 2017-18 2018-19 Year Year
3 - Net interest expense as a percentage of total annual rates income of not more than 25%. 5 - Net debt per capita is less than $2,000 per person.
DEBT AFFORDABILITY BENCHMARK DEBT AFFORDABILITY BENCHMARK
30 2,500 2,000 20 1,500
10 1,000
Quantified limit on debt 500 Quantified limit on debt 0 Actual net interest/revenue (at or within limit) Net debt per person (at or within limit) 2014-15 2015-16 2016-17 2017-18 2018-19 Actual net interest/revenue (over limit) Net debt per person (Over limit) 0 2014-15 2015-16 2016-17 2017-18 2018-19 10 Net debt per person debt Net
Net Interest/revenue (%) Interest/revenue Net 500
20 1,000
1,500 30 Year Year
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Balanced Budget Benchmark Debt Servicing Benchmark The following graph displays the Council’s revenue (excluding development contributions, financial contributions, vested assets, gains on The following graph displays the Council’s borrowing costs as a proportion of revenue (excluding development contributions, financial derivative financial instruments, and revaluations of property, plant, or equipment) as a proportion of operating expenses (excluding losses on contributions, vested assets, gains on derivative financial instruments, and revaluations of property, plant, or equipment). Because Statistics New derivative financial instruments and revaluations of property, plant, or equipment). The Council meets this benchmark if its revenue equals or is Zealand projects the Council’s population will grow more slowly than the national population growth rate, it meets the debt servicing benchmark greater than its operating expenses. if its borrowing costs are equal or less than 10% of its revenue.
BALANCED BUDGET BENCHMARK DEBT SERVICING BENCHMARK
120 110.28% 102.08% 112.78% 112.07% 102.87% 12
100 10 8.96% 9.04% 8.18% 7.44% 8.10%
80 8
60 6 Benchmark met Benchmark met Benchmark not met Benchmark not met 40 4 Revenue/expenditure (%) Revenue/expenditure Borrowing costs/revenue % costs/revenue Borrowing 20 2
0 2014-15 2015-16 2016-17 2017-18 2018-19 0 2014-15 2015-16 2016-17 2017-18 2018-19 Year Year
Essential Services Benchmark Debt Control Benchmark The following graph displays the Council’s Capital Expenditure on network services as a proportion of depreciation on network services. The The following graph displays the Council’s actual net debt as a proportion of planned net debt. In this statement, net debt means financial Council meets this benchmark if it’s capital expenditure on network services equal or is greater than depreciation on network services. liabilities, less financial assets (excluding trade and other receivables). The Council meets the debt control benchmark if its actual net debt equals or is less than its planned net debt. ESSENTIAL SERVICES BENCHMARK DEBT CONTROL BENCHMARK 150 140 102.14% 105.33% 104.86% 123.22% 95.29% 120 100
100 50 1.56% 87.92% -38.82% -93.69% -108.73% 80 0 Benchmark met Benchmark met 60 Benchmark not met Benchmark not met 50
40 % debt net Actual/Budgeted 100 20
Capital expenditure/depreciation (%) expenditure/depreciation Capital 150 2014-15 2015-16 2016-17 2017-18 2018-19 0 2014-15 2015-16 2016-17 2017-18 2018-19 Year Year
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Operations Control Benchmark PITO KŌRERO KI TE TAUĀKI PŪTEA This graph displays the Council’s actual net cash flow from operations as a proportion of its planned net cash flow from operations. The Council meets the operations control benchmark if its actual net cash flow from operations equals or is greater than its planned net cash flow from operations.
ESSENTIAL SERVICES BENCHMARK
250
200 178.35% 145.03% 124.37% 236.88% 95.29%
150
100 Benchmark met Benchmark not met
Actual/Budgeted net debt (%) debt net Actual/Budgeted 50
0 2014-15 2015-16 2016-17 2017-18 2018-19 Year
AKING S M OUTH TA RA N A THE MOST K I
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100 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 POLITICALThe Year in STRUCTURE Review ELECTEDThe Year inMEMBERS Review
Mayor The Mayor, Councillors and Community Board members listed below were elected in October 2016 for a three year term. Ross Dunlop Mayor Mr Ross Dunlop Deputy Mayor Deputy Mayor Mr Phil Nixon Phil Nixon Councillors Mr Andy Beccard Ms Bonita Bigham Ms Kirsty Bourke Mr Gary Brown Mr Clem Coxhead Mr Gordon Lawson Policy Council Community Mr Phil Nixon Mr Robert Northcott Development Boards Mrs Steffy Mackay Mr Jack Rangiwahia Committee Mr Bryan Roach Mr Ian Wards Community Boards EGMONT PLAINS COMMUNITY BOARD ELTHAM COMMUNITY BOARD Mr Craig Dingle (Chair) Mrs Karen Cave Enviroment Iwi Liaison Eltham Drainage Mr Brian Vincent Mr Alan Hawkes and Hearings Committee Committee Mr Andy Whitehead Mrs Maree Liddington (Chair) Committee Ms Sharlee Mareikura Mr Jim Turahui Chairperson Chairperson Cr Bonita Bigham Cr Steffy Mackay Chairperson Ross Dunlop Ray Willy HĀWERA-TANGAHOE COMMUNITY BOARD PĀTEA COMMUNITY BOARD Andy Beccard Committee Committee Ms Celine Filbee (Chair) Mrs Jacq Dwyer Deputy Chairperson Andy Beccard Gordon Lawson Mr Mark Hayman Ms Dianne Lance Bonita Bigham Bonita Bigham Ken Rye Mr Roydon Collingwood Mrs Ruth MacKay (Chair) Phil Nixon Bruce Campbell Mrs Diana Reid Mrs Olivia McQuillan Committee Clem Coxhead Marty Davis Rick Coplestone Cr Gary Brown Cr Rob Northcott Steffy Mackay Marama Pullen Jonathon Perry Robert Northcott John Niwa Puna Wano-Bryant Ōmahuru Robinson Te Ahu Rei Ngapari Nui Sandy Parata
Personnel Committee District Licensing Committee Community Services Portfolio Group Engineering Portfolio Group Audit and Risk Committee
South Taranaki District Council’s Annual Report 2019/2020 | 186 South Taranaki District Council’s Annual Report 2019/2020 | 187
101 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2 MANAGEMENTThe Year in Review AND STAFF The Year in Review
THE CHIEF EXECUTIVE’S ROLE AND RESPONSIBILITIES COUNCIL CONTROLLED ORGANISATIONS The Council’s Governance Policies and legislation determine the role and responsibilities of the Chief Executive. At the Council all delegations are The South Taranaki District Council has 100% ownership of the Company – Novus Contracting Ltd. Novus Contracting Ltd is exempt of being a from the Council to the Chief Executive Officer except for certain provisions within the Resource Management Act where there is clear direction Council Controlled Organisation under Section 7 (3) of the Local Government Act 2002. to delegate to the relevant staff member. The Chief Executive employs all staff and acts on the Council’s behalf.
The Chief Executive has approval to expend or commit the Council to any approved expenditure contained in the Long Term Plan or Annual Plan or over-expenditure within the following thresholds: OFFICE LOCATIONS The main Council Administration Building is in Albion Street, Hāwera and the Council provides an extensive combined library and council service Up to 15% above a budgeted expenditure item greater than $1m throughout the District, known as LibraryPlus centres in Ōpunakē, Eltham, Hāwera, Kaponga, Manaia, Pātea and Waverley. The Council services Up to 20% above a budgeted expenditure item greater than $200,000 but less than $1m include payment of rates and accounts, enquiries for pensioner housing, burials, building consent applications, property file requests and Up to 20% (maximum $40,000) for items less than $200,000 community facility bookings. Six of the LibraryPlus centres act as agencies for the dissemination of visitor information. Up to $100,000 for unbudgeted expenditure; and To all works necessary in the case of an emergency (with no financial limit). Monitoring of Chief Executive’s performance LOCATIONS/DIRECTORY The Personnel Committee’s primary function is to oversee the relationship between the Council and the Chief Executive (CE) and monitor his/ Hāwera Administration Centre 105-111 Albion Street her performance. The Committee comprises of the Mayor, the Deputy Mayor, the Chairman of the Environment and Hearings Committee and Hāwera 4610 two councillors. Telephone 06 278 0555/0800 111 323 Fax 06 278 8757 Senior Leadership Team Mr Waid Crockett Chief Executive Postal Address Mrs Phillippa Wilson Group Manager Corporate Services South Taranaki District Council Private Bag 902 Mr John McKenzie Group Manager Environmental Services (1 July 2018 – mid-November 2018) Hāwera 4640 Mrs Phillippa Wilson Acting Group Manager Environmental Services (mid-November 2018 to 26 April 2019) Mr Liam Dagg Group Manager Environmental Services (29 April 2019 – 30 June 2019) Hāwera LibraryPlus High Street Hāwera Mr Brent Manning Group Manager Engineering Services (1 July 2018 – November 2018) Telephone 0800 111 323 Mr Rob Green Acting Group Manager Engineering Services (November 2018 – December 2018) Fax 06 278 9407 Ms Fiona Greenhill Acting Group Manager Engineering Services (January 2019 – March 2019)
Ms Fiona Greenhill Group Manager Community Services (1 July 2018 – March 2019) Eltham LibraryPlus High Street Eltham Restructured Engineering Services and Community Services from two groups into one Telephone 0800 111 323 Ms Fiona Greenhill Group Manager Community & Infrastructure Services (March 2019 – 30 June 2019) Fax 06 764 8857
Our staff The table below shows changes in staff numbers across departments. Kaponga LibraryPlus Egmont Street Kaponga 2018 2019 Telephone 0800 111 323 Fax 06 764 6088 Fulltime Part-time Fixed Term Fulltime Part-time Fixed Term
Office of the Chief Executive 9 0 0 8 0 1 Manaia LibraryPlus South Road Community & Infrastructure 67 52 5 70 44 3 Manaia Telephone 0800 111 323 Environmental 20 1 0 19 1 0 Fax 06 274 8374
Corporate 34 11 5 32 9 5 Totals 130 64 10 129 54 9 Ōpunakē LibraryPlus Napier Street Ōpunakē Telephone 0800 111 323 Fax 06 761 7039
Pātea LibraryPlus Egmont Street Pātea Telephone 0800 111 323 Fax 06 273 8340
Waverley LibraryPlus Weraroa Road Waverley Telephone 0800 111 323 Fax 06 346 6052
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i-SITE High Street Hāwera Telephone 06 278 8599 Fax 06 278 6599
TSB HUB Camberwell Road Hāwera 4610 Telephone 06 278 0646
Hāwera Aquatic Centre Waihi Road Hāwera 4610 Telephone 06 278 0021 Fax 06 278 0022
GENERAL INFORMATION Bankers Westpac Trust PO Box 83 Hāwera 4640
Auditors Audit New Zealand, Palmerston North, on behalf of the Auditor General
Solicitors Auld Brewer Mazengarb and McEwen 9 Vivian Street New Plymouth C & M Legal – The Litigation Experts 9 Vivian Street New Plymouth
Simpson Grierson HSBC Tower 195 Lambton Quay Wellington 6011
Postal Address South Taranaki District Council Private Bag 902 Hāwera 4640
Website www.southtaranaki.com
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Report
To Mayor and Councillors From Claire Symes, Community Development Manager Date 9 October 2019 Subject Town Centre Masterplans (This report shall not be construed as policy until adopted by full Council)
Executive Summary
1. The development of masterplans for the town centres in Pātea, Waverley, Manaia, Ōpunakē and Eltham was a key project in the 2018-28 Long Term Plan (LTP). Initially funding was spread over the first five years of the LTP, however Council subsequently approved that this funding be brought forward to the first two years so that all five masterplans could be developed at the same time.
2. Over the period of May to September 2019, the five masterplans have been developed in consultation with the community. These are now being presented to the Council for adoption so that the implementation of the plans and associated costs can be considered as part of the 2021-31 LTP.
Recommendation
THAT the Council adopts the Town Centre Masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham for consideration as part of the 2021-31 Long Term Plan.
Background
3. In the 2018-28 LTP funding to undertake five town centre masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham was approved.
4. Following a Request for Proposal (RFP) and shortlisting process, a joint RFP from Rationale, Veros and LandLab was selected to undertake the master planning exercise across all five towns with the deadline for completion being September 2019.
5. The first step of the process was a ‘deep dive’ into the towns including meetings with business associations, Iwi, sessions in the LibraryPlus and community meetings to gain as much initial input as possible on the challenges and opportunities in each town. This input formed the basis of first drafts which were then presented back to the community for feedback. A workshop was also held with the Council at this time.
6. The written feedback provided from each community was provided to the consultants who refined the drafts based on the feedback provided where appropriate. These second drafts were workshopped with the Council and then a final check-in with each community was also undertaken.
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7. Notes from the final community check-ins on 9 and 10 September are attached as Appendix II.
8. Written feedback received following the presentations is provided as Appendix I.
9. The final town centre masterplans which are being considered for adoption are attached as Appendix III.
Local Government Purpose
10. The development of masterplans for the town centres of Pātea, Waverley, Manaia, Ōpunakē and Eltham provides a basis for future development and enhancement of these towns. As the masterplans are implemented the enhancements will promote the social, economic, environmental and cultural well-being of these communities.
Options – Identification and analysis
Option(s) available
11. Adopt the Masterplans.
12. Do not adopt the Masterplans.
13. The development of masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham was a key project in the 2018-28 LTP. If the Council does not adopt these masterplans this project cannot be completed and therefore consideration of any enhancements for the town centres would not necessarily be planned and budgeted for in the next LTP.
14. There is also a risk that there would be a public perception that the Council has no commitment to invest in the town centres of the District’s smaller towns when Hāwera has had significant investment into its town centre over recent years, following the adoption of the Hāwera Town Centre Strategy.
Considerations and Assessments
Assessment of Significance and Engagement
15. South Taranaki District Council’s general approach to determining the level of “significance” will be to consider:
Criteria Measure Assessment Degree The number of residents and ratepayers affected The residents and and the degree to which they are affected by the businesses in the five decision or proposal. towns will benefit from the development of masterplans. LOS The achievement of, or ability to achieve, the The development of the Council’s stated levels of service as set out in the masterplans is an Long-Term Plan 2018-2028. existing project within the 2018-28 LTP. Decision Whether this type of decision, proposal or issue There has been keen has a history of generating wide public interest interest in the within South Taranaki. masterplans over the time they have been developed. Financial The impact of the decision or proposal on the The cost of developing Council’s overall budget or included in an the masterplans was
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Criteria Measure Assessment approved Long Term Plan and its ability to carry included in the 2018-28 out its existing or proposed functions and LTP, however budgets for activities now and in the future. implementing the masterplans will be considered as part of the 2021-31 LTP. Reversible The degree to which the decision or proposal is Adoption of the reversible. masterplans is a commitment in principle until funds for implementation are provided as part of the 2021-31 LTP. The decision to adopt the masterplans can be reversed at any time up until implementation of projects begin.
16. In terms of the Council’s Significance and Engagement Policy this matter is of Medium Significance.
17. The public will be informed of the Council’s decision to adopt the masterplans as there has already been extensive community engagement during their development.
18. Further engagement on the implementation of the plans will take place as part of the 2021-31 LTP process.
Legislative Considerations
19. There are no legislative considerations with regard to adopting masterplans for the District’s five main towns.
Financial/Budget Considerations
20. The recommendation in this report does not have any immediate financial implications, other than operational. However, if the masterplans are adopted, the implementation of these will have significant financial implications. These will be considered as part of the development of the 2021-31 LTP budgets together with other existing Council projects and in consideration of Council’s financial strategy in terms of future debt levels.
Consistency with Plans/Policies/Community Outcomes
21. The development of masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham is consistent with the 2018-28 LTP. However, the LTP allowed for the development of the five masterplans over a five-year period and the Council subsequently resolved that all five masterplans would be undertaken at once, within the first two years of the LTP.
22. Having confirmed masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham will contribute to the following community outcomes:
• Vibrant South Taranaki - The District has high-quality public amenities and facilities that all people have access to. • Prosperous South Taranaki – South Taranaki is an attractive place to work, do business and to visit and People are confident and are happy to invest in the future.
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Impact on Māori/Iwi
23. All four South Taranaki Iwi were invited to provide input into and feedback on the draft masterplans. Ngā Rauru, Nga Ruahine and Taranaki Iwi all provided input into the plans relevant to their rohe. The Orimupiko hapū of Ōpunakē provided cultural context for Ōpunakē’s masterplan. The Ngāti Tai Hapū of Ngā Rauru Kiitahi also provided the context for Te Wairoa Iti Marae in the Waverley masterplan.
24. Further consultation will occur before and during any project implementation.
Affected Parties Consultation
25. There has been considerable consultation with each community during the development of the masterplans to ensure that the vision and key actions being outlined in the plans meet the needs and desires of that community.
26. If the plans are adopted by the Council, further engagement with the community will occur in the future as implementation of the plans will be a key project in the 2021-31 LTP.
Conclusion
27. Development of town centre masterplans for Pātea, Waverley, Manaia, Ōpunakē and Eltham was an approved project in the 2018-28 LTP. These have now been developed in consultation with the community and are being presented to the Council for adoption. Once adopted, implementation of the masterplans and the associated costs can be considered as part of the 2021-31 LTP process.
[Seen by] Claire Symes Fiona Greenhill Community Development Group Manager Community and Manager Infrastructure Services
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Appendix I
The final version of the five Town Masterplans for Pātea, Waverley, Ōpunakē, Manaia and Eltham were presented to the communities by Rationale consultant Edward Guy at community meetings in the towns over two days on 9 and 10 September 2019.
Key points raised at the meetings are noted as follows:
Manaia Town Master Plan meeting 2pm Monday 9 September 2019 at the Manaia LibraryPlus
In attendance: 12 community members, 7 elected members and political candidates, 3 Council staff and one policeman
Question asked - what would replace the Town Hall in the area defined as the heart and they wanted to ensure any new facility was well used?
Narrowing the road around the roundabout was queried - how practical is that for trucks? Acknowledgement that you took your life in your hands crossing the space. There was also concern about too much planting around the roundabout as it made it difficult to see the oncoming traffic. They said it was good at the moment.
Old cars on private properties was raised as an issue around town.
Need to recognise Yarrows more as the main employer in the town and also that they were a popular reason to stop in Manaia. People travel from all over to get their $1 loaves of bread.
Great street trees at the town entrances – discussion about whether or not they are needed in the “heart”.
Suggestion of a community garden
Eltham Town Master Plan meeting 6pm Monday 9 September 2019 at Taumata Park
In attendance: 27 community members, 6 elected members and political candidates and 3 Council staff.
There was a suggestion that the Plan doesn't address the experience of those who live here – Edward replied said the whole focus of the plan was for residents first but also to encourage more people to stay longer.
Key conversation around relocating heart to Bridge Street instead of spanning the state highway – then it was suggested they didn’t want the eastern side removed but wanted a focus on the western side first.
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For the Marketing Plan - Eltham wants to be involved and it was suggested they were more than the Gateway to Rotokare – they also wanted the plan brought forward in the timeline.
They were keen to see buildings painted.
They suggested that the subdivision should be moved forward.
A suggestion of a shower and outside toilet for freedom campers and dump station for campers
Tree planting High Street corners was a concern due to visibility restrictions and the Council’s “poor reputation of tree management”.
Question asked: How do we get locals involved in helping to care for their communities?
Waverley Town Master Plan meeting 10.30am Tuesday 10 September 2019 at Waverley LibraryPlus
In attendance: 15 community members, 4 elected members and political candidates and 2 Council staff.
There was discussion about iwi relationships and a call for more transparency in the discussions especially regarding the future use of the Town Belt.
Speed through the town was a real issue.
A lack of parking was raised by the Four Square owner who said people park on the footpaths. Stormwater is also an issue in front of the shop and the road camber needs smoothing.
There was a suggestion that the next step should be working committees rather than public meetings.
It was raised that meetings during the day don’t work for younger people.
There was support for the bottom up approach of the plan development which ultimately had given challenges for the community to take up. There was also a need to promote the meetings better.
There was discussion about a Kiwi statue and a suggestion that one was being made already but this was unconfirmed.
Pātea Town Master Plan meeting 3pm Tuesday 10 September 2019 at Pātea LibraryPlus
In attendance: 18 community members, 4 elected members and political candidates and 2 Council staff
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Traffic speed a real concern – they asked about speed cameras, speed humps or raised environments and there was a comment that the existing pedestrian crossing was dangerous with people not stopping – especially dangerous for kids.
There was a suggestion that maybe the subdivision needs to be brought forward as it was chicken or egg – encouraging people to come here and then having nowhere for them to live.
The state of existing buildings was raised with one person suggesting that if there was spare paint they would do it as the buildings were crappy. It was suggested this would help build community spirit and the young ones could do the work.
It was raised that there was a young local wanting to do murals in the town but they were having trouble getting people to allow access to the walls.
It was suggested the Council may be able to apply to the Tourism Infrastructure Fund to help pay for toilets and questions asked whether they could include showers for Freedom campers. Also suggested that this would be better at Mana Bay. Another suggestion that the upgrade of the flat behind the Hunter Shaw could include toilets/showers – a freedom camping hub?
Suggestion that the seats along the street look sad and miserable – they suggested local artists could adopt a chair and spruce them up - make a statement. “A little bit of positivity can generate more.”
Ōpunakē Town Master Plan meeting 7pm Tuesday 10 September 2019 at Sandfords Events Centre
In attendance: 48 community members, 9 elected members and political candidates and 2 Council staff
Gateways o Suggestion to make use of existing Business Assoc flagpoles to “book-end” the CBD. Napier/ Tasman and Havelock/ Tasman Street, o Trees are already established along the Main Road
Low hanging fruit – what is in the plan that could enable some low-hanging fruit to be off the rank early. What guarantees that the Council will follow through on actions?
What about making use of Government owned / un-used buildings such as the Courthouse and old Post Office?
Sad condition of existing buildings in CBD area
Comment that the Council funding shouldn’t be spent on CBD or buildings – need to focus on beach as that is tourist/ visitor attraction.
Question asked - why does the Action Plan show beach upgrade being last and what has happened to the beach masterplan which was previously approved?
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• Make the beach a priority – invest in it early.
Mixed support for proposed Plaza on Napier Street o Suggest tree lined avenue from Plaza area to zig-zag track and access to beach o Consider current business access o Debate over value of a Plaza as a priority
Gateways need better promotion and signage to identify and direct visitors to what is available in and around the town.
Tree lined avenue of Raglan village is a good example of what could be achieved in Ōpunakē.
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Ōpunakē Town Centre Spatial Framework
21.08.2019 _
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Ōpunakē Master Plan:
The following name definition and history for Ōpunakē was provided by nga hapū o Ōpunakē. There is a change to the usually accepted position of the macrons which alters the meaning of the town’s name as below.
Name Definition: History and Context of Ōpunakē: Proposed format to tell tangata whenua stories: Ō-puna-kē, or Ōpunakē (without the hyphens), refers to the underground springs that lay beneath the land. The key word Although colonial settlement ‘established’ a ‘town community’ It is clear that a tribal view in rewriting our history is that that gives the town its meaning is ‘puna’ ‘Kē’, refers to the and the view that pre-colonial settlement by Taranaki Māori was the narrative remains separate given the extent to which unexpected or hidden nature of the springs while the ‘Ō’ is a limited in this area, it is inaccurate and ignores the Māori world the dominance of colonial discourse has marginalised and widely used language convention that is prevalent in many of the view in terms of how pre-colonial communities utilised this area. misunderstood the type of cultural lens needed to provide the place names in Taranaki. Communities weren’t formed as a static grouping of people platform to share tangata whenua stories. centered on a piece of land. Amalgamating our narrative into mainstream discourse to Ōpunakē, a coastal town, in the southern part of Taranaki Iwi, politically accommodate the needs of English language readers that is known for the hidden springs that lay beneath the land. Land usage depended on the seasonal bounty of food and the is another form of cultural marginalisation; the scope and limited level of oral knowledge that is still retained in the memories of our accessibility that land provided to access those resources. Critical to understanding the political meaning of pre-colonial elders requires a level of consultation and reflection that serves settlement is the role and function of genealogy, and how the epistemic needs of the community. differing hapū groups determined their ‘mana’ to a certain area.
Tribal oral records show Ōpunakē to be a peaceful area; only interrupted by invasions from other tribes and colonial settlement. The tensions these invasions created gave rise to some outstanding individuals who sought to defend, protect, and resolve the conflicts that beset the hapū communities in the area. Many families who still live in Ōpunakē descend from these peacemakers; and their prominence, or lack thereof, is connected to the wider impetus of rewriting and rebuilding everybody’s knowledge on Maori history.
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE CONTENTS _
1.0 2.0 3.0 4.0 Introduction + Context Issues + Opportunities Vision + Key Moves Design Interventions _ _ _ _
4 Introduction + Context 7 Issues + Opportunities 10 Vision + Key Moves 14 Activation + Implementation Strategy 5 Ōpunakē Wide Scale Context Map 8 Existing Context Map 11 Key Moves 16 Design Interventions 6 Town Centre Ecosystem Diagram 9 Proposed Wider Interventions 12 Site Plan 13 Proposal Sections
LandLAB is a design-led, studio based practice creating sustainable, innovative and creative outcomes across a range of landscape, urbanism and place making projects in Auckland, Christchurch, Queenstown, Tauranga and Wellington. As our name suggests our philosophy integrates a site specific approach (‘Land’) with a creative and rigorous design process (‘LAB’). Our work reflects our interrogation of the inter-relationships between the ecologies and systems of landscape, urbanism and place.
Document Control_ Rev_ Date_ Purpose_ Prepared_ Checked_ Authorised_
A 11.07.2019 ISSUE FOR DISCUSSION BG HC HC
B 21.08.2019 ISSUE MASTERPLAN - FINAL REVISION BG HC HC
Disclaimer_ This document has been prepared by LandLAB solely for South Taranaki District Council (STDC). The use of and reliance upon information or opinions contained in this document by others without prior consent from LandLAB will be at such person’s sole risk. LandLAB accepts no responsibility or liability for the consequences of the unauthorised use of this document.
LandLAB Project Team; Henry Crothers, Zac Thorp, Divya Bishnoi, Bela Grimsdale www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _3 121 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE INTRODUCTION + CONTEXT _
001 Main Street + Heart
002 Identity Ōpunakē Te Namu Pā Wharf Piles 003 Beach Social 004 Connectedness Attractive Connected Concentration 1.0 Introduction + Context _
4 Overarching Themes_ Ōpunakē Context_ This document establishes a design framework for the future Throughout the consultation undertaken for this project a series of key themes was With one of Taranaki’s best surf beaches, Ōpunakē is a favoured seaside destination. curation, enhancement and investment in the Ōpunakē Town identified that apply to towns within the South Taranaki District Council area. These key Ōpunakē is half way between New Plymouth and Hāwera on Surf Highway 45, with Centre. themes are: Mount Taranaki on one side and farmland and ocean views on the other, proving the ‘mountain really does meet the sea.’ 001 Main Street + Heart It provides a series of physical key design ‘moves’ around which a series of projects can be implemented that contribute to the vision of the town as a place that attracts locals Each town is located on a state highway, which presents challenges in terms of creating Ōpunakē is located in the Taranaki rohe who are the descendants and visitors. a high quality environment. Key issues include speed, noise, safety, amenity and sense of place which are all impacted and compromised by the design standards of the State of Kahui Maunga and Kurahaupo from Hawaiki. Ōpunakē is highly The projects have been considered in order to establish synergies between public and Highway network. significant to Taranaki iwi who have occupied lands between Ōuri private investment, supporting the town's aspirations to attract ‘more people, more and the Rāwa o Turi stream in the south and Ōnukutaipari in the often and staying longer’. 002 Identity north. The Place Ecosystem identifies the key components of the town centres 'sense of Whilst each town has a unique and distinctive identity in terms of its location, history Ōpunakē has a resident population of about 1,300 residents, which is boosted place' and their interrelationships. and built form character there is a noticeable disconnect in terms of local and considerably during the summer months by holidaymakers. Its cafes, colourful murals, visitor impressions of the town versus the community’s sense of identity. Key factors shopping centre and ‘surfie’ character make Ōpunakē a great place to discover. The The proposed Key Moves inform the Design Strategies (movement, open space, built include lack of landmark buildings and spaces, low quality built form and poor building town offers residents a wide variety of services including the Coastal Care Health and form and activities) at the town and main street scales. appearance, a lack of activity and low levels of footfall within all the town centres. Wellbeing facility, cafes, Everybody’s Theatre, Sandfords Event Centre and beautiful coastal walkways. Design Strategies establish principles for change. 003 Social Connectedness Ōpunakē Beach is a popular swimming and surfing spot and the beach camp right down An Implementation Plan identifies the priority projects discussed through community Existing communities are becoming more physically and socially disconnected at at the beach is popular over the summer holiday period. There is already a masterplan in consultation and proposes a sequence and time line for their implementation. both the regional and town scales. This is due to a decline in community and sporting place for the development of the beach area. facilities and activities, declining populations, lack of mobility and issues of affordability. Ōpunakē is located on the ‘Surf Highway 45’ the unique world famous coastline of As a consequence communities are not as connected or resilient as they once were. South Taranaki. The beach is a popular summer spot and the Ōpunakē lake and coastal walkway takes you to Te Namu Pā, a very significant pā on the North bank of the Otahi 004 Attractive, Connected, Concentrated River, with stunning views of the coast and significant landmarks along route. Each of the town centres suffer from low levels of amenity, poor maintenance of buildings and un-attractive appearances that discourage people to dwell and spend time or for visitors to stop.
www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _4 122 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKŌPUNAKĒĒ TOWN CENTRE ŌPUNAKĒ WIDE SCALE _
Ōpunakē is located in the Taranaki rohe on the coastline of South taranaki and is connected to the 'Surf Highway 45'. The unique location of Ōpunakē sits between the mighty Mount Taranaki and the N E W ocean proves the mountain really does meet the PLYMOUTH sea. 45
HANGATAHUA HISTORIC MĀORI KAINGA AND PĀ
KUMARA PATCH SURF BREAK
STENT ROAD WAREA SURF BREAK
PAORA ROAD SURF BREAK
CAPE EGMONT LIGHTHOUSE
TARANAKI PARIHAKA PĀ
KINA ROAD OAONUI SURF 45 BREAK ARAWHATA ROAD SURF BREAK
MIDDLETON ŌPUNAKĒ SURF BEACH / REEF ŌPUNAKĒ BEACH
MANGAHUME SURF BEACH / REEF
45
HĀWERA
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE TOWN CENTRE ECOSYSTEM _
The town ecosystem for Ōpunakē Town Centre builds on its existing DNA, incorporates a combination of new and proposed social infrastructure, public realm enhancements, infrastructure investment Sandfords and place making opportunities_ Events Sports Beach Centre Facilities Public Camp Toilets
Public Retail + Realm F+B Play Ground Beach Library Town Connections Library Ōpunakē Beach Civic Area Surf Bike Hire Club Resturants Historic Commercial Cafes Pubs Cliff Walking + Cinema Gardens Cycling
Four Main Square Street Coastal Boat Environment Walkway Ōpunakē Ramp Projects Town Centre
Ōpunakē F+B Public Farm Lake Cafe Realm Servicing Town Commercial Hall Retro Retail TSB Design Bank Surf Retail Industrial Shop Freedom Events Camping Surf Highway Place Making Te Namu Pa Orimupiko Activation Surfing Marae
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE ISSUES AND OPPORTUNITIES _
Where can we learn more Where are the famous surf about the culture and history It would be good to breaks? of Ōpunakē? I wish there was safer roads to ride improve wayfinding our bikes with the kids
2.0 Issues + Opportunities _
Ōpunakē Town Centre has a distinct character, however 2.1 Problems_ 3. Visitors and locals are attracted to the town centre, visiting more and spending more The ILM for Ōpunakē identified the following four problems; time there has an absence of tangata whenua history. There are 4. Improved buildings and visual amenity of the town making it more attractive opportunities to educate and tell the stories of the past 1. The local community has a strong and unique identity which is not reflected in the town centre, celebrated or shared in a meaningful way. to generate unity and establish a shared vision for the 2. Ōpunakē’s destination by the sea is regionally unique & the town is surrounded by 2.3 Opportunities_ future. many activities, however the lack of information means opportunities are being Ōpunakē has significant potential due to its Māori culture, rich history and identity, missed. proximity to nationally renowned surf breaks and distance to the mountain. The Key items raised by the community in consultation 3. Ōpunakē’s main street lacks a sense of destination & arrival to its heart, with the following opportunities were raised during community consultation: sessions are its connection to ecology and state highway making it worse, diminishing the village feel, where people dwell & enjoy 4. Buildings in the town centre are rundown, are not attractive & the business sector • Opportunity to tell significant stories and history of tangata whenua. sustainability, coastal and beach culture and the coastal lacks a plan to remedy this leaving town with a closed for business feel about it. • The population swells over the summer months and is the meeting point for surfing walkway_ tourists and beach goers. Additionally, the following issues were identified by the community during the • The campground is popular and brings visitors throughout summer. consultation phase: • The coastal walkway along the beach front provides amazing views but needs signage and improved access and paths, and directions to significant sites. An Investment Logic Map (ILM) is an investment management tool. It’s • Unclear on identity - absence of tangata whenua history and stories • The cliff top garden where the WW1 memorial is has potential for a larger park space a one page document that communicates a complete investment story • Lack of town signage and general wayfinding to other experiences and destinations • Pedestrian and vehicle speed safety on the main street (State Highway traffic drives that gives great views and access to the beach front. on a single page, using language and concepts that are understandable too quickly) • The roads leading from the town centre to the beach front are crying out for a to anyone. It ensures everyone involved recognises the problems that • Lack of retail offerings and diversity in the main street, few reasons to stay shared path or cycleway as the main modes of transport over the summer months are bikes, skateboards and scooters, used by young children. exist, and the benefits that will occur if they are addressed. • Most trips between the beach and town centre are undertaken by vehicle rather than walking/cycling and beach access is slippery and unsafe • The town centre has two corners where pedestrians gather with the essential town services. These corners and their surroundings could be better connected with • Inconsistent trading hours of local businesses pedestrian safety provisions. By developing an ILM, the thinking for a project is done up front, laying • Lake and public gardens needs to be maintained the foundation for the masterplan. The ILM for Ōpunakē was developed • A town square would provide a focal point for the community to gather, a place for • No signage destination information markets and organic food in cafes. in a workshop involving Council, iwi and community members on • Planting and street trees that reflects the local coastal ecology. 13/05/19. 2.2 Objectives_ • Opportunity for a sculpture that reflects the identity of Ōpunakē in the town centre. The ILM for Ōpunakē identified the following outcomes: • Showcase local food and products in the town centre. • Develop the beachfront with restaurant/cafe in board-riders clubhouse. 1. Our towns history & unique culture are openly celebrated and identifiable 2. Improving wayfinding www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _7 125 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE EXISTING CONTEXT _
TO NEW PLYMOUTH SURF HIGHWAY 45 45 Ō P U N A K Ē Slow Speed LOOP Limit 50km TRACK Ō P U N A K Ē LOOP TRACK LEAGUE CLUB KURA OTAHI KAUPAPA STREAM ST JOSEPHS P R I M A R Y SCHOOL SCHOOL
GISBORNE TERRACE
TE NAMU PA CATHOLIC WHITCOMBE RD
WILSON RD CHURCH
Ō P U N A K Ē LONGFELLOW RD KING ST CEMETERY SANFORDS TO ELT H A M EVENTS TASMAN ST HEAPHY RD LOOKOUT CENTRE DOMETT ST IHAIA RD ŌPUNAKĒ DOMAIN
ORIMUPIKO MIDDLETON BOAT RAMP DORSET ST T O W N WAIAU RIVER MARAE BAY C E N T R E
DIEFFENBACH ST ALLISON ST ELT H A M RD
LOOKOUT HAVELOCK ST HECTOR PL W W 1 FOX ST MEMORIAL
Slow Speed Ō P U N A K Ē HOLIDAY LAYARD ST HEADLAND LOOP PARK Ō P U N A K Ē Limit 50km CARPARK TRACK L A K E Ō P U N A K Ē ŌPUNAKĒ BEACH LOOP TRACK LOOKOUT THE COTTAGE HOSPITAL
ORIMUPIKO CEMETERY
45
WAIAU RIVER MOUTH Ōpunakē Township Key_
State Highway + Connecting roads to rural towns
400m Walking Radius NTS Opunake Loop Track
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE PROPOSED WIDER INTERVENTIONS _
TO NEW PLYMOUTH SURF HIGHWAY 45 45
GISBORNE TERRACE
WHITCOMBE RD
WILSON RD KING ST HEAPHY RD
TO ELT H A M TASMAN ST
LONGFELLOW RD
DOMETT ST ALLISON ST
HAVELOCK ST FOX ST NAPIER ST
DORSET ST T O W N C E N T R E IHAIA RD DIEFFENBACH ST
ELT H A M RD
HECTOR PL
LAYARD ST
45
Ōpunakē Township Key_
State Highway + Connecting roads to rural towns Street trees and Greening
State Highway Slow Speed Zone Town Loop + Beach Connections 1 :10000@A3 Create ‘A Heart’ gathering place for the town 400m Walking Radius
Gateway Entrance Improvements Ōpunakē Loop Track
Wayfinding Signage / Identity Headlands to be kept clear (to be discussed in iwi partnership) www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _9 127 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE VISION + KEY MOVES _
Establishing and Ongoing relationship with iwi
001 002 Working Main Street with iwi_ Enhancement_
006 A 003 Green Identity_ Creating a Heart_
005 Establishing 004 the Loop_ Connecting 3.0 to the Beach_ 007 Beach Vision + Key Moves Destination_ _
Weaving iwi korero (story) and their future aspirations 001 Working with iwi_ 005 Establishing the Loop_ Grow ongoing relationship with the iwi. Define/complete the town centre loop/circuit as a visitor experience and local into the masterplanning exercise will establish and connector.
advance unity and a shared vision for all. 002 Main Street Enhancement_ Improving safety and amenity on the Main Street. The consultation for each of the towns was undertaken 006 A Green Identity_ using the approach and topic of ‘more people, more Enhance the sustainable and green identity of Ōpunakē through design planting and ecology. often, for longer’ 003 Creating a Heart_ Creating a focal point for community gathering and celebration. The following identifies the key design moves for the 007 Beach Destination_ Ōpunakē Town Centre_ Establish the Beach as a destination for all users. 004 Connecting to the Beach_ Establish connections, beach access and cycle/walkways from town to beach.
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE KEY MOVES _
Ō P U N A K Ē SCHOOL
KING ST IHAIA RD IHAIA ALLISON ST NAPIER ST HAVELOCK ST
TASMAN ST
45
DOMMETT ST Ō P U N A K Ē DOMAIN
FOX ST
Ō P U N A K Ē LAKE
BEACH RD
HOLIDAY PARK
Ō P U N A K Ē BEACH
Ōpunakē Township Key_
'Create A Heart’ State Highway 45 - 50km/h zone
Wayfinding Signage / Identity / Public Art Establish Town Loop NTS Town Centre arrival / gateway improvements Site Plan
Main Street Enhancements and Greening
Safer cycle/walking connections to beach www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _11 129 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE SITE PLAN _ IHAIA ST IHAIA
BNZ POST SHOP FOUR SQAURE TAKEAWAYS FOUR SQAURE 03 PHARAMACY SURF INN VET 02
03 03
TASMAN ST 05 TASMAN ST 05 05 03 01
04 SECTION BB 04 THEATRE
SECTION AA LIQUOR SP0T LIBRARY PLUS FARM SOURCE FARM ARTY TARTS CAFE ARTY TARTS HAVELOCK ST NAPIER ST LAYARD ST
SECTION CC
Ōpunakē Township Key_
01 Town Centre Plaza + Open Space
02 Main Street Greening - Street Trees
03 Main Street Safety + Amenity 1:1000@ A3 04 Shared Paths - Connect to Beach
05 Wayfinding + Signage www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _12 130 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE SECTION AA - TOWN CENTRE PROPOSAL _
AA_ Town Centre Zone - Plaza Create a 'Heart' for the town centre by developing a new open space plaza for the community to gather, celebrate and hold events. Implement minor main street carparking changes, street tree planting and minor amenity improvements. Ōpunakē Farmers Shared Plaza Markets Paths Open space for community gathering
Shared zone for safer walking and cycling
Street furniture, new street lighting LIBRARY and street trees
New pedestrian crossings
ST TASMAN
NAPIER ST
Proposed Plaza Cross Section AA_
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE SECTION BB - MAIN STREET PROPOSALS _
BB_Main Street - Tasman St Proposed main street enhancements to improve safety and amenity incorporating wider footpaths, pedestrian crossings, street furniture, lighting and street trees and planting to enhance the green identity and ecology.
4260 4500 5750 5750 3740 4300 FOOTPATH PARKING VEHICLE LANE VEHICLE LANE PARKING FOOTPATH
Existing Street Cross Section BB_
New street lighting and street trees New street furniture zone
4110MM 2850MM 2500MM 4850MM 4850MM 2600MM 2290MM 4150MM SHARED PATH BUFFER PARKING VEHICLE LANE VEHICLE LANE PARKING BUFFER FOOTPATH
TOTAL WIDTH = 28.2M
Proposed Street Cross Section BB_
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE SECTION CC - BEACH LINK PROPOSAL _
CC_ Beach Link Proposed upgrade to Napier and Havelock Street to create Beach Connections Circuit incorporating shared path, green infrastructure/bio- swale and new lighting and urban furniture
2980 2980 6150 2980 7300 FOOTPATH PARKING ROAD PARKING GRASS BERM
Existing Street Cross Section CC_
New street lighting
Water sensitive design/swale/ ecological zone
3-4m wide shared path for walking, cycling and other active modes
3100MM 2500MM 3500MM 3500MM 4300MM 4000MM BUFFER PARKING VEHICLE LANE VEHICLE LANE BUFFER + BIO SHARED PATH SWALE
TOTAL WIDTH = 2.9M
Proposed Street Cross Section CC_
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE ACTIVATION + IMPLEMENTATION STRATEGY _
4.0 Activation + Implementation Strategy _ The Ōpunakē implementation plan proposes a staged delivery of catalyst projects over time to optimise activity synergies, value for money and uplift. The priority projects identified from the community consultation were: 001 Curation and Maintenance 002 Ōpunakē Beach Upgrade 003 Connecting to the Beach 004 Developing the Heart/Town Square 005 Main Street Greening and Gateways (SH3) 006 Destination Toilets 007 Developing the Town Circuit/Walkway
Public Art Public Events + Art Greening Activation Identity + Place Street Storytelling Making SH45 Speed Beach Project Street Changes Public Links Furniture Realm + Seating Town Access + Street Town Enhance Promotion Wayfinding Main St Walkways Upgrades Track Centre Public the Strategy Safety + Ecological + Paths Maintenance Gateways Art Lake Amenity Projects 001 002 003 004 005 006 007 Curation + Beach Connect to Town Heart Main St Destination Town Maintenance Upgrade the Beach + Square Safety + Toilets Circuit Amenity
Implementation Plan_ Phase 001_ Phase 002_ Phase 003_ _Time/Investment $
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ŌPUNAKĒ TOWN CENTRE DESIGN INTERVENTIONS _
4.0 Design Interventions _
The following identifies the key design interventions and Enhancing connections for sporting, cultural and youth activities between all South 204 Main Street Greening_ Planting and ecological strategy implemented for the main Taranaki Towns. street to reflect ecological themes. projects that will contribute to the implementation and I_ Information Centre_ 205 Building Improvements_ Develop identity/design guides and implement building Investigate opportunities and avenues for providing visitor information. delivery of the town centre masterplan for Ōpunakē_ painting/canopy/frontage improvements.
Phase 001 (1 -2 years) Soft Infrastructure Phase 003 (5-10 years+) 100 Wayfinding Project_ Town wayfinding project to define Town Centre and key A_ Promotion of Ōpunakē_ 300 Public Toilet Improvements_ Opportunities for new/enhanced destination public connections to destinations and attractions. Town Centre promotion and visitor information. Web based and on-line. By and with toilet facilities that support visitation. Consider inclusion of showers, art, storage/ STDC. Regional Tourism linkages - Venture Taranaki. Buy local initiative. 101 Street Upgrades and Paths_ Implement main street carparking changes, street lockers, bike parking etc. tree planting, track maintenance and minor amenity improvements B_ Continue to work with the Ōpunakē Business Association_ 301 Investing in the Town Loop_ Developing the existing Town Centre walk/cycle Building confidence to invest. Integrated planning. 102 Beach Links_ Develop Napier and Havelock Street as new green links for walking circuit as an attraction and experience. and cycling between the Town Centre and connections to the beach. C_ Community Storytelling Project_ 302 Civic Buildings_ New museums, libraries, art galleries etc. that enhance visitation Establishment of a community led storytelling project to inform real town history and and use of town. identity. 103 Beach Masterplan_ Beach front enhancement project of open spaces and community facilities as identified in Beach Masterplan. 303 Enhance Freedom Camping Facilities _ Enhance camping infrastructure to D_ District Plan Changes to Support Change support tourism and visitation Review and amend District Plan changes that enable development, residential 104 Public Art_ Develop a signature public art and identity intervention for Town intensification and/or sub-divisions. Encourage growth towards the coast, between the Centre Town Centers and the coast.
E_ Regional Cycleway Phase 002 (2 - 5 years) Develop planning for regional coastal cycleway connection between Whanganui and New Plymouth. 200 Creating the Heart _ Develop a new open space for community gatherings and celebration at the heart of the Town Centre by the LibraryPlus building F_ Place Making and Activation Develop a place making and activation strategy for the town (and region) that builds on 201 Main Street Amenity Enhancements_ Implement main street carparking changes, existing key events and activities. street tree planting and minor amenity improvements
G_ Parking and Traffic Enforcement 202 Town Centre Gateways_ The Town Centre arrival and gateway improvements. Better enforcement of traffic speed and parking requirements to improve speed and behavior 203 State Highway Speed management_ Liaison with NZTA to implement safe highway changes to the town centre and main street to support slower speeds and enhanced H_ Developing Social Connections_ safety. 30-50km zone. www.landlab.co.nz South Taranaki Townships - Ōpūnake Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _17 135 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2
Eltham Town Centre Spatial Framework 21.08.2019 _
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _1 136 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE CONTENTS _
1.0 2.0 3.0 4.0 Introduction + Context Issues + Opportunities Vision + Key Moves Design Interventions _ _ _ _
3 Introduction + Context 6 Issues + Opportunities 8 Vision + Key Moves 14 Activation + Implementation Strategy 4 Eltham Wide Scale Context Map 7 Existing Context 9 Illustrative Masterplan 15 Design Interventions 5 Town Centre Ecosystem Diagram 10 Masterplan 11 Proposal Sections
LandLAB is a design-led, studio based practice creating sustainable, innovative and creative outcomes across a range of landscape, urbanism and place making projects in Auckland, Christchurch, Queenstown, Tauranga and Wellington. As our name suggests our philosophy integrates a site specific approach (‘Land’) with a creative and rigorous design process (‘LAB’). Our work reflects our interrogation of the inter-relationships between the ecologies and systems of landscape, urbanism and place.
Document Control_ Rev_ Date_ Purpose_ Prepared_ Checked_ Authorised_
A 21.08.2019 ISSUE MASTERPLAN - FINAL REVISION BG HC HC
Disclaimer_ This document has been prepared by LandLAB solely for South Taranaki District Council (STDC). The use of and reliance upon information or opinions contained in this document by others without prior consent from LandLAB will be at such person’s sole risk. LandLAB accepts no responsibility or liability for the consequences of the unauthorised use of this document.
LandLAB Project Team; Henry Crothers, Zac Thorp, Divya Bishnoi, Bela Grimsdale www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _2 137 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE INTRODUCTION + CONTEXT _
001 Main Street + Heart
002 Eltham Town Identity Eltham Hall Waingongoro 003 004 River Social Attractive Built 1910 Connectedness Connected Concentration 1.0 Introduction + Context _ 4 Overarching Themes_ Eltham Context_ This document establishes a design framework for the future Throughout the consultation undertaken for this project a series of key themes was Eltham is known for its Victorian architecture which is significant to the social and curation, enhancement and investment in the Eltham Town identified that apply to all towns within the South Taranaki District Council area. These economic history of the town. There are eleven registered buildings with the New Centre. key themes are: Zealand Historic Places Trust. 001 Main Street + Heart Eltham was settled by Europeans early in the 1870s. Industry began with timber milling It provides a series of physical key design ‘moves’ around which a series of projects can Each town is located on a state highway, which presents challenges in terms of creating and Aotearoa’s first tar sealed road, Eltham’s Bridge Street. The town’s main industry is be implemented that contribute to the vision of the town as a place that attracts locals cheese production and is known as the cradle of the Taranaki dairy industry. Eltham’s and visitors. a high quality environment. Key issues include speed, noise, safety, amenity and sense of place which are all impacted and compromised by the design standards of the State population is currently around 2000. The projects have been considered in order to establish synergies between public and Highway network. private investment, supporting the town’s aspirations to attract ‘more people, more Eltham is South Taranaki’s second largest town and sits in the centre of Ngāti Ruanui and Ngaruahine Rohe. It is situated on often and staying longer’. 002 Identity undulating land on the Waingongoro River. Old Māori tracks The Place Ecosystem identifies the key components of the town centres sense of place Whilst each town has a unique and distinctive identity in terms of its location, history and their interrelationships and built form character there is a noticeable disconnect in terms of local and through the former dense rain forests junctioned at the site visitor impressions of the town versus the community’s sense of identity. Key factors of Eltham, and the Ngaere swamp nearby was a fruitful hunting The proposed Key Moves inform the Design Strategies (movement, open space, built include lack of landmark buildings and spaces, low quality built form and poor building ground. form and activities) at the town and main street scales. appearance, a lack of activity and low levels of footfall within all the town centres. Bridger Park behind the CBD is a natural amphitheatre and picnic area with a short bush Design Strategies establish principles for change. walk through to Stanners Street. On the edge of the town is the three hectare Eltham 003 Social Connectedness An Implementation Plan identifies the priority projects discussed through community Presbyterian Campsite, which is ideal for outdoor activities, camping and swimming. Existing communities are becoming more physically and socially disconnected at consultation and proposes a sequence and time line for their implementation. both the regional and town scales. This is due to a decline in community and sporting facilities and activities, declining populations, lack of mobility and issues of affordability. Lake Rotokare is 12 km east of the town. In 2008 the Rotokare Scenic Reserve Trust As a consequence communities are not as connected or resilient as they once were. completed a predator proof fence around the lake creating a sanctuary for diverse habitats including the lake, wetlands and bush. 004 Attractive, Connected, Concentrated Each of the town centres suffer from low levels of amenity, poor maintenance of Lake Rotorangi is 24 km east of Eltham and is New Zealand’s longest man-made lake buildings and un-attractive appearances that discourage people to dwell and spend created by the construction of the Pātea Dam. It is popular with water skiers and wake time or for visitors to stop. boarders, offering two boat ramps, public toilets, picnic and camping areas. Mangamingi bush reserve is 20 km east and offers native bush walk and picnic areas. Rukumoana Reserve is located 24 km east and is a popular fly fishing, picnic and swimming spot.
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ETHAM TOWN CENTRE ELTHAM WIDE CONTEXT _ 3
MANGAMINGI RUKUMOANA
TO KAPUNI / ŌPUNAKĒ / SURF HIGHWAY 45 ELT H A M
ROTAKARE SCENIC WAINGONGORO RESERVE / WALKWAY AND RIVER WILDLIFE SANCTUARY
3
PĀTEA RIVER
LAKE ROTORANGI
3
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SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE TOWN ECOSYSTEM _
The town ecosystem for the Eltham Town Centre builds on its existing DNA, incorporates a combination of new and Sports proposed social infrastructure, public realm enhancements, Facilities infrastructure investment and place making opportunities_
Walking Trail Lake Playground Rotorangi Stark Park Link Town Mangamingi Library Toy Walkways Lake Wall + Paths Rotokare Retro Bridger State River Retail Park Highway Service Town Station Hall Stark Park Eltham Residential Railway Historical Town Centre Sub Pubs Division
Bridge Street Cheese (West) Bridge F+B Public Factory Street Cheese Cafe Realm (East) Shop
Retro Commercial Retail Design TSB Retail Bank Public Realm Industrial Events
Place Making
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _5 140 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE ISSUES + OPPORTUNITIES _
What happened to all the Where can we go out for Where is a nice place amazing buildings? they are so dinner after work? to sit and eat our run down We need clear signage to all lunch the cool places
2.0 Issues + Opportunities _
Eltham is largely defined by industry, cheese and food 2.1 Problems 2.2 Objectives processing. The town is also known for its historical The ILM for Eltham identified the following four problems; The ILM for Eltham identified the following four benefits
Victorian buildings some of which have been restored to 1. SH3 and Bridge Street area represents the centre of town but its busy with traffic, 1. Travellers and passersby stop in Eltham, as they know they have arrived, there’s some degree. unsafe & lacking a state of arrival meaning passersby are unlikely to stop, get out of reason to stop and it’s easy and accessible. their cars & engage with town. 2. The local population grows, works locally and engages with the town. 2. More than half of the workforce travel from other towns to work in Eltham, they do 3. Locals and visitors are attracted to the town centre, visiting more, spending more not spend time or money in the town, making many businesses, including hospitality Key items raised by the community in consultation time there and money. unviable. 4. Improved buildings and visual amenity of the town making it more attractive and sessions were town beautification and maintenance and 3. A housing shortage, with new development being commercially unviable, diminishes celebrating our built heritage. the town’s ability to attract new residents, to help revitalise & make the town more the desire to create more of a ‘sense of place’_ vibrant. 4. Many of the town’s exceptional buildings are poorly maintained, underutilised and deemed to be unviable to improve, unattractive & not contributing to an authentic 2.3 Opportunities An Investment Logic Map (ILM) is an investment management tool. It’s experience. a one page document that communicates a complete investment story Eltham has significant potential due to its proximity to the surrounding natural landscapes of forests, lakes, rivers and its distance to the mountain. The following on a single page, using language and concepts that are understandable Additionally, the following issues were identified by the community during the opportunities were raised during the community consultation; to anyone. It ensures everyone involved recognises the problems that consultation phase: exist, and the benefits that will occur if they are addressed. • Lack of town signage and general wayfinding to other experiences and destinations • The town centre has good bones and structure to be a great place to gather with • Pedestrian safety and vehicle speeds on the main street (State Highway traffic drives cafes, retail and specialty cheese too quickly) By developing an ILM, the thinking for a project is done up front, laying • Bridger Park could be a nice place to stop and eat lunch and a place for kids to play • Lack of retail offerings and diversity in the main street, few reasons to stay • A cluster of antiques and second hand shops attract people to stop, explore and the foundation for the masterplan. The ILM for Eltham was developed in • Poor coordination/management of the main street walk the streets a workshop involving Council, iwi and community members on 14/05/19. • Inconsistent trading hours of local businesses • In summer time people do stop to browse, however the corner edges of the streets need to be opened up to encourage people to gather • A town square would provide a focal point for the community to gather • Rotokare Reserve and Wildlife Sanctuary is a successful drawcard to the area for nature lovers and bird watchers • Planting and street trees that reflects the local identity and forest ecology • Showcase local food and products in the town centre.
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _6 141 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE EXISTING CONTEXT _
TO STRATFORD
3
19
WAINGONGORO R I V E R STANNERS ST
18
TO Ō PUNAKĒ SURF HIGHWAY 45 01 MOIR ST ELT H A M RD
HIGH ST
BATH ST
BRIDGE ST 06 MILLS ST
04 05 07 KING EDWARD ST
08 03 01 BRIDGE ST 09
10 02 01 16 TO ROTOKARE RESERVE
11 GRAHAM ST YORK ST 17 LONDON ST NORTH ST DERBY ST TAYLER ST RAILWAY ST
12 ST BEDFORD HIGH ST HIGH
CONWAY RD
14
13
MANGAWHARAWHARA 15 STREAM 3 TO HAWERA
Eltham Township Key_
Connecting roads to rural towns 01 Fonterra Brands 06 Bridger Park 11 RENCO 16 Baptist Church
400m walking distance 02 Cheese Bar 07 Eltham Town Hall 12 Kindergarten 17 ANZCO Foods NTS Town Centre 03 4 Square 08 Municipal Building 13 Eltham School 18 Taumata Park & Recreation Centre
04 Library 09 Coronation Hotel 14 Soldiers Memorial Park 19 Presbyterian Camp
05 Toilets 10 TSB 15 Eltham Golf Course www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _7 142 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE VISION + KEY MOVES _
Establishing and Ongoing relationship with iwi
001 002 Working Main Street with iwi_ Enhancement_
006 A 003 Green Identity_ Creating
a Heart_ 005 004 Town Centre Improve Bridger 3.0 Walkabout_ 007 Park_ Vision + Key Moves Marketing _ Plan_
The consultation for each of the towns was undertaken 001 Working with iwi_ 005 Town Centre Walkabout_ using the approach and topic of ‘more people, more Grow ongoing relationship with the iwi. Establishing a town centre walkabout as a visitor experience and local connector. often for longer’ 002 Main Street Enhancement_ 006 A Green Identity The following identifies the key design moves for the Improving safety and amenity on the Main Street. Enhance the sustainable and green identity of Eltham through design planting and Eltham Town Centre_ ecology. 003 Creating a Heart_ Creating a focal point for community gathering, celebration and links to the park. 007 Marketing Plan_ Establishing a marketing plan for Eltham, the ‘Gateway to Rotokare’ to attract visitors. 004 Improve Bridger Park_ Maintenance to open up and enhance the park and develop connection from Bridge St.
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _8 143 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE ILLUSTRATIVE MASTERPLAN _
HIGH ST
BATH ST MILLS ST
STANNERS ST BRIDGER PARK BURKE ST LIBRARY
H43 WC
CORNWALL ST CORNWALL KING EDWARD ST
H44
FONTERRA
H41
BRIDGE ST BRIDGE ST
H35 H34 H40 H39 H38 CHEESE BAR
BEDFORD ST
RAILWAY ST
HIGH ST HIGH RENCO YORK ST
LONDON ST
Eltham Township Key_
Create ‘A Heart’ Town Centre Walkabout H35 Heritage Item - David Symes Office H41 Heritage Item - Wilkinsons Building
Wayfinding Signage / Identity H34 Heritage Item - Historic Trust H43 Heritage Item - Eltham Town Hall NTS Upgrade & Enhance Bridger Park H38 Heritage Item - Post Office H44 Heritage Item - Municipal Building
Gateway Entrance Improvements H39 Heritage Item - BNZ
Main Street Greening + Beautification H40 Heritage Item - Coronation Hotel www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _9 144 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE MASTERPLAN _
BRIDGER PARK
KING EDWARD ST
STARK PARK
05 FOUR SQUARE FONTERRA 02
WILKINSONS
02 02 05 04
BRIDGE ST 01 BRIDGE ST
03 HIGH ST HIGH SECTION CC SECTION BB
TSB FONTERRA CHEESE BAR CHEESE
SECTION AA
Eltham Township Key_
01 Town Centre Plaza - Town Heart
02 Place Making - Wayfinding / Signage / Identity
03 Main Street Greening + Beautification 1:1000@ A3 04 Main Street Safety + Amenity
05 Connect Main Street to Bridger Park www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _10 145 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE SECTION AA_TOWN CENTRE PROPOSAL _
AA_ Town Centre Zone Create a ‘Heart’ for the town centre by developing a new open space plaza for the community and visitors to gather, celebrate and hold events. Implement minor carparking changes and amenity improvements, urban furniture, trees and lighting_ Eltham Farmers Bridger Plaza Markets Park
Open space plaza for community gathering and events
Street furniture, new street trees and lighting
WILKINSONS
TSB BANK
B R ID G E STREET
H I G H STREET
Proposed Street Cross Section_
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _11 146 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE SECTION BB_BRIDGE STREET PROPOSAL _
BB_ Bridge Street Plaza Proposed plaza to create more open space for people to enjoy, feel safer and more comfortable, and a place to hold community events. Implement the narrowing of the carriageway for pedestrian safety, and incorporating urban furniture and new street trees _
Shared zone
2970 2300 2625 2850 2300 2900 FOOTPATH PARKING ROAD ROAD PARKING FOOTPATH
Existing Street Cross Section_ New street lighting and trees New street furniture zone
5850 5500 5850 SHARED ZONE VEHICLE LANE SHARED ZONE
TOTAL WIDTH = 17.2M
Proposed Street Cross Section_
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _12 147 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE SECTION CC_BRIDGE STREET PROPOSAL _
CC_ Main Street - Bridge Street Proposed main street enhancements to improve pedestrian safety and experience, incorporating wider footpaths, urban furniture and amenity and new street trees to enhance a green identity_
2970 2300 2700 2925 2300 2987 New street lighting and trees FOOTPATH PARKING ROAD ROAD PARKING FOOTPATH
Existing Street Cross Section_
New furniture zone
4500 3500 3500 4712 FOOTPATH VEHICLE LANE VEHICLE LANE FOOTPATH
TOTAL WIDTH = 16.182M Proposed Street Cross Section_
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _13 148 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE ACTIVATION + IMPLEMENTATION STRATEGY _
4.0 Activation + Implementation Strategy _
The Eltham implementation plan proposes staged delivery of catalyst projects over time to optimise activity synergies, value for money and uplift. The priority projects identified from community consultation were; 1. Place Making and Curation 2. Bridger Park Enhancements 3. Town Beautification/Painting 4. Main Street Greening and Gateways (SH3) 5. New Subdivision 6. Developing the Heart (West) 7. Developing the Heart (East)
Marketing Plan Identity + Park Storytelling Activation Public Factory + Project SH3 Speed Street Realm Cheese Maintenance Changes Trees Walkways Shop
Town Town Promotion Main St Main Public Building Centre Wayfinding Tree Work + Safety + Street Realm Painting Gateways + Interpretive Planting Amenity Signs 007 001 002 004 Main 005 006 003 Town Heart Curation + Bridger St Safety + New Sub Town Heart Beautification (East) Maintenance Park Amenity Division (West)
Implementation Plan_ Phase 001_ Phase 002_ Phase 003_
_Time/Investment $
www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _14 149 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - ELTHAM TOWN CENTRE DESIGN INTERVENTIONS _
4.0 Design Interventions
The following identifies the key design interventions and Phase 001 (1 -2 years) Phase 003 (5-10 years+) projects that will contribute to the implementation and 100 Main Street Amenity Enhancements_ Implement main street carparking changes, 300 Information Centre_ Investigate opportunities and avenues for providing visitor delivery of the town centre masterplan for Eltham_ street tree planting and minor amenity improvements. Thinning out trees to see in and information. see sun. Widen footpaths and safer crossings. Intersection enhancements. 301 Civic Buildings_ Consider the development of a new Library to enhance visitor and Town wayfinding project to define town centre and key local experience. Soft Infrastructure 101 Wayfinding Project_ connections to destinations and attractions. 302 Public Art_ Develop a signature public art intervention for Town Centre A_ Promotion of Eltham_ 102 Enhance Bridger Park_ Maintenance to open up park, improve access, develop 303 Creating the Heart (West)_ Develop a new open space for community gathering Town Centre promotion and visitor information. Web based and online. By and with entrance from Bridge St and connections from ‘the heart’ of the town and celebration at the heart of the Town Centre. High St and Bridge St. STDC. Regional Tourism linkages - Venture Taranaki. Buy local initiative. Promotion of 103 Investing in a Town Centre Walkabout_ Developing the existing Town Centre what we are. 304 Main Street Greening (West)_ Main Street planting and ecological strategy walkabout as an attraction and experience. implemented for the main street to reflect ecological and identity of town themes. B_ Engagement with Business Association_ Closer engagement with Town Business association. C_ Community Storytelling Project_ Establishment of a community-led storytelling project to inform real town history and Phase 002 (2 - 5 years) identity. D_ District Plan Changes to Support Change 200 Town Centre Gateways_ The Town Centre arrival and gateway improvements. Review and amend District Plan changes that enable development, residential 201 State Highway Speed management_ ROAD TO ZERO Liaison with NZTA to intensification and/or subdivisions. implement Safe Highways changes to the town centre and main street to support E_ Regional Cycleway slower speeds and enhanced safety. 30-50km zone. Regional cycleway with coast reference. 202 Creating the Heart (West)_ Develop a new open space for community gathering and celebration at the heart of the Town Centre. High St, Bridge St and King Edward F_ Place Making and Activation Street. Develop a place making and activation strategy for the town (and region) that builds on 203 Main Street Greening_ Main Street (East) planting and ecological strategy existing key events and activities. implemented for the main street to reflect ecological and identity of town themes. G_ Parking and Traffic Enforcement 204 Building Improvements_ Develop identity/design guides and implement building Better enforcement of traffic speed and parking requirements to improve speed and painting/canopy/frontage improvements. behaviour 205 Investing in Buildings_ Contribution to improving historic stock H_ Developing Social Connections_ 206 Subdivision_ Plan change and district plan changes to enable sub-division. Enhancing and activating connections for sporting, cultural and youth activities 207 Eltham Marketing Plan_ Develop ‘Gateway to Rotokare’ to attract visitors and between all South Taranaki Towns promote local activities www.landlab.co.nz South Taranaki Townships - Eltham Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _15 150 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2
Manaia Town Centre Spatial Framework 21.08.2019 _
151 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE CONTENTS _
1.0 2.0 3.0 4.0 Introduction + Context Issues + Opportunities Vision + Key Moves Design Interventions _ _ _ _
3 Introduction + Context 6 Issues + Opportunities 8 Vision + Key Moves 14 Activation + Implementation Strategy 4 Wide Scale Context Map 7 Existing Context Map 9 Key Moves 15 Design Interventions 5 Town Centre Ecosystem Diagram 10 Site Plan 11 Proposal Sections
LandLAB is a design-led, studio based practice creating sustainable, innovative and creative outcomes across a range of landscape, urbanism and place making projects in Auckland, Christchurch, Queenstown, Tauranga and Wellington. As our name suggests our philosophy integrates a site specific approach (‘Land’) with a creative and rigorous design process (‘LAB’). Our work reflects our interrogation of the inter-relationships between the ecologies and systems of landscape, urbanism and place.
Document Control_ Rev_ Date_ Purpose_ Prepared_ Checked_ Authorised_
A 11.07.2019 ISSUE FOR DISCUSSION BG HC HC
B 21.08.2019 ISSUE MASTERPLAN - FINAL REVISION BG HC HC
Disclaimer_ This document has been prepared by LandLAB solely for South Taranaki District Council (STDC). The use of and reliance upon information or opinions contained in this document by others without prior consent from LandLAB will be at such person’s sole risk. LandLAB accepts no responsibility or liability for the consequences of the unauthorised use of this document.
LandLAB Project Team; Henry Crothers, Zac Thorp, Divya Bishnoi, Bela Grimsdale www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _2 152 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE INTRODUCTION + CONTEXT _
001 Main Street + Heart
002 Identity Waiokura 1886 War Memorial Manaia 003 004 Marae Social Attractive Obelisk Connectedness Connected Concentration 1.0 Introduction + Context _ 4 Overarching Themes_ Manaia Context_ This document establishes a design framework for the future Throughout the consultation undertaken for this project a series of key themes was Manaia is a rural town in South Taranaki District in the Ngaruahine rohe with a population curation, enhancement and investment in the Manaia Town identified that apply to all towns within the South Taranaki District Council area. These of roughly 1000 people. Manaia is known for being one of few places where a WW1 Centre. key themes are: Memorial Band Rotunda is a roundabout centred in the middle of town and main road. Two obelisks were erected on the roundabout in memory of those who died in WW1 and 001 Main Street + Heart It provides a series of physical key design ‘moves’ around which a series of projects can wars since. The monuments are used for ANZAC dawn ceremonies and parades. be implemented that contribute to the vision of the town as a place that attracts locals Each town is located on a state highway, which presents challenges in terms of creating and visitors. a high quality environment. Key issues include speed, noise, safety, amenity and sense of place which are all impacted and compromised by the design standards of the State Manaia is home to the Yarrows Family Bakery, founded by Alfred Yarrow who originally Highway network. The projects have been considered in order to establish synergies between public and started his factory in Whanganui, but moved to Manaia in 1923. The factory supplies private investment, supporting the town's aspirations to attract ‘more people, more bread and bread products to restaurants, hotels and retailers internationally. In often and staying longer'. 002 Identity 2009 the Yarrows Family Bakers employed more than 200 people in a 24/7 operation, The Place Ecosystem identifies the key components of the town centres sense of place Whilst each town has a unique and distinctive identity in terms of its location, history supplying bread and frozen pastries around Aotearoa and markets in the United States, and their interrelationships and built form character there is a noticeable disconnect in terms of local and Pacific and South-East Asia. The town promotes itself as the ‘bread capital’. visitor impressions of the town versus the community’s sense of identity. Key factors The proposed Key Moves inform the Design Strategies (movement, open space, built include lack of landmark buildings and spaces, low quality built form and poor building form and activities) at the town and main street scales. appearance, a lack of activity and low levels of footfall within all the town centres. The Manaia Redoubt was built around 1880 on the site of a former pā, Design Strategies establish principles for change. which now sits within the Manaia Domain and Golf Course. The redoubt 003 Social Connectedness and watchtower was created for the passive resistance of the Parihaka An Implementation Plan identifies the priority projects discussed through community Existing communities are becoming more physically and socially disconnected at chief, Te Whiti o Rongomai and his followers. The wooden watchtower consultation and proposes a sequence and time line for their implementation. both the regional and town scales. This is due to a decline in community and sporting blew over in a storm and was replaced in 1912 by a concrete one which facilities and activities, declining populations, lack of mobility and issues of affordability. is still standing amidst the oldest golf course in Taranaki. As a consequence communities are not as connected or resilient as they once were.
004 Attractive, Connected, Concentrated Near Manaia, heading towards Ōpunakē, is Kaupokonui beach. This is a popular spot for surfing, swimming and camping, either at the beach or beside the river. Land Each of the town centres suffer from low levels of amenity, poor maintenance of buildings and un-attractive appearances that discourage people to dwell and spend across the river was once an important Maori pā and there have been many significant time or for visitors to stop. archaeological finds in the area. The area is well known for its geological features as well as fossils and moa remains.
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _3 153 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE MANAIA WIDE CONTEXT _
45 MANAIA REDOUBT
WAIOKURA MARAE
45
MANAIA
OTAKEHO BEACH
KAUPOKANUI BEACH AND DUNES ONF / PĀ / KAINGA / WAKA / MOA REMANANTS
OHAWE BEACH AND CAMPGROUND TE RANGATAPU MARAE
154 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE TOWN CENTRE ECOSYSTEM _ Golf Course The town ecosystem for Manaia Town Centre builds on its existing DNA, incorporates a combination of new and proposed Sports social infrastructure, public realm enhancements, infrastructure Facilities Rugby investment and place making opportunities_ Club Rugby Club
Lighting + Identity Service Manaia Station Redoubt Events + Activities Four State Band Square Highway Bowls Rotunda Club Play Ground
Skate Manaia Yarrows RSA Park Factory Bakery + Cafe Manaia Beach Town Centre
Cultural Civic Post Heart Landscape Office Public Swimming Toilets Pool Town Hall Parking Library Commercial Plunket Waiokura Marae Museum Industrial Public Events Realm
Place Making
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _5 155 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE ISSUES + OPPORTUNITIES _
Lets get a pie and sit somewhere Are you going to the town This is a cool place to BBQ tonight? Lets go and hang out at the stop pool with the kids
2.0 Issues + Opportunities _
Manaia has a strong community focus and cultural 2.1 Problems_ 2.2 Objectives_ identity. Key items raised by the community are the The ILM for Manaia identified the following 4 problems: The ILM for Manaia identified the four following benefits: need to create more connectedness, people ‘looking 1. Manaia’s mainstreet lacks amenity & appeal, meaning it is a through route as opposed 1. A greater number of passersby & tourists stop in town, staying longer, spending to a place where people get out of their cars, dwell & enjoy creating vibrancy. more. after each other’ and adapting, uniting, and building self 2. Through years of decline, the local community now lacks a unique identity, meaning 2. Improving our mana by openly celebrating our towns history, unique identity & reliance_ the town is unable to celebrate & share who we are in a meaningful way. culture. 3. There are limited attractions or things to do in and around town, meaning it is 3. The local population grows and engages with the town because its a great place to difficult to attract new residents & returning tangata whenua, growing community. live. An Investment Logic Map (ILM) is an investment management tool. It’s 4. The sports complex & hall are community hubs that are both earthquake prone, 4. Improved community hub(s) that are fit for purpose, well utilised delivering greater meaning they are closed & it is uncertain about what and where those services. vibrancy. a one page document that communicates a complete investment story on a single page, using language and concepts that are understandable 2.3 Opportunities_ to anyone. It ensures everyone involved recognises the problems that Additionally the following issues were identified by the community during the exist, and the benefits that will occur if they are addressed. consultation phase: Manaia has significant potential due to its unique cultural and natural history. The geology and archaeology of the area is a major drawcard as is proximity to nationally • More people, more often, staying longer. renowned surf breaks and the distance to the mountain. • Building connectedness between iwi/whanau whether living locally or not By developing an ILM, the thinking for a project is done up front, laying • The need for a flexible space (indoor/outdoor) to be able to connect to the The following opportunities were raised during community consultation: the foundation for the masterplan. The ILM for Manaia was developed in community. • A town square ‘civic heart’ would provide a focal point for the community to gather. a workshop involving Council, iwi and community members on 15/05/19. • Questions to resolve whether to invest in earthquake prone buildings such as sports centre and hall • Planting and street trees that reflect the local coastal ecology. • Need for a civic heart • Showcase local food and products in the town centre. • Lack of town signage and general wayfinding to other experiences and destinations • The town and coastline has significant Māori history and geological features that • Pedestrian safety and vehicle speeds on the main street (State Highway traffic drives could attract visitors to the town. to quickly). • The town could be a great informative stop off on the 45 Cycleway Proposal • Lack of retail offerings and diversity in the main street, few reasons to stay. • An area to learn about the cultural history and unique geological hotspots.
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _6 156 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE EXISTING WIDER CONTEXT _
10
BENNETT DRIVE 11
01
08 PATU KUKUPA STREET
02
NGATAI STREET
03
TEROU STREET 12
TO Ō P U NAKĒ H55 06 05 H54 04 TO HĀWERA 45 SOUTH ROAD H52 H53 SOUTH ROAD 45
07
RIEMENSCHNEIDER STREET
09
KAPUNI STREET
KAUAE STREET
Manaia Township Key_
State Highway + Connecting roads to rural towns 01 Manaia Primary School 06 Manaia Pool 11 Manaia Golf Club H55 Heritage Item - Old Post House
400m walking distance 02 Anglican Church 07 Yarrows 12 Waiokura Marae NTS 03 Manaia RSA 08 Sports Centre (Closed) H52 Heritage Item - Memorial Obelisk
04 Four Square 09 Bowling Club H53 Heritage Item - Memorial Obelisk
05 Memorial Hall 10 Manaia Redoubt H54 Heritage Item - WW1 Memorial Rotunda www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _7 157 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE VISION + KEY MOVES _
Establishing and Ongoing relationship with iwi
001 002 Connecting Acknowledging with iwi_ the Cultural History_ 006 003 Main Street Creating Enhancement_ a Heart_ 005 Rejuvenate 004 Historic Activating the Buildings_ 3.0 Rotunda_ Vision + Key Moves _
The consultation for each of the towns was undertaken 001 Connecting with iwi_ 004 Activating the Rotunda_ using the approach and topic of ‘more people, more Grow ongoing relationship with the iwi. Create definition of the edges, green it up and narrow the carriageway often for longer’ 002 Acknowledging the Cultural History_ 005 Rejuvenate Historic Buildings_ The following identifies the key design moves for the Opportunity to tell historical stories of Manaia. Create a new destination and activities - pool and hall plus flexible open space that Manaia Town Centre_ connect and work together. 003 Creating a Civic Heart_ Creating a focal point for community gathering and celebration - pool, hall and flexible 006 Main Street Enhancement_ open space that connects to the Band Rotunda to create a 'Civic Cluster' Improving safety and amenity on the Main Street
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _8 158 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE KEY MOVES _
NGATAI ST TAUHURI ST TAUHURI RANGAURI ST TAURANGA-A-IKA ST TAURANGA-A-IKA
TEROU ST
POOL HALL
SOUTH RD SOUTH RD
YARROWS
RIEMENSCHNEIDER ST
SECTION CC
Manaia Township Key_ Activate the Rotunda Connect Pool, Hall + Open space to Rotunda to create a
Rejuvenate pool / hall & create flexible open space 'Civic Cluster’ NTS Wayfinding Signage / Identity Site Plan
Green up the main street
Slow Traffic Speed Zone www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _9 159 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWNTOWNSHIP CENTRE SITE PLAN_ TAUHURI ST TAUHURI
01 POOL MEMORIAL HALL MEMORIAL POST HOUSE
02 06
06 03
SOUTH RD 04 SECTION AA TAURANGA-A-IKA ST TAURANGA-A-IKA 06 YARROWS 05 SKATE PARK 05
SECTION BB TAUHURI ST TAUHURI
Manaia Township Key_
01 Flexible Open Space 06 Wayfinding + Interpretive Signs
02 Town Hall Upgrade 1:1000 03 Main Street Greening - Street Trees @A3 04 Roundabout Upgrade + Greening
05 Shared Paths for Safety + Connections www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _10 160 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE SECTION AA - MAIN STREET PROPOSALS _
AA_Main Street - South Road Proposed main street enhancements and upgrades to improve safety, comfort and amenity incorporating urban furniture, new lighting and minor carparking changes _
4.6M 4.1M 3.35M 3.35M 7.4M 4.2M FOOTPATH PARKING VEHICLE VEHICLE PARKING FOOTPATH LANE LANE
Existing Street Cross Section AA_
New street trees and lighting New furniture zone
7250 4150 3350 3350 4000 7600 FOOTPATH PARKING VEHICLE VEHICLE PARKING FOOTPATH LANE LANE
TOTAL WIDTH = 30M
Proposed Street Cross Section AA_
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _11 161 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE SECTION BB - TOWN CENTRE PROPOSAL _
BB_ Town Centre Zone Proposed Roundabout upgrading the geometry of the intersection to reduce speed, greening up the edges to define the edges and adding lighting to provide night time identity and ambience_
Street trees and planting the street edges New street lighting and planting
New pedestrian crossings
TAUHURI STREET
SOUTH ROAD
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _12 162 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE ACTIVATION + IMPLEMENTATION STRATEGY _
4.0 Activation + Implementation Strategy _
The Manaia implementation plan proposes a staged delivery of catalyst projects over time to optimise activity synergies, value for money and uplift. The priority projects identified from community consultation were; 1. Place Making and Curation 2. Main Street Greening and Gateways (SH3) 3. Hall and Pool Upgrade 4. Roundabout Upgrade 5. Greenway Circuit 6. Public Art Market Space
Public Sports Realm Facilities Community Identity + Gardens Storytelling Project SH45 Speed Public Changes Upgrade Open Realm Pool Space Town Promotion Town Main St Public Town Centre Rebuilt Toilet Walking Wayfinding Safety + Identity Gateways Hall Upgrade + Cycling + Interpretive Amenity Signs 001 002 Main 003 004 005 006 Curation + St Safety + Hall + Pool Roundabout Greenway Public Maintenance Amenity Upgrade Upgrade Circuit Art
Implementation Plan_ Phase 001_ Phase 002_ Phase 003_ _Time/Investment $
www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _13 163 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - MANAIA TOWN CENTRE MANAIA DESIGN INTERVENTIONS _
4.0 Design Interventions _
The following identifies the key design interventions and Phase 001 (1 -2 years) Re-build town hall on existing site to maintain synergy with pool and library. Associated public realm enhancements. projects that will contribute to the implementation and 204 Market Space_ 100 Town Centre Gateways_ delivery of the town centre masterplan for Manaia_ Flexible space/surface besides town hall able to be use for parking, markets or The Town Centre arrival and gateway improvements - an avenue of trees. community events/gatherings. 101 State Highway Speed management_ 205 Rejuvenate Historic Buildings_ Soft Infrastructure_ ROAD TO ZERO Liaison with NZTA to implement Safe Highways changes to the town Create a new destination and activities - pool and hall plus flexible open space. A_ Promotion of Manaia_ centre and main street to support slower speeds and enhanced safety. 30-50km zone. 206 Public Toilet Improvements_ Town Centre promotion and visitor information. Web based and online. By and with 102 Building Improvements_ Opportunities for new/enhanced public toilet facilities that support visitation. STDC. Regional Tourism linkages - Venture Taranaki. Buy local initiative. Develop identity/design guides and implement building painting/canopy/frontage
B_ Community Storytelling Project_ improvements. 207 Activation_ Implement place and activation initiatives through annual program. Curation of town Establishment of a community led storytelling project to inform real town history and 103 Wayfinding Project_ identity. centre businesses and activities where possible. Use the Rotunda as a venue building on Town wayfinding project to define town centre and key connections to destinations and other events and activities. C_ District Plan Changes to Support Change attractions. 208 Main Street Amenity Enhancements_ Review and amend District Plan changes that enable development, residential 104 Public Art/Murals_ intensification and/or sub-divisions. Encourage growth towards the coast, between the Implement main street carparking changes, street tree planting and minor amenity Develop public art plan for town centre including murals and sculptural interventions. improvements town centres and the coast. Base on existing inventory. D_ Regional Cycleway Develop planning for a regional coastal cycleway connection between Whanganui and Phase 003 (5-10 years+) New Plymouth. Phase 002 (2 - 5 years) E_ Place Making and Activation 300 Public Art_ Develop a place making and activation strategy for the town (and region) that builds on Develop signature public art intervention for town centre. existing key events and activities. 200 Creating the Heart_ F_ Parking and Traffic Enforcement Develop a new open space for community gathering and celebration at the heart of the town centre. Better enforcement of traffic speed and parking requirements to improve behaviour. 201 Rotunda Intersection Upgrade_ G_ Developing Social Connections_ Upgrade intersection geometry to reduce speed and enhance amenity. Enhancing connections for sporting, cultural and youth activities between all South Taranaki Towns. 202 Rotunda Upgrade_ Green up, define edges and add lighting to provide night time identity/ambiance 203 Town Hall Upgrade_ www.landlab.co.nz South Taranaki Townships - Manaia Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _14 164 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2
Pātea Town Centre Spatial Framework 21.08.2019 _
165 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE CONTENTS _
1.0 2.0 3.0 4.0 Introduction + Context Issues + Opportunities Vision + Key Moves Design Interventions _ _ _ _
3 Introduction + Context 6 Issues + Opportunities 8 Vision + Key Moves 15 Activation + Implementation Strategy 4 Pātea Wide Scale Context Map 7 Existing Context Map 9 Proposed Wider Interventions 16 Design Interventions 5 Town Centre Ecosystem Diagram 10 Site Plan (North) 11 Site Plan (South) 12 Proposal Sections
LandLAB is a design-led, studio based practice creating sustainable, innovative and creative outcomes across a range of landscape, urbanism and place making projects in Auckland, Christchurch, Queenstown, Tauranga and Wellington. As our name suggests our philosophy integrates a site specific approach (‘Land’) with a creative and rigorous design process (‘LAB’). Our work reflects our interrogation of the inter-relationships between the ecologies and systems of landscape, urbanism and place.
Document Control_ Rev_ Date_ Purpose_ Prepared_ Checked_ Authorised_
A 11.07.2019 ISSUE FOR DISCUSSION BG HC HC
B 21.08.2019 ISSUE MASTERPLAN - FINAL REVISION BG HC HC
Disclaimer_ This document has been prepared by LandLAB solely for South Taranaki District Council (STDC). The use of and reliance upon information or opinions contained in this document by others without prior consent from LandLAB will be at such person’s sole risk. LandLAB accepts no responsibility or liability for the consequences of the unauthorised use of this document.
LandLAB Project Team; Henry Crothers, Zac Thorp, Divya Bishnoi, Bela Grimsdale
166 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE INTRODUCTION + CONTEXT _
001 Main Street + Heart
002 Identity Wai o Turi Pātea Harbour Pātea Māori 003 Marae Entrance 1947 004 Club Social Attractive Connectedness Connected Concentration 1.0 Introduction + Context _ 4 Overarching Themes_ Pātea Context_ This document establishes a design framework for the future Throughout the consultation undertaken for this project a series of key themes was With a population of 1098, Pātea is located on the western bank of the Pātea River. curation, enhancement and investment in the Pātea Town Centre. identified that apply to all towns within the South Taranaki District Council area. These The local iwi is Ngāti Ruanui and on the eastern side of the river is Nga Rauru, who are key themes are: descendants of the Aotea waka. The local marae is Wai o Turi ‘ Ko Te Rangiharuru te It provides a series of physical key design ‘moves’ around which a series of projects can wharenui, Ko Te Uukaipoo te wharekai’ is located on Lower Kaharoa Road. The Pātea 001 Main Street + Heart be implemented that contribute to the vision of the town as a place that attracts locals River flows through the town from the northeast and into the South Taranaki Bight, and and visitors. Each town is located on a state highway, which presents challenges in terms of creating during the land Wars was a military settlement. In 1865 redoubts were constructed on a high quality environment. Key issues include speed, noise, safety, amenity and sense either side of the river, and when hostilities ended the town became a market town. The projects have been considered in order to establish synergies between public and of place which are all impacted and compromised by the design standards of the State private investment, supporting the town’s aspirations to attract ‘more people, more Highway network. Harbour improvements began with the local shipping company establishing in 1872. The often, and staying longer’. Marton to New Plymouth Railway line through Pātea was completed in 1885. The Place Ecosystem identifies the key components of the town centres sense of place 002 Identity and their interrelationships Whilst each town has a unique and distinctive identity in terms of its location, history Pātea has a rich identity that stems from both Māori and and built form character there is a noticeable disconnect in terms of local and European history. In the main street is a replica of the Aotea The proposed Key Moves inform the Design Strategies (movement, open space, built visitor impressions of the town versus the community’s sense of identity. Key factors form and activities) at the town and main street scales. include lack of landmark buildings and spaces, low quality built form and poor building Memorial waka that commemorates the Māori history of Turi the captain of the Aotea waka who travelled from Hawaiiki to Kawhia Design Strategies establish principles for change. appearance, a lack of activity and low levels of footfall within all the town centres. then overland to Pātea. Missionaries began settling the area in An Implementation Plan identifies the priority projects discussed through community 003 Social Connectedness the late 1850s and the town was renamed Carlyle, although that consultation and proposes a sequence and time line for their implementation. Existing communities are becoming more physically and socially disconnected at town was situated closer to the river mouth than current Pātea. both the regional and town scales. This is due to a decline in community and sporting facilities and activities, declining populations, lack of mobility and issues of affordability. As a consequence communities are not as connected or resilient as they once were. The Pātea Freezing Works was established on the eastern bank of the river in the 1880s, with the later addition of the cool stores in 1901 evolving into the Pātea Freezing 004 Attractive, Connected, Concentrated Co-Op which was South Taranaki’s primary employer. Due to over-processing, reforms Each of the town centres suffer from low levels of amenity, poor maintenance of and inefficiencies the company closed in 1982, severe fires caused major damage and buildings and unattractive appearances that discourage people to dwell and spend time the town sought demolition. Pātea is well-known for the singer Dalvanius Prime and or for visitors to stop. the Pātea Maori Club group for their hit single ‘Poi E’. Pātea today is very community focused. Mana Bay is popular for swimming and surfing and there is good offshore fishing. The beach offers a boat ramp, scenic lookouts, a motor camp and the Pātea River Historic Walkway linking to York Street.
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _3 167 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE PĀTEA WIDE SCALE _
3
3
PĀTEA WAVERLEY
PĀTEA BEACH & RIVER MOUTH
WAITORE SWAMP OLDEST WOODEN ARTEFACTS
WHENUAKURA ESTUARY AND DUNES
SOUTH TARANAKI BIGHT
168 Data SIO, NOAA, U.S. Navy, NGA, GEBCO ImageImage ©© 20192019 TerraMetricsTerraMetrics Data SIO, NOAA, U.S. Navy, NGA, GEBCO ImageImage ©© 20192019 DigitalGlobeDigitalGlobe Image © 2019 TerraMetrics Image © 2019 DigitalGlobe Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE TOWN ECOSYSTEM _ Sports The town ecosystem for Pātea Town Centre builds on its existing Facilities DNA, incorporates a combination of new and proposed social infrastructure, public realm enhancements, infrastructure investment and place making opportunities_
Service River Station Boat + Beach Ramp Skate Park Mana Historical Bay Town Pubs Library Coast Waka Play + Beach Ama Ground
School Four State Square Highway Cycle Swimming Network Pool
Pātea Māori Club Egmont Coastal Pātea Street Walkway Town Centre Hunter Cycle Shaw Tourism Golf Art Gallery Course
Civic Museum Southern Precinct Heart Library F+B Public Cafe Realm Residential Town Sub Division Aotea Public Waka Circuit Toilets Garden of Tutunui Paepae in the Park
Public Place Art Town Wide Facilities_ Making
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _5 169 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE ISSUES + OPPORTUNITIES _
Isn’t the coastline Let’s go and grab a coffee I’m glad we decided amazing! while the kids are swimming at to stay the night. I wish we could join some sports the pool. clubs!
2.0 Issues + Opportunities _
Pātea town centre has a distinct character, however 2.1 Problems 2.2 Objectives the town is rundown and in need of maintenance and The ILM for Pātea identified the following four problems: The ILM for Pātea identified the following four benefits: enhancements. 1. Pātea’s main street lacks amenity and appeal meaning it is a through route as 1. A greater number of passersby and tourists stop in town, staying longer, spending opposed to a place where people get out of their cars, dwell, shop, create vibrancy more. making it viable. 2. Our town’s history, unique identity and culture are openly celebrated and identifiable. Key items raised by the community in consultation 2. Pātea is connected to the sea and the town is surrounded by many poorly utilised, 3. The local population grows and engages with the town because it’s a great place to maintained and promoted activities, meaning opportunities are being missed. sessions are ‘improving what we have’ and ‘promoting live. 3. Through years of decline the town is rundown and no longer reflects the values of 4. Improved social connection where people come together. the town’_ the community, leaving us feeling ashamed and often stigmatised by outsiders. 4. Hospitality is no longer viable and sports clubs are suffering from a lack of membership and volunteers meaning the opportunities to socialise for all ages is in decline. 2.3 Opportunities An Investment Logic Map (ILM) is an investment management tool. It’s Pātea has significant potential due to its proximity to the coast and distance to the a one page document that communicates a complete investment story mountain. The following opportunities were raised during community consultation: on a single page, using language and concepts that are understandable Additionally the following issues were identified by the community during the consultation phase; to anyone. It ensures everyone involved recognises the problems that • The camp ground is popular and brings visitors through-out summer • Lack of town signage and general wayfinding to other experiences and destinations exist, and the benefits that will occur if they are addressed. • A coastal walkway around the beach front provides amazing views but needs signage • Speed and pedestrian safety on the main street (State Highway traffic drives to and improved access and directions to significant sites quickly) • Create a market area for social interaction and attract visitors • Lack of retail offerings and diversity in the main street, few reasons to stay By developing an ILM, the thinking for a project is done up front, laying • The roads leading from the town centre to the beach front are crying out for a • Poor co-ordination/management of the main street (no Business Association) shared path or cycleway as the main modes of transport over the summer months the foundation for the masterplan. The ILM for Pātea was developed in • Inconsistent trading hours of existing local businesses are bikes, skateboards and scooters, used by young children a workshop involving Council, iwi and community members on 23/05/19. • Community and beach facilities needs improving • A town square would provide a focal point for the community to gather • Derelict buildings in town that are beyond repair • Planting and street trees that reflects the local coastal ecology • Showcase local food and products in the town centre • Develop a coastal loop, walkways and cycleways to connect town, beach and river
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _6 170 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE EXISTING CONTEXT _
3 TO WAVERLEY
16 17
YORK ST
15 WAI O TURI MARAE
DORSET ST
KENT ST 01
DORSET ST
14
20
TO HAWERA LEICESTER ST BEDFORD ST CAMBRIDGE ST STAFFORD ST 21 CHESTER ST TURI ST 13 ESSEX ST 02 03 05 NORFOLK ST 09 10 19 3 EGMONT ST TARANAKI RD
04 06 07 08 11 12 MANA BAY
22 OXFORD ST RUTLAND ST LINCOLN ST RICHMOND ST RICHMOND VICTORIA ST VICTORIA
18 PĀTEA RIVER MOUTH
Pātea Township Key_
connecting roads to rural towns 03 Library Plus 08 Fire station 13 Pātea Māori Club 18 Golf Club
400m walking distance 04 Aotea Utanganui - Museum of South Taranaki 09 Red Rock Cafe 14 Pātea Area School 19 Garden of Tutunui NTS Pātea River Historic walkway 05 Old Post House 10 Public Toilets 15 Waka Ama 20 Pātea Beach Motor Camp 01 Old Hospital Ruins 06 4 Square 11 Swimming Pool 16 Pātea Freezing Works Site 21 Pātea & Districts Boating Club 02 Aotea Memorial Waka 07 Pharmacy 12 Sports Club 17 Wetland 22 Lookout www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _7 171 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE VISION + KEY MOVES _
Establishing and Ongoing relationship with iwi
001 Working 002 with iwi_ Creating a Heart_
003 Develop Coastal Walkway_ 3.0 004 Mana Bay Vision + Key Moves 005 Revitalisation_ _ Beach Connection_
The consultation for each town was undertaken using 001 Working with iwi_ 004 Mana Bay Revitalisation_ the approach and topic of ‘more people’ more often, for Grow ongoing relationship with the iwi Revitalise and establish the Beach as a destination for all users. longer’ The following identifies the key design moves for the 002 Creating a Heart_ 005 Connecting to the Beach _ Pātea Town Centre_ Creating a focal point for community gathering and celebration Develop Bedford, York and Kent Street as new green links for walking and cycling between the town centre, walkway and beach.
003 Develop Coastal Walkway_ Extend the Pātea River Historic Walkway and create a loop from Victoria St
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _8 172 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE PROPOSED WIDER INTERVENTIONS _
WAI O TURI MARAE CORNWALL ST
PĀTEA RIVER
DORSET ST
KENT ST
CAMBRIDGE STBEDFORD ST CHESTER ST STAFFORD ST LEICESTER ST ESSEX ST NORFOLK ST EGMONT ST TARANAKI RD VICTORIA ST VICTORIA
MANA BAY OXFORD ST RUTLAND ST LINCOLN ST RICHMOND ST RICHMOND
PĀTEA RIVER MOUTH
Pātea Township Key_
400m walking distance Revitalise Beach + Boating Club Facilities
Town Loop - Extend Pātea River Historic walkway Gateway Entrance Improvements NTS Connections to beach / river / walkway Wayfinding + Interpretive signs
Create ‘A Heart’ Main Street Greening
State Highway 3 Speed Change Site Plans www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _9 173 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE SITE PLAN NORTH _
CHESTER ST
STAFFORD ST
02 02 POST HOUSE 01 AOTEA WAKA LIBRARY PLUS 05
03 04 05
EGMONT ST SECTION AA
SECTION BB AOTEA MUSEUM AOTEA LINCOLN ST VICTORIA ST VICTORIA MEREDITH ST RICHMOND ST RICHMOND
Pātea Township Key_
01 Town Heart (North)
02 Shared Space
03 Main Street Greening - Street Trees 1:1000@ A3 04 Main Street Safety + Amenity
05 Wayfinding + Signage + Identity www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _10 174 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE SITE PLAN SOUTH _
CAMBRIDGE ST DORSET ST
STAFFORD ST LEICESTER ST
01
RED ROCK CAFE WC 02 03 04 05
EGMONT ST
SECTION CC
SECTION DD PHARMACY OXFORD ST LINCOLN ST FOUR SQAURE
Pātea Township Key_
01 Shared Space
02 Public Toilet Upgrade
03 Main Street Greening - Street Trees 1:1000@ A3 04 Main Street Safety + Amenity
05 Wayfinding + Signage www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _11 175 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE SECTION AA - MAIN STREET PROPOSAL _
AA_Main Street - Egmont St Proposed main street enhancements and upgrades to improve safety and amenity, incorporating new lighting and street trees, urban furniture, minor carparking changes, wayfinding and signage_
4260 4500 5750 5750 3740 4300 FOOTPATH PARKING VEHICLE LANE VEHICLE LANE PARKING FOOTPATH
Existing Street Cross Section AA_
New street lighting and street trees
New street furniture zone
5480MM 2500MM 3100MM 1700MM 3100MM 2500MM 5620MM FOOTPATH PARKING VEHICLE LANE MEDIUM VEHICLE LANE PARKING FOOTPATH
TOTAL WIDTH = 24M
Proposed Street Cross Section AA_
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _12 176 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE SECTION BB - TOWN HEART NORTH PROPOSAL _
BB_ Town Heart (North) Develop a new open space and shared zone between the gardens and the Library that establishes a place for civic celebrations and gatherings including Paepae in the Park. Main street greening, amenity and safer connections between park, library and museum_ Pātea Memorial Shared Shared open space for safer walking and events Events Park Zones
New street furniture, lighting and main street greening New pedestrian crossing
LIBRARY
MUSEUM
AOTEA WAKA MEMORIAL PARK
EGMONT
ST
Proposed Street Cross Section BB_
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _13 177 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE SECTION DD - SECTION CC _
CC_Town Heart (South) DD_ Public Amenity Improvements Create an open space for the community to gather and celebrate at Proposed new/enhanced public toilet facilities to support visitation. the heart of the town centre. Rationalise existing parking to create a Incorporating new urban furniture, street trees and lighting and shared better space. Incorporate new street furniture, street trees and amenity zone through Cambridge Street for pedestrian safety and comfort_ improvements_
Shared Open Space for community gathering and events Shared Zone for safer walking and cycling New street furniture, lighting and street trees New street furniture, lighting and street trees
Improved public toilets
LEICESTER ST
DORSETST
E G M OST N T
E G M OST N T OXFORD ST
Proposed Street Cross Section CC_ Proposed Street Cross Section DD_
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _14 178 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE ACTIVATION + IMPLEMENTATION STRATEGY _
4.0 Activation + Implementation Strategy _ The Pātea implementation plan proposes staged delivery of catalyst projects over time to optimise activity synergies, value for money and uplift. The priority projects identified from community consultation were; 1. Place Making and Curation 2. Main Street Greening and Gateways (SH3) 3. Developing the Heart (South) 4. Main Street Public Art 5. Future Residential Subdivision 6. Towns Centre Circuit/Coastal Walkway 7. Mana Bay Re- Development 8. Shared space destination space (North)
Town Identity + Circuit Storytelling River Project SH3 Speed Public Access Pavilion Changes Coastal Realm Upgrade Walkway Town Promotion Town Public Chester Main St Mana Beach Centre Toilet Street Wayfinding Safety + Bay Link Upgrade Gateways Upgrade Upgrade + Interpretive Amenity Signs 001 002 Main 003 004 005 006 007 008 Curation + St Safety + Town Heart Main St New Sub Walk/Cycle Mana Bay Town Heart Maintenance Amenity (South) Public Art Division Circuits Upgrade (North)
Phase 001_ Phase 002_ Phase 003_ _Time/Investment $
www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _15 179 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - PĀTEA TOWN CENTRE DESIGN INTERVENTIONS _
4.0 Design Interventions _
The following identifies the key design interventions and Phase 001 (1 -2 years) 205 Developing the Town Loop_ Developing a walking and cycling route between the town centre and beach via the coast line and river and connecting key destinations and 100 Town Centre Gateways_ The town centre arrival and gateway improvements. projects that will contribute to the implementation and experiences. 101 State Highway Speed management_ Liaison with NZTA to implement Safe Highways delivery of the town centre masterplan for Pātea_ changes to the town centre and main street to support slower speeds and enhanced 206 Beach Links_ Develop Bedford, York and Kent Street as new green links for safety. 30-50km zone. walking and cycling between the town centre, walkway and beach. Develop a signature public art intervention for town centre. 102 Building Improvements_ Develop identity/design guides and implement building 207 Public Art_ Soft Infrastructure painting/canopy/frontage improvements. 208 Coastal Subdivision_ plan change and district plan changes to enable sub-division A_ Promotion of Pātea_ between town centre and coast (location TBC). 103 Main Street Amenity Enhancements_ Implement main street carparking changes, Town Centre promotion and visitor information. Web based and online. By and with street tree planting and minor amenity improvements STDC. Regional Tourism linkages - Venture Taranaki. Buy Local initiative. Visitor attraction cultural and natural 104 Public Toilet Improvements_ Opportunities for new/enhanced public toilet Phase 003 (5-10 years+) facilities that support visitation. B_ Establishment of Business Association_ Town wayfinding project to define town centre and key Establishment/re-establishment of a town Centre Business Association and network 105 Wayfinding Project_ 300 Mana Bay Enhancement_ Beach front enhancement project of open spaces and connections to destinations and attractions. C_ Community Story Telling Project_ community facilities such as the surf club Develop public art plan for town centre including murals and Establishment of a community led story telling project to inform and real town history 106 Public Art/Murals_ 301 Waterbased Recreation_ enhance opportunities for accessing water based and identity. sculptural interventions. Base on existing inventory. activities (for youth) eg. surfing, waka ama, kayaking etc. Implement place and activation initiatives through annual program. D_ District Plan Changes to Support Change 107 Activation_ 302 Enhance Freedom Camping Facilities_ enhance camping infrastructure to support Review and amend District Plan changes that enable development, residential Curation of town centre businesses and activities where possible. tourism and visitation. intensification and/or sub-divisions. Encourage growth towards the coast, between the 108 Truck Stops_ Enabling and curating opportunities for existing trucks stops to town centres and the coast. support town centre retail/food and beverage E_ Regional Cycleway Develop planning for regional coastal cycleway connection between Whanganui and New Plymouth. Phase 002 (2 - 5 years) 201 Main Street Greening_ planting and ecological strategy implemented for the main F_ Place Making and Activation street to reflect ecological themes. Develop a place making and activation strategy for the town (and region) that builds on existing key events and activities. 202 Creating the Heart (North)_ develop a new open space for community gathering and celebration at the heart of the town centre. G_ Parking and Traffic Enforcement Better enforcement of traffic speed and parking requirements to improve speed and 203 Memorial Park_ develop a new open space and shared zone between the gardens behaviour and Library that establishes a place for civic celebrations and gatherings including Paepae in the Park’. H_ Developing Social Connections_ 204 City to Beach Walkway_ Developing a walking and cycling route (shared path) Enhancing connections for sporting, cultural and youth activities between all South between the town centre and beach. Taranaki Towns www.landlab.co.nz South Taranaki Townships - Pātea Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _16 180 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports 2
Waverley Town Centre Spatial Framework 21.08.2019 _
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _1 181 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE CONTENTS _
1.0 2.0 3.0 4.0 Introduction + Context Issues + Opportunities Vision + Key Moves Design Interventions _ _ _ _
3 Introduction + Context 6 Issues + Opportunities 8 Vision + Key Moves 14 Activation + Implementation Strategy 4 Waverley Wide Scale Context Map 7 Existing Context Map 9 Key Moves 15 Design Interventions 5 Town Centre Ecosystem Diagram 10 Site Plan 11 Proposal Sections
LandLAB is a design-led, studio based practice creating sustainable, innovative and creative outcomes across a range of landscape, urbanism and place making projects in Auckland, Christchurch, Queenstown, Tauranga and Wellington. As our name suggests our philosophy integrates a site specific approach (‘Land’) with a creative and rigorous design process (‘LAB’). Our work reflects our interrogation of the inter-relationships between the ecologies and systems of landscape, urbanism and place.
Document Control_ Rev_ Date_ Purpose_ Prepared_ Checked_ Authorised_
A 11.07.2019 ISSUE FOR DISCUSSION BG HC HC
B 21.08.2019 ISSUE MASTERPLAN - FINAL REVISION BG HC HC
Disclaimer_ This document has been prepared by LandLAB solely for South Taranaki District Council (STDC). The use of and reliance upon information or opinions contained in this document by others without prior consent from LandLAB will be at such person’s sole risk. LandLAB accepts no responsibility or liability for the consequences of the unauthorised use of this document.
LandLAB Project Team; Henry Crothers, Zac Thorp, Divya Bishnoi, Bela Grimsdale www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _2 182 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE INTRODUCTION + CONTEXT _
001 Main Street + Heart
002 Identity Waverley Te Wairoa Iti Waverley 003 Beach Marae Town Centre Social 004 Connectedness Attractive Connected Concentration 1.0 Introduction + Context _ 4 Overarching Themes_ Waverley Context_ This document establishes a design framework for the future curation, identified that apply to all towns within the South Taranaki District Council area. These cared for by the Ngaati Tai hapuu of Ngaa Rauru Kiitahi iwi. The Ngaati Tai hapuu of Ngaa enhancement and investment in the Waverley Town Centre. key themes are: Rauru Kiitahi established Te Wairoa Iti Marae at the towns old Covent School Grounds. Also operating here is a Kohanga Reo or early Childhood Māori language Learning 001 Main Street + Heart It provides a series of physical key design ‘moves’ around which a series of projects can Centre named Te Kohanga Reo o Te Hunga Ririki. be implemented that contribute to the vision of the town as a place that attracts locals Each town is located on a state highway, which presents challenges in terms of creating and visitors. a high quality environment. Key issues include speed, noise, safety, amenity and sense of place which are all impacted and compromised by the design standards of the State Ko Maru-Ata te Wharenui - Maru-Ata is the name of the large house The projects have been considered in order to establish synergies between public and Highway network. Ko Tautautahi te wharekai - Tautautahi is the name of the dining house private investment, supporting the town’s aspirations to attract ‘more people, more often and staying longer’. 002 Identity Waverley is a compact town in South Taranaki with a population of around 800. State The Place Ecosystem identifies the key components of the town centres sense of place Whilst each town has a unique and distinctive identity in terms of its location, history Highway 3 runs through the main road of the town. Waverley is renowned as the home and their interrelationships and built form character there is a noticeable disconnect in terms of local and visitor impressions of the town versus the community’s sense of identity. Key factors of the famous racehorse, Kiwi, which was trained here. The town identity has a strong The proposed Key Moves inform the Design Strategies (movement, open space, built include lack of landmark buildings and spaces, low quality built form and poor building focus on sports, dairy farming, hunting, agriculture, horticulture, and horse breeding. form and activities) at the town and main street scales. appearance, a lack of activity and low levels of footfall within all the town centres. Design Strategies establish principles for change. During the 1860s land wars Waverley was an important stronghold. At this time it was 003 Social Connectedness called Wairoa, although this was changed in 1876. Many of the streets are named after An Implementation Plan identifies the priority projects discussed through community men of the Eighth and Tenth Companies of the Taranaki Military Settlers. A Memorial to consultation and proposes a sequence and time line for their implementation. Existing communities are becoming more physically and socially disconnected at both the regional and town scales. This is due to a decline in community and sporting Queen Victoria was built at the Dallison Park Bowling Green, with Norfolk pines planted facilities and activities, declining populations, lack of mobility and issues of affordability. as a commemoration to the Queen. The Post Office, built in 1928, was the hub of the As a consequence communities are not as connected or resilient as they once were. town for many years. The building is now privately owned. The Waverley Clock Tower was built in 1925 and unveiled as a memorial to those who served in The Great War with 004 Attractive, Connected, Concentrated annual ANZAC parades held at the foot of the tower. Each of the town centres suffer from low levels of amenity, poor maintenance of buildings and un-attractive appearances that discourage people to dwell and spend Waverley offers a variety of activities. Just a quick nine km detour from Weraroa Road time or for visitors to stop. will take you to the renowned Waverley Beach and its unique caves, black sandy beach, and a well-equipped camping ground. The beach is classified as an Outstanding Natural Landscape (ONL) surrounded by other unique landscapes, such as dune lands, fossilized forests and reefs.
Throughout the consultation undertaken for this project a series of key themes was Te Wairoa Iti is the original name for Waverley, the marae is named Te Wairoa Iti and is www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _3 183 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTER WAVERLEY WIDE SCALE _
3
WAVERLEY
PĀTEA
WAVERLEY GOLF CLUB RACECOURSE
LAKE OTURI
WHENUAKURA E S T U A R Y AND DUNES
L A K E HERENGAWE LAKE WAIAU 3
WAIPIPI DUNELANDS
WAIPIPI BEACH
WAVERLEY BEACH
WAITOTARA ESTUARY AND DUNES - FOSSILISED FOREST
184 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE TOWN CENTRE ECOSYSTEM _
The town ecosystem for the Waverley Town Centre builds on its existing DNA, incorporates a combination of new and proposed social infrastructure, public realm enhancements, Mana Sports infrastructure investment and place making opportunities_ Whenua Facilities Sites
Lake Cultural Waiau Waverley Sites Memorial Public Lake Art Lake Herengawe Oturi Town Haberdashery Library
Gully Camping Park Four Events State Celebrations Square Racing Highway Industry Coastal Historic Racing Walkway Pubs Club F+B Cafe Waverley Residential Beach Town Centre Sub Urban Division Agriculture Library Town Waverley Belt Bowls Rugby Domain Club Club Pharmacy Golf + Vet Public Railway Play Course Realm Ground Events
Community Wairoa Iti Swimming Centre Marae Pool Place Making
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _5 185 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE ISSUES + OPPORTUNITIES _ Where can I go and play sports and hang out Where can we go to with my mates? We need a community garden hang out with the where we can grow our own community? food and have farmers markets I don’t feel safe riding my bike around town
2.0 Issues + Opportunities _
Waverley Town Centre has a distinct character. 2.1 Problems 2.2 Objectives Key items raised by the community are ‘improving what The ILM for Waverley identified the following four problems: The ILM for Waverley identified the following four benefits: we have’ and bringing hospitality and social connections 1. Vehicles including trucks travel through Waverley’s main street at unsuitable speeds 1. Improved traffic safety in the main street. for the village making it unsafe for town centre users, school kids and pool users. together. 2. A greater number of passersby and tourists stop in town, staying longer, spending 2. Waverley’s main street lacks a sense of destination and arrival to its heart diminishing more. the village feel where people stop, get out of their cars, dwell, enjoy and spend. 3. The local population grows and engages with the town because its a great place to An Investment Logic Map (ILM) is an investment management tool. It’s 3. Waverley’s unique identity is not reflected by the towns look and feel and the history live. and activities are not promoted, meaning opportunities are being missed. a one page document that communicates a complete investment story 4. Improved social connection where people come together, strengthening the 4. Hospitality is no longer viable, sports clubs are lacking members and volunteers and community further . on a single page, using language and concepts that are understandable the elderly leave meaning the opportunities to socialise for all ages is in decline. to anyone. It ensures everyone involved recognises the problems that exist, and the benefits that will occur if they are addressed. 2.3 Opportunities Additionally the following issues were identified by the community during the Waverley has significant potential and the following opportunities were raised during consultation phase; community consultation; By developing an ILM, the thinking for a project is done up front, laying • Lack of town signage and general wayfinding to other experiences and destinations the foundation for the masterplan. The ILM for Waverley was developed • Pedestrian safety and vehicle speeds on the main street (State Highway traffic drives • Freedom camping facilities could bring visitors throughout summer. in a workshop involving Council, iwi and community members on too quickly) • Provide signage and improved access and directions to significant sites and beach . • Lack of retail offerings and diversity in the main street, few reasons to stay 24/05/19. • The roads in the town centre are crying out for a shared path or cycleway as the • Poor coordination/management of the main street (no Business Association) main modes of transport over the summer months are bikes, skateboards and • Inconsistent trading hours of existing local businesses scooters, used by young children. • Waverley’s main street lacks a sense of destination and arrival to its heart, with the • A town square would provide a focal point for the community to gather. state highway making it worse, diminishing the village feel, where people dwell & enjoy • Planting and street trees that reflects the local identity of Taranaki. • Buildings in the town centre are run-down, are not attractive & the business sector • Showcase local food and products in the town centre. lacks a plan to remedy this leaving town with a closed for business feel about it. • Provide ‘the place to dance’ bringing clubs and societies together to deliver hospitality and socialising. • Town belt, community gardens, fitness tracks and walkways.
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _6 186 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE EXISTING CONTEXT _
TOW N BELT
01
FOOKES ST
SMITH ST
RECREATION GROUND
07 08 HUSSEY ST 12
04
BRASSEY ST
02 GLOAG ST SUTHER ST WILSON ST WILSON 03 SWINBOURNE ST CHESTER ST
11 TO PĀTEA BEAR ST BEAR 05 NT H77 H78
3 WERAROA RD WERAROA RD TO WAITŌTARA 3 09 10
OTURI RD
LUPTON ST
06
TO WAIPIPI/ WAVERLEY BEACH
Waverley Township Key_
State Highway + Connecting roads to rural towns 01 Te Kaahui o Rauru 06 WSM Sawmill 11 Aotea Rotary Park
400m walking distance 02 Pump Track 07 Waverley Bowling Club 12 Waverley Community Centre NTS 03 Waverley Primary School 08 Waverley Rugby Club NT Noted Tree Heritage Item - Pohutukawa
04 Te Wairoa Iti Marae 09 Park H77 Heritage Item - Clock Tower
05 Library Plus 10 Waverley Swimming Pool H78 Heritage Item - Old Post Office www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _7 187 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE VISION + KEY MOVES _
Establishing and Ongoing relationship with iwi
001 Working 002 with iwi_ Main Street Enhancement_
006 003 Town belt_ Creating a Heart_ 005 004 A Green Beach 3.0 Identity_ Vision + Key Moves Destination_ _
The consultation for each of the towns was undertaken 001 Working with iwi_ 004 Beach Destination_ using the approach and topic of ‘more people, more Grow ongoing relationship with the iwi. Connections and wayfinding to showcase the cluster of outstanding beaches nearby. often for longer’ 002 Main Street Enhancement_ 005 A Green Identity_ The following identifies the key design moves for the Improving safety and amenity and planting on the Main Street. Street trees along the main street to reflect the identity of the town. Enhance the Waverley Town Centre_ sustainable and green identity of Waverley through design planting and ecology. 003 Creating a Heart_ Creating a focal point for community gathering and celebration. 006 Town Belt_ Develop Town Belt with potential for community gardens, markets and develop social activities, connections and interactions, plus horse / walking trails.
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _8 188 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE KEY MOVES _
R E C RECREATION RESERVE PRIVATE OWNED RESERVE
FOOKES ST
SMITH ST
R E C RESERVE
HUSSEY ST SWINBOURNE ST
BRASSEY ST GLOAG ST BEAR ST BEAR CHESTER ST
TO PĀTEA SUTHER ST WILSON ST WILSON TO WAITŌTARA
WERAROA RD WERAROA RD
SECTION CC
LUPTON ST
OTURI RD
TO WAIPIPI/ WAVERLEY BEACH
Waverley Township Key_
Connecting roads to rural towns Create ‘A Heart’ connect Library and Gully Park Beach Connection
State Highway 3 Speed Changes Gully Park Extension Main Street Greening NTS Town Belt 400m walking distance
Gateway Entrance Improvements Horse / walking / cycle trail
Wayfinding/Storytelling/Identity Site Plan www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _9 189 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE SITE PLAN _ BEAR ST BEAR CHESTER ST
CLOCK AOTEA PARK TOWER 01 LIBRARY PLUS FOUR SQAURE
04
02
WERAROA RD
01 SECTION AA
CAFE 04 03 HOTEL
POOL GULLY PARK
SECTION BB
Waverley Township Key_
01 Main Street Safety - Pedestrian Crossings
02 Create an open space ‘heart’ for the town to gather 1:1000 03 Gully Park Enhancement @A3 04 Wayfinding project and public art/murals
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _10 190 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE SECTION AA - MAIN ROAD PROPOSALS _
AA_Main Road - Weraroa Road Proposed public realm improvements to support amenity and visitation. Widened footpaths and narrowed carriageway_
4.3M 4.1M 3.3M 2.25M 3.2M 3.9M 5.65M FOOTPATH PARKING VEHICLE LANE MEDIUM VEHICLE LANE PARKING FOOTPATH STRIP Existing Street Cross Section AA_ Widened footpath and new furniture zone
New street trees and lighting Consider removal of medium
6150MM 2500MM 3150MM 1800MM 3150MM 2500MM 2460MM 4990 FOOTPATH PARKING VEHICLE LANE MEDIUM VEHICLE LANE PARKING BUFFER FOOTPATH
TOTAL WIDTH = 26.7M
Proposed Street Cross Section AA_
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _11 191 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE SECTION BB - TOWN CENTRE PROPOSALS _
BB_ Town Centre Zone Enhance the main street. Provide new pedestrian crossing. Connect Gully Park and Library_
New pedestrian crossing Open Space for community gathering and events
Gully Park Enhancement
LIBRARY
WERAROA RD
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _12 192 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE SECTION CC - BEACH CONNECTION PROPOSAL _
CC_ Beach Link - Oturi Road Provide for safer walking and cycling connections between the town centre_
4558 2375 7400 3000 4365 FOOTPATH PARKING VEHICLE LANES PARKING FOOTPATH
Existing Street Cross Section CC_
4m wide shared path for walking, New street lighting and trees cycling and other active modes
4000 2150 7400 3000 4365 SHARED PATH BUFFER VEHICLE LANES PARKING FOOTPATH
TOTAL WIDTH = 21698
Proposed Street Cross Section_
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _13 193 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE ACTIVATION + IMPLEMENTATION STRATEGY _
4.0 Design Interventions _
The Waverley implementation plan proposes staged delivery of catalyst projects over time, to optimise activity synergies, value for money and uplift.
The priority projects identified from community consultation were; 1. Place Making and Curation 2. Main Street Greening and Gateways (SH3) 3. Developing the Heart (South) 4. Town belt 5. Connect to the Beach 6. Beach Upgrade 7. New sub-division (towards Beach)
Pedestrian Crossing Wayfinding
Identity + Re-Instate Storytelling Street Sigange + Project SH3 Speed Trees Changes Community Wayfinding Beach + Clubs Beach Access Destination Town Library Town Promotion Plaza Walking + Centre Main St Gully Park Beach Safety + Cycle Path Walking + Amenities Wayfinding Gateways Enhanced Cycle Path + Intepretive Amenity Signs 006 002 Main 005 001 003 004 Beach 007 Connect to Curation + St Safety + Town Heart Town Upgrade New Sub Maintenance Amenity (South) Belt the Beach Division
Implementation Plan_ Phase 001_ Phase 002_ Phase 003_ Time/Investment $_
www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _14 194 Extraordinary Council Wednesday 9 October 2019, 3pm - Reports
SOUTH TARANAKI TOWNSHIPS 2 CONCEPT DESIGN - WAVERLEY TOWN CENTRE DESIGN INTERVENTIONS _
4.0 Design Interventions _
The following identifies the key design interventions and Phase 001 (1 -2 years) projects that will contribute to the implementation and 100 Town Centre Gateways_ The Town Centre arrival and gateway improvements. Phase 003 (5-10 years+) delivery of the town centre masterplan for Waverley_ 101 State Highway Speed management_ ROAD TO ZERO Liaison with NZTA to 300 Information Centre_ Investigate opportunities and avenues for providing visitor implement Safe Highways changes to the town centre and main street to support information. slower speeds and enhanced safety. 30-50km zone. 301 Enhance Freedom Camping Facilities _ Enhance camping infrastructure to support 102 Main Street Amenity Enhancements_ Implement main street carparking changes, tourism and visitation. Soft Infrastructure_ street tree planting and minor amenity improvements. A_ Promotion of Waverley_ Town Centre promotion and visitor information. Web based 303 Public Art_ Develop a signature public art intervention for Town Centre. and online. By and with STDC. Regional Tourism linkages - Venture Taranaki. Buy local 103 Public Art_ Develop a signature public art intervention for Town Centre. 304 Transmission Lines_ Mitigate the effect on the town from the wind farm’s initiative. 104 Building Improvements_ Develop identity/design guides and implement building transmission lines through planting trees. _ Establishment/re-establishment of a Town painting/canopy/frontage improvements. B_ Establishment of Business Association 305 Subdivision_ Plan change and district plan changes to enable subdivision. Centre Business Association and network. Building confidence to invest. Integrated 105 Wayfinding Project_ Town wayfinding project to define Town Centre and key planning. connections to destinations and attractions. Include definition and description of the C_ Community Storytelling Project _ Establishment of a community-led storytelling towns unique Town Belt. project to inform and reveal town history and identity. Key themes - Māori land wars, 106 Activation_ Implement place and activation initiatives through annual program. cultural sites and racing and farming stories. Circulation of Town Centre businesses and activities where possible. D_ District Plan Changes to Support Change_ Review and amend District Plan changes 107 Street Trees_ Program of street tree planting that reinforces rural Town Centre to enable development, residential intensification and/or subdivisions. Encourage character and identity. growth towards the coast, between the town centre and the coast. E_ Regional Cycleway_ Develop planning for regional coastal cycleway connection between Whanganui and New Plymouth. F_ Place Making and Activation_ Develop a place making and activation strategy for the Phase 002 (2 - 5 years) town (and region) that builds on existing key events and activities. 200 Creating the Heart_ Develop a new open space for community gathering and G_ Parking and Traffic Enforcement_ Better enforcement of traffic speed and parking celebration at the heart of the Town Centre adjacent the existing library and or Gully requirements to improve speed and behaviour. Park. H_ Developing Social Connections _ Enhancing hospitality and connections for sporting, 201 Develop the Town Belt_ Potential for community gardens, traditional food growing, cultural and activities for all ages between all South Taranaki Towns. markets and social connections and interaction. 202 Beach Connections_ Develop new green links for walking and cycling between the Town Centre and the beach. www.landlab.co.nz South Taranaki Townships - Waverley Town Centre_ Concept V.1_ August 2019_ LandLAB_ page _15 195