27 May 2020 Commencing at 3:00Pm

Front Cover

AGENDA

Meeting of the Buller District Council

Wednesday 27 May 2020 commencing at 3:00pm

To be held via ZOOM Hosted from the Downstairs meeting room, Brougham House, Westport

1 Terms of Reference

Councils

Terms of Reference and Delegations from Council, and Committees of Council

2019 - 2021 Triennium

2 Terms of Reference

Council

Chairperson: Mayor

Membership: The Mayor and all Councillors

Meeting Frequency: Monthly – or as required

Quorum: A majority of members (including vacancies)

Purpose The Council is responsible for:

1. Providing leadership to, and advocacy on behalf of, the people of Buller district. 2. Ensuring that all functions and powers required of a local authority under legislation, and all decisions required by legislation to be made by local authority resolution, are carried out effectively and efficiently, either by the Council or through delegation.

Terms of Reference 1. To exercise those powers and responsibilities which cannot legally be delegated by Council: a) The power to set district rates. b) The power to create, adopt and implement 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 or Annual Plan, or Annual Report. e) The power to appoint a Chief Executive Officer. 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 Council’s governance statement, including the Infrastructure Strategy. g) The power to adopt a remuneration and employment policy for Chief Executive Officer. h) The power to approve or change the District Plan, or any part of that Plan, in accordance with the Resource Management Act 1991. i) The power to approve or amend the Council’s Standing Orders. j) The power to approve or amend the Code of Conduct for Elected Members. k) The power to appoint and discharge members of committees. l) The power to establish a joint committee with another local authority of other public body. m) The power to make the final decision on a recommendation from the Parliamentary Ombudsman, where it is proposed that Council not accept the recommendation. n) Health & Safety obligations and legislative requirements are met.

3 Terms of Reference

2. To exercise the following powers and responsibilities of Council, which the Council chooses to retain: a) Resolutions required to be made by a local authority under the Local Electoral Act 2001, including the appointment of an electoral officer and reviewing representation arrangements. b) Approval of any changes to Council’s vision, and oversight of that vision by providing direction on strategic priorities and receiving regular reports on its overall achievement. c) Adoption of governance level strategies, plans and policies which advance Council’s vision and strategic goals. d) Approval of the Triennial Agreement. e) Approval of the local governance statement required under the Local Government Act 2002. f) Approval of a proposal to the Remuneration Authority for the remuneration of Members. g) Approval of any changes to the nature and delegations of the Committees.

4 Terms of Reference

Common Delegations The following delegations from Council are common to the Finance Audit and Risk Committee, Strategic Infrastructure Committee, and Community, Environment and Services Committee, within their respective areas of responsibility.

General Principal 1. The work of these Committees will be in accordance with the priorities and work programme agreed by the Council. 2. These Committees have the powers necessary to perform the Committee’s responsibilities, in accordance with the approved Long Term Plan and Annual Plan budgets. Subject to confirmation of compliance with the financial strategy.

These Committees will:

Strategy, plans and policy 1. Develop and agree to strategies, plans and policies for the purposes of consultation and/or engagement with community. 2. Recommend to Council for adoption.

3. Monitor and review as and when required.

Bylaws

1. Develop and agree to the statement of proposal for new or amended bylaws for consultation 2. Recommend to Council new or amended bylaws for adoption.

Consultation and engagement 1. Ensure appropriate, effective and transparent engagement with the community, tangata whenua and other stakeholders. 2. Conduct any public engagement required on issues before the Committee, in accordance with Council’s Significance and Engagement Policy. 3. Conduct hearings, where appropriate, to consider submissions from members of the public and external organisations, making determinations on such matters unless they are reserved for Council to decide.

Submissions and legislation 1. Approve submissions to external bodies/organisations on legislation and proposals that impact governance policy or matters. 2. Monitor and oversee strategic projects and programmes.

3. Monitor Council’s Assets Management Plans/Strategic Infrastructure Plan.

5 Terms of Reference

Contracts 1. Approve and monitor contracts and other legally binding arrangements provided that such contracts/arrangements: a) Do not require the approval of the whole of Council.

b) Fall within the budget approved under the Long Term Plan or Annual Plan and have a value exceeding the Chief Executive’s financial delegation.

Other 1. Consider and make decisions which are within the Chief Executive Officer’s delegations, and which the Chief Executive Officer has referred to the Committee for recommendation to Council. 2. Consider and make decisions on operational matters that fall within a Committee’s area of responsibility that are outside of delegations to the Chief Executive Officer or other Council officers. 3. Commission new Committee reports and work required to respond to significant or compliance issues, or to complete the agreed programme of Council. 4. Monitor Audit recommendations and ensure completion.

6 Table of Contents

Buller District Council: 27 May 2020 27 May 2020 03:00 PM - 05:00 PM

Agenda Topic Page

1. Apologies 8

2. Members Interest 9

3. Confirmation of Previous Minutes 10

3.1 Confirmation of Previous Minutes: 29 April 2020 11

4. Current Action Points 36

4.1 Current Action Points: as at 27 May 2020 37

5. Infrastructure Services Work Plans - quarter 3 update 38

5.1 Infrastructure Service Work Plans - quarter 3 update - attachment 43

6. Reserve Classification - Carnegie building 69

7. Reefton Swimming Pool - report 74

7.1 Reefton Swimming Pool - powerpoint presentation 83

8. Chief Executive Officers report 91

9. Mayor's report 116

9.1 Mayor's report - inwards correspondence 121

9.2 Mayor's report - outwards correspondence 129

10. Committee Chairs - verbal updates 139

11. Public Excluded 140

11.1 Memorandum of Understanding 142

11.2 Dredge report 160

7 Tab 1: Apologies

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 1

Prepared by - Sharon Mason - Chief Executive Officer

APOLOGIES

1. REPORT SUMMARY

That the Council receive any apologies or requests for leave of absence from elected members.

2. DRAFT RECOMMENDATION

That there are no apologies to be received and no requests for leave of absence.

That Council receives apologies from (insert councillor name) and accepts councillor (insert name) request for leave of absence.

8 Tab 2: Members Interest

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 2

Prepared by - Sharon Mason - Chief Executive Officer

MEMBERS INTEREST

Members are encouraged to consider the items on the agenda and disclose whether they believe they have a financial or non- financial interest in any of the items in terms of Council’s Code of Conduct.

Councillors are encouraged to advise the Governance Assistant, of any changes required to their declared Members Interest Register.

The attached flowchart may assist members in making that determination (Appendix A from Code of Conduct).

______

DRAFT RECOMMENDATION:

That Members disclose any financial or non-financial interest in any of the agenda items.

9 Tab 3: Confirmation of Previous Minutes

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 3

Prepared by -Sharon Mason - Chief Executive Officer

CONFIRMATION OF MINUTES

1. DRAFT RECOMMENDATION

That Council receive and confirm minutes from the meetings of 29 April 2020.

10 3.1: Confirmation of Previous Minutes: 29 April 2020

MEETING OF THE BULLER DISTRICT COUNCIL, COMMENCING AT 3.00PM ON WEDNESDAY 29 APRIL 2020, VIA ZOOM, HOSTED FROM THE DOWNSTAIRS MEETING ROOM, BROUGHAM HOUSE, 6-8 BROUGHAM STREET, WESTPORT 7825.

PRESENT Mayor J Cleine, Councillors J Bougen, P Rutherford, R Sampson, D Hawes, R Nahr, J Howard, S Roche (Deputy Mayor), M Hill, G Weston and Iwi representative, N Tauwhere . M Montgomery (joined the meeting at 3:35pm).

IN ATTENDANCE Chief Executive Officer (S Mason), Group Manager Commercial and Corporate Services (D Phibbs), Group Manager Community Services (R Townrow), Group Manager Infrastructure Services (M Duff), Group Manager Regulatory Services (S Judd) and EA Commercial and Corporate Services (M Wilson).

MEDIA Lee Scanlon from the Westport News

The meeting was declared opened at

1. APOLOGIES (p9) An apology has been received from Cr M Montgomery who will be late joining the meeting.

RESOLVED that an apology for lateness be received from Cr M Montgomery, who will be late joining the meeting. S Roche/D Hawes 10/10 CARRIED UNANIMOUSLY

2. MEMBERS INTEREST (p10)

Mayor J Cleine spoke of a Councillor, who is a business owner, who had inquired whether item 7 (rates relief and rent relief provisions for ratepayers while Covid-19 measures are in place) would cause a potential conflict of interest.

This was discussed and Mayor J Cleine said that the Councillor, and those in similar situations, are not deemed worse off than the average ratepayer.

11 3.1: Confirmation of Previous Minutes: 29 April 2020

There are no financial or non-final conflict of interests to disclose.

3. CONFIRMATION OF MINUTES (p11)

P13, R Nahr is not an employee of Buller Holdings, but an employee of WestReef Services. To be changed.

P14, 2nd resolution – to appoint Cr R Nahr, this is for the Westport area, not the Buller area. To be changed.

Ned Tauwhere - Committee verbal chair update, it should read that Pounamu mining Ngati Waewae has commenced mining and extracting pounamu and is looking at mining three areas.

P23, the target should be $1.3m not $3.1m.

RESOLVED that Council receive and confirm minutes from the meetings of 26 February 2020 and 24 March 2020 with the above changes discussed and accepted. Mayor J Cleine/D Hawes 10/10 CARRIED UNANIMOUSLY

4. COUNCIL AGENDA TIMETABLE (p35)

RESOLVED that Council receive Council Agenda Timetable for information. G Weston/J Bougen 10/10 CARRIED UNANIMOUSLY

5. REEFTON WATER SUPPLY UPGRADE – PROPOSED WORK PACKAGE (p38)

Discussion: M Duff (GM Infrastructure Services) advised that fundamentally the report is seeking funding approval. He said chlorination is a key issue and there have been some other Q&A’s circulated to Councillors around that. The recommendation can be broken into 1 and 2, which are about the proposed solution, 3 and 4 are the funding aspects and required amounts, but broken into two parts based on priorities. 5, 6 and 7 are formalities for staff to proceed.

Mayor J Cleine asked for views around the effect of approving this paper,

M Duff said one way or other Council is committed and it is viewed positively.

Mayor J Cleine asked around the pressure reduction part of the plan, do we know enough about the general reticulation this may affect the supply to the long laterals and the ability for the pressure reduction valves to cope with night and day time demand curves – has this been part of the analysis or is this to come?

12 3.1: Confirmation of Previous Minutes: 29 April 2020

M Duff said yes, this has been considered. He added we don’t know anything about the reticulation because of its age, and we don’t know what problems will be encountered until we start making the adjustments. It will be done in a methodical way so consumers are getting at least the minimum service level from the system. The other aspect discussed in the paper is a separate consideration about having metered water among the pressure and water loss aspects are under control. Mr Duff added that if they are reading the signals correctly, they believe it won’t be long before the District Health Boards say that you must treat your water anyway.

Cr M Hill asked if Council is going to chlorinate the Reefton water supply will the recently installed UV filter become redundant?

M Duff said the chlorination is a barrier. What currently happens in the network is the water enters the reticulation and the water gets re-contaminated from various means and risk factors, ie leaks in the pipes which allow drawback into the system, the chlorination is about keeping the water safe against any number of threats.

Cr J Bougen asked about the chlorination, it was only two years ago when the Reefton distillery was setting up and carried out extensive testing, including from Cr Bougen’s home tap – with the purist water from all the samples coming from his home tap. Cr Bougen said clearly if the pipes are in good order there is no need to chlorinate, he asked if all the pipes were in a good condition, would there be a need to chlorinate the water?

M Duff (GMIS) said theoretically that if you had all new pipes and you didn’t have any transgressions, you may be able to demonstrate to the Health Board that chlorination isn’t necessary. Mr Duff added that Reefton’s story is it has aging infrastructure, it has a recent history of transgressions and e-coli and as best as Council can determine this is happening within the reticulation and the way we know this is the chlorine additive at the treatment plant is not showing up at the extremities of the reticulation system.

Cr J Bougen asked if the pressure reduction wasn’t put in and the pipes around Reefton were replaced instead, would this not be a beneficial trade-off?

M Duff (GMIS) said the cost of replacing the whole reticulation has not been determined, the analysis carried out is more on the return on the investment. In terms of Council resolutions we aren’t seeking a resolution around the metered water or contemplating the effect this may have on ratepayers. The point being, if in the next LTP and the FIS, there is an opportunity to recover the cost of the investments and from a savings point of view this appears to be the most promising opportunity.

Cr P Rutherford asked about the chlorination aspect, that sooner or later all water supplies will be chlorinated. He asked Mr Duff about the levels of chlorine at the end of the network, does this mean that some areas within the network the chlorine is at a higher level?

M Duff said that is exactly why the proposed changes to the architecture because what would happen if the chlorination was pushed straight into the network it wouldn’t be possible to get an asiatic water supply, odour, taste, and still get the FAC levels further away. The way around this is to deliver the

13 3.1: Confirmation of Previous Minutes: 29 April 2020

chlorinated water to the reservoir and then distribute it from a central place into the network so essentially everybody is getting close to the same network

Cr G Weston asked what the water pressure is for Reefton? M Duff responded about 600KPA.

Cr J Bougen asked about an 80 year old pipe which is a rising and falling main, this will become a falling main. The point is, it is an 80 year old pipe and he believes now is the logical time to replace it while the mains are being dug up. To replace it afterwards it would need to be dug up again.

Mayor J Cleine asked M Duff the estimated life of the existing pipe? M Duff said a lot of thought has been given to replacing the pipes but a matter of priority is what is recommended. To do it at a later time it would be far more expensive. The condition of the asset itself, Council can only base this on what it knows – they haven’t dug up the pipes to determine. It is down to how much budget Council recommends. If there is a decision to replace the pipes now is the best time.

Cr D Hawes said that M Duff previously mentioned the life span is 60 years, with an over run of 20 years – we are already at the end of this period and this is concerning that the life span has been exceeded and it is at the end of its serviceable life. It is a concern that it isn’t going to be done now. He said that Council is being asked to accept to a full solution, we are being asked to approve funding over time – we know that water supplies are extremely complex. Is there not an ability to agree the short term fixes and agree in principle the long term fixes, look again at the potential to replace the rising/falling main, then look at the other aspects, ie, pressure reduction system. Are things going to be added that have long term costs. It is a major part of the spend, has it been considered that a lot of sprinkler systems in Reefton are run off the mains pressure and rely on having the mains pressure to be able to comply with the requirements for the systems.

Cr D Hawes asked how many potential industrial users are in Reefton that can be tapped on the shoulder for a metre, who can contribute to the upgrade. Cr Hawes suggests that it would only be a few industrial ratepayers that meet this criteria. Cr Hawes added that all these points add to the viability of what is being proposed and he is concerned that they are going to sign off on a whole raft of things when really, agreeing in principle to that rate of works and signing off on what we want to do now is probably the correct approach.

Mr M Duff (GMIS) said that in no particular order the principle of the pressure reduction is about loss reduction and it is the conclusion they have come to on why the usage in Reefton is three times what you would expect, based on population numbers. While that is a waste in a general sense it is also a cost to ratepayers because every litre of treated water costs money so the intention to reduce loss is about trying to save money. One of the practical ways to do it is to address the pressure issues. The care needed to do this is not just about setting a specific target without knowing the wants of the system, the needs of the system but the principle would be that 600-700kpa is excessive, whether it drops to 300-400kpa this is in the commissioning of the pressure of the system and to strike the right balance. The underpinning thing is the more you can reduce the system pressure the more likely you can save water, and if you save water in the treated sense, you save money.

14 3.1: Confirmation of Previous Minutes: 29 April 2020

Mr Duff said the other consideration around the implementation strategy is that there is a proposed a work package that has been presented based on a selection of the options that Council feel’s deals to the two primary issues, with the first being compliance, how do we get the precautionary BWN lifted as soon as possible, that is what options A and B are about. Priority two, not to be forgotten, is some system improvements to be considered with the reservoir and pressure. Recommendations 1 and 2 are about the right strategy, has this been appropriately scoped, do we agree this is a path forward and commit the money, but recommendations 3 and 4 indicate that a bunch of money is required to deal with these issues and Council must have the resources to proceed. From a procurement point of view, potentially Council isn’t following best practice and maybe legislation. Council cannot tender for the work until the funding has been secured. Council will still have an opportunity to reconsider the commitment at the tender revaluation stage, a report comes back to Council after the tenders are received. This will confirm (a) what the actual costs are and if they are in the budget that is being sought today; (b) if Council would change their mind, ie, this isn’t how Council will proceed, in which case Council can exit out of the tender process; and the other consideration is around potential external funding. All of that is still ahead for Council to re-consider and is not included in this paper. The paper submitted today is not requesting that the money be spent, it is consciously asking for the money to be approved so a procurement process can proceed.

(Cr M Montgomery joined the meeting at 3:35pm)

Mayor J Cleine asked D Phibbs (GMCCS) about the consequences on an additional $175,000. Mr Phibbs said it would depend on the life of the components, depreciation and loan expenses, he estimates an additional $8,000 per annum to be shared among the Reefton ratepayers which would be an increase of about $13 per Reefton ratepayer.

Cr J Howard asked how the Inangahua Ward Councillors think the Reefton ratepayers would feel about Council going out to tender.

Cr D Hawes said this isn’t exactly what was presented to the community prior to the Covid-19 lockdown. Cr Hawes doesn’t think the community is aware of the situation, they are aware there is a problem and it is going to require some change and investment.

Cr J Bougen added that the community is quite aware of what is being proposed, apart from the pressure reduction. Chlorination is being talked about and is largely accepted as something that needs to happen.

M Duff said that pressure reduction equals water loss, with the solution not being tagged to pressure reduction until this work has been carried out.

Cr S Roche said it seems sensible to her to include option E (constructing a new rising main) and she suggests this gets added to recommendation 4.

15 3.1: Confirmation of Previous Minutes: 29 April 2020

RESOLVED:

1. That Council accepts the full solution outlined in the proposed work package (refer Part 3) as the preferred upgrade requirement for the Reefton water supply.

2. That Council accepts the multi-year funding approach for the required budget of $1,285,000 (refer Part 5), by proceeding now with current budget of $20,000.

3. That Council commits to approving $350,000 currently allowed for in the 2020/21 Annual Plan for Priority 1 Compliance (Options A & D).

4. That Council approves extraordinary funding for the planned shortfall of $1.09m (being $915,000 + $175,000) for Priority 2 Improvements (Options B, E and F).

5. That Council authorises staff to commence a tender process within the approved budget, and report back recommendations once complete.

6. That Council authorises staff to continue negotiations with central governments Crown Infrastructure Partnership to secure external funding.

7. That Council accepts that through the upcoming Annual Plan process, staff will use consultation processes allowable under the relevant COVID-19 alert levels, to seek community feedback on the proposed work package. S Roche/Mayor J Cleine 11/11 CARRIED UNANIMOUSLY

6. DRAFT ANNUAL PLAN 2020/2021 AND CONSULTATION DOCUMENT (p82)

Discussion: D Phibbs (GMCCS) said it has been a real challenge for staff during the Covid- 19 lockdown to produce this document. He reminds the Councillors that at the workshop about $600,000 wasn’t budgeted for relating to insurance, term investments, etc. He thinks the organisation has done a real good job of absorbing these costs. Targeted rates make up 2.2% and this is mostly the Westport water which has been well signalled. An increase in the solid waste rate has also been included.

Mr Phibbs said both Local and Central Government need to be in a strong position at the end of the lockdown, which is where BDC sits with this strong DAP.

Mayor J Cleine said he will move 1-4 and open up to discussion. Cr S Roche seconded the motion.

Cr P Rutherford is not suggesting any changes it seems to be a strong plan. The way the plan is funded – there are precedents in place when in 2013 a

16 3.1: Confirmation of Previous Minutes: 29 April 2020

smoothing effect was carried forward to future years. This is a precedent on how Council can deal with these things. Targeted rates with the closed accounts, they don’t zero out each year. He suggested that the CEO had mentioned that some of the targeted accounts have balances. It clearly demonstrates that there is an ability to defer some of these costs into future years. He doesn’t seem any harm in allow future repayment of these debts. Of all years, this is important to show some solidarity with the Community. As Council we have been looking at reviewing the rating policy to address in the inequalities in the current system. Had Covid-19 not come along these rates numbers may have looked quite different. Clearly the last revaluations have had quite an impact, so while overall the average is quite low some people will hurt. He likes the plan, he likes the services it provides but he implores Councillors to look at how this can be future funded.

Mayor J Cleine said the closed targeted accounts are reported in the Annual Plan, they are not unknown.

Cr D Hawes said he understands what Cr P Rutherford is saying, there is a point in time where practical solutions are to diverge. The average ratepayer might have a small change for the year, with it a greater change to others. Targeting the people that need the help is the only way to go. He thinks we need to deal with the reality, carefully and considered and therefore it is important that we only deal with the plan on that basis. Deal with the problems as a different thing, eg, rates remissions, etc.

Cr R Nahr noted that Council has already decreased the rate rise, she remembers when Council got hit with the smoothing after the 2013 AP was approved but it caused issues the following year.

Cr S Roche said that when we came into Council in 2013 and found the smoothing effect it was quite an issue. A lot of effort has been put into the annual plan and some cuts have already been made. There is an opportunity for rate remissions on hardship grounds.

Cr M Montgomery is in favour of Cr Rutherford’s suggestion. The reality that the average rate rise of 2.2% is that some will be more and other less. This year ahead of us is going to be tough on Council and tougher on the ratepayers. The unemployment rate is going through a three tier process, here in the Buller there is the potential for some bad situations. Cr Montgomery would like Council to do something that will make life easier for ratepayers in the coming month.

Cr J Bougen said the key thing is we don’t know what we don’t know. There could be further handouts from the Government, we don’t know. We are back to work quicker than we thought. A lot of constituents are still working through the process. There will be some pain but until we know where the issue will lie there cannot be anything Council can do to plan for it. He believes some of these issues will be discussed in Agenda Item 7 (Rates Remissions).

Cr R Sampson said she agrees with Cr P Rutherford and Cr M Montgomery, don’t use hollow words put some substance behind them. If we cut back on depreciation this could help, in particular the Westport water, this is a closed account with the biggest number of affected ratepayers, mostly commercial. It is the targeted rates that will hit hard.

17 3.1: Confirmation of Previous Minutes: 29 April 2020

D Phibbs said under Council’s policy depreciation can’t be reduced. The key point is around the balance being current, not being paid back until future years.

Mayor J Cleine feels that Council has an obligation to maintain the long term strategic view. Acknowledging there will be people in the community who will be affected by Covid-19. The idea of deferring, the risk is that next year Council could start at 4%. There are government packages that are available to support and Council is trying with its own economic packages to assist Buller to ‘trade its way’ out of the economic downtown. Mayor Cleine is quite comfortable that an average increase of 2.2% is not unreasonable.

RESOLVED:

1. That Council approves the list of proposed fees and charges to be included in the Buller District Council Draft Annual Plan 2020/2021;

2. That Council adopts the Buller District Council Draft Annual Plan 2020/2021 as the principal document relied on for the content of the Consultation Document;

3. That Council adopts the Annual Plan Consultation Document as the statement of proposal for public participation in decisions on the content of the draft Annual Plan;

4. That Council approves the consultation period that runs from Thursday 30 April 2020 and closes at 4.30pm on Friday 29 May 2020. Mayor J Cleine/S Roche Against: Cr M Montgomery, P Rutherford and R Sampson 8/3/11 CARRIED

7. RATES RELIEF AND RENT RELIEF PROVISIONS FOR RATEPAYERS WHILE COVID-19 MEASURES ARE IN PLACE (p205)

Discussion: D Phibbs (GMCCS) said a lot of work has gone into pulling this paper together. There are two parts of the paper, remission policy and the other part is in extenuating situations. Not many other Councils have this policy, it is designed to be considered on a case-by-case basis.

Mayor J Cleine said it is clear the affect is going to be varied. For example the agriculture industry is completely unaffected, and there are a number of wageworkers who have been off on full pay and Central Government has increased payments for those that receive the superannuation and benefits..

Mayor J Cleine said he is comfortable being able to defer rates payments for six months, without penalty. And if there are extenuating circumstances ratepayers are to approach Council.

Cr P Rutherford said he appreciates the work carried out to pull this paper together. He does not agree with the Mayor’s comments that beneficiaries will be fine, the cost of groceries has increased over the Covid-19 period, with no

18 3.1: Confirmation of Previous Minutes: 29 April 2020

specials available. There is no question that some ratepayers face extenuating circumstances and he would like Council to have the ability to defer some of these rates. Cr Rutherford said he does not care what other Councils are doing, we are Buller and need to look after our own district. He would be in favour of remitting commercial rates if it is clear that they haven’t been operating and this could only be carried out using the extenuating circumstances policy.

Mayor J Cleine said there is no intention of removing the extenuating circumstances policy.

Cr J Howard commends the approach, she supports some deferment of rates for commercial operators.

Mr Phibbs said a blanket approach is definitely not recommended, a case-by- case basis is to be considered.

Cr M Montgomery personally thinks the six-month period will need to be extended, businesses in Westport and Punakaiki are thinking they won’t get any income until at least Labour Weekend (Tourism businesses) they are struggling at the moment and they are looking at all cost savings. It is a good report and it needs to go out to the community so the commercial operators can see there is a bit of a reprieve out there. She agrees with Cr Howard with instalment 4, the businesses out there are surviving on the wage subsidy which finishes at the end of June 2020. She would like the rates remission extended longer than six months.

Mayor J Cleine said another paper could come to Council to extend the policy, when the period of impact of Covid-19 is better known at a later date.

D Phibbs said this is true another paper could come to Council at a later date.

Cr R Sampson said resolution 3 – she would like this to come back to Council rather than be the responsible of the CEO and staff. If businesses aren’t operating as commercial why should they be paying rates at that level?

Mrs Mason said it is a fine line between governance and management, she reiterated that this paper doesn’t preclude a discussion with Councillors over individual situations.

Cr D Hawes said he is quite happy with what has been presented. This is a blueprint going into the immediate future, with the flexibility of bringing another paper to Council at a later date. He is quite happy with the CEO and GMCCS making these decisions and he doesn’t think Councillors should be involved in these nuts and bolts.

RESOLVED:

1. That Council approve the following variation to the 2019/2020 rates resolution which was made on 26 June 2019 at the monthly Council meeting.

2. That Council may remit late payment penalties in respect of instalment 4 due on 28 May 2020 upon application by any ratepayer for relief on the grounds of financial hardship directly attributable to the COVID-19

19 3.1: Confirmation of Previous Minutes: 29 April 2020

pandemic and where the full payment of instalment 4 is received within six months of the due date.

3. That Council confirm all applications for rent relief on Council owned property be delegated to the CEO and Group Manager Commercial and Corporate Services to decide if any rent relief shall be applied, each case to be based on merit. D Hawes/S Roche 11/11 CARRIED UNANIMOUSLY

8. PROPOSED CHANGES TO LOCAL GOVERNMENT FUNDING AGENCY (p219)

Discussion: D Phibbs (GMCCS) said the paper allows LGFA to lend to CCO’s directly. At the present time Council would need to be a guarantor. The paper enables LGFA to action this provision to lend to CCO’s throughout the Country.

RESOLVED :

1. That Council support the proposed changes to the structure of the LGFA that enable it to amend its borrower program; and

2. That the Chief Executive Officer and two elected members, being Mayor J Cleine and Deputy Mayor S Roche, be delegated authority to execute any documents associated with the LGFA’s proposed changes. P Rutherford/J Bougen 11/11 CARRIED UNANIMOUSLY

9. RESERVE AND HALL SUBCOMMITTEES (p471)

Discussions: R Townrow (GMCS) acknowledges staff, Councillors and members of the community that have provided constructive feedback into the paper. Transparency and accountability around public land and public funding was considered in these recommendations. A high level of delegations has been put forward and it is proposed to run a workshop with the new sub-committees.

Mayor J Cleine said he is intending to take the resolutions in whole.

Cr P Rutherford said he likes the work that has been done, it will evolve after time. He has read the terms of reference, there are some groups that have already acquired some substantial assets. Under the TOR these groups can’t acquire assets, so what happens with those already acquired?

R Townrow said a set of delegations will be required for each sub-committee as one size won’t fit all.

Cr G Weston said the Carters Beach sub-committee is slightly different as the hall board and the reserve board are looking to combine.

20 3.1: Confirmation of Previous Minutes: 29 April 2020

Cr R Sampson thanks all involved for the report and she looks forward to the workshopping, which will give everybody an opportunity to understand what is expected from them – given each sub-committee has variations.

RESOLVED:

1. That Council establishes the following subcommittees to the Community Environment and Services Committee:  Reefton Reserve Subcommittee  Seddonville Reserve Subcommittee  Karamea Reserve Subcommittee  Mokihinui Reserve and Hall Subcommittee  Mawheraiti Reserve and Hall Subcommittee  Carters Beach Reserve and Hall Subcommittee  Springs Junction/Maruia Reserve and Hall Subcommittee  Little Wanganui Reserve and Hall Subcommittee  Ngakawau/Hector Reserve and Hall Subcommittee  Waimangaroa Reserve and Hall Subcommittee  Omau Reserve Subcommittee  Inangahua Junction Hall Subcommittee

2. That Council sets a maximum number of 11 members on any reserve or hall subcommittee, including the Ward Councillor appointed to that subcommittee.

3. That Council makes the following appointments:  Reefton Reserve Subcommittee o Theresa Hand o Carol Jones o May Montgomery o Jodi Scrivens o Peter Neilson o Toni Bell o Geoff Day o Councillor John Bougen

 Seddonville Reserve Subcommittee o Karen Mulholland o Aroha Commons o Wayne Mulholland o Lorraine Zielinsky o Graeme McKenzie o Councillor Rosalie Sampson

 Karamea Reserve Subcommittee o Jonathan Cole o Pat Jones o Barry Chalmers o Lesley Cook

21 3.1: Confirmation of Previous Minutes: 29 April 2020

o Darryl Restall o Jo Bateman o Christine Hynes o Tom Volckman o Peter Moynihan o Councillor Rosalie Sampson

 Mokihinui Reserve and Hall Subcommittee o Mandy Coleman o Melanie Blundell o Councillor Martin Hill

 Mawheraiti Reserve and Hall Subcommittee o Corina Wilson o Councillor John Bougen

 Carters Beach Reserve and Hall Subcommittee o Shayne Barry o Lynda Walker o Veronica de Friez o Cody Frewin o Jeff Richards o Bruce Walsh o Richard Dellaca o Ron Eckersley o Peter Slade o Erwin Greiter o Councillor Grant Weston

 Springs Junction/Maruia Reserve and Hall Subcommittee o Byron Kelly o Kathleen Bartlett o Bruce Bartlett o Alison Candy o Barry Jaggar o Peter Brooker o Margaret Brooker o Natalie Bradley o Ruth Thomson o Rachel Inch o Councillor Dave Hawes

 Little Wanganui Reserve and Hall Subcommittee o Kathy Blum o Emma Duncan o Dianne Anderson o Kate Grey o Linda Hyndman o Pat Parkinson o Jill Newman o Owen Morrissey

22 3.1: Confirmation of Previous Minutes: 29 April 2020

o Dave Sanders o Councillor Rosalie Sampson

 Ngakawau/Hector Reserve and Hall Subcommittee o Dick Marsh o Jackie Mathers o Sharlene Terry o Richard King-Turner o Bart Gillman o Councillor Martin Hill

 Waimangaroa Reserve and Hall Subcommittee o Susan Lightbrown o Barry Lightbrown o Allan Brown o Pamila Brown o Beverley Morrow o Alistair (David) Orchard o Andrew Wiseman o Tyler Croft o Carmel Whittle o Councillor Martin Hill

 Omau Reserve Subcommittee o Richard Niederer o Vaughan Leigh o Bruce Cargill o Wendy Chisnall o Karen Forsman o Steve Lee o Staci Offwood o Councillor Joanne Howard o  Inangahua Junction Hall Subcommittee o Lorraine Tewi o Yvonne Hammond o Almond Marree o Sean Duffy o Karma White o Deano Parker o Deborah Davey o Councillor Dave Hawes

3. That Council allows each subcommittee to choose the voting system it will use to appoint a chairperson and deputy chairperson of the subcommittee.

4. That Council adopt the “General Terms and Reference and Delegation for all Reserve and Hall Sub-committees” attached as Appendix One.

23 3.1: Confirmation of Previous Minutes: 29 April 2020

Mayor J Cleine/R Nahr 11/11 CARRIED UNANIMOUSLY

RESOLVED at 4:25pm that Council take a short break. Mayor J Cleine/S Roche 11/11 CARRIED UNANIMOUSLY

RESOLVED at 4:41pm that Council re-convene. Mayor J Cleine/S Roche 11/11 CARRIED UNANIMOUSLY

10. LOCAL GOVERNANCE STATEMENT (p485)

Discussion: Mayor J Cleine noted that the date of the recommendation needs updated.

Cr P Rutherford said the paper talks about various bylaws that are in place. He asked about liquor in public places bylaw, he thought the previous Council had reviewed this?

R Townrow said some changes have previously been made but she can’t recall the date off the top of her head.

Mayor J Cleine said he can recall this bylaw review.

R Townrow said in 2012 when the legislation changed there was a review under the Alcohol Act.

Cr S Roche said with regards to pages 505, under the CEO Review Committee should be incorporated into the Finance, Risk and Audit Committee. On page 506 the Chief Executive Review Committee is not a separate committee, this now comes under the Finance, Risk and Audit Committee. This diagram needs to be updated.

Cr M Montgomery asked if there is legislation of a timeframe when the bylaws needs to be reviewed by?

R Townrow said a report will go to the Community, Environment and Services Committee meeting in May 2020 regarding this.

RESOLVED: 1. That Council approves the 2019–2022 Local Governance Statement attached as Appendix One, as recommended, including amendments to the review date of the Liquor in Public Places Bylaw and the movement of the Chief Executive Review Committee which should sit under the Finance, Risk and Audit Committee in the Governance Structure.

24 3.1: Confirmation of Previous Minutes: 29 April 2020

1. That Council instructs the Chief Executive to make the 2019-2022 Local Governance Statement publicly available before 12 April 2020 in accordance with Section 40 (2) of the Local Government Act 2002; and

2. That Council confirms the Chief Executive be granted the delegated authority to update and amend the Local Governance Statement in response to changes to the organisation, legislative authority and obligations, or resolutions of Council as necessary. S Roche/G Weston 11 /11 CARRIED UNANIMOUSLY

11. REQUEST FOR COUNCIL TO ACT AS GRANTEE FOR AN ACCESS STRIP EASEMENT FOR THE PAINKILLER TRACK, REEFTON (p519)

Discussion: Cr D Hawes has no financial interest, but is involved in the track in his capacity as a Department of Conservation employee.

R Townrow (GMCS) said this is the sort of report that would normally be dealt as an operation decision, without being passed through a Council meeting. Ms Townrow said the need to bring this request through to Council has added several months to the process. The suggested delegation in the recommendation will streamline this process in future.

Cr D Hawes said as background, it is a community driven project in partnership with DOC. It has to come through Council as access is through a road reserve, where a small area has been eroded. Council is to be the recipient and administrator of the easement as it is road reserve.

Cr P Rutherford said he noticed in the agreement it talks about what you are permitted to do and can’t do, in terms of using the easement, including that no animals are allowed on the road reserve, with the exception to those mentioned in clause 3.5, however Cr Rutherford noted that no animals are mentioned in clause 3.5? Cr Rutherford asked is it fair to assume that anybody using the track won’t be able to take their dogs? Ms Townrow said Cr Rutherford has correctly picked up on a typo from easement template document that Council received, this is being followed up with the Walking Access Commission, as this is one of their standard-use documents. This is something that would be agreed by the track owner and the land owner, it is her understanding that at this stage there hasn’t been a specific decision made on this matter.

Cr D Hawes said there is no indication of any intent to restrict people from taking their dog for a run on the track, given stock frequently move about the area.

Cr P Rutherford doesn’t see why this delegation needs to be made?

R Townrow (GMCS) responded that the level of the decision is a routine decision that staff normally make, without a need to bother Council, under the Resource Management Act.

Cr J Howard agreed that sometime in the future the public may have an interest and is a bit wary of giving a blanket decision for all future cases.

25 3.1: Confirmation of Previous Minutes: 29 April 2020

Cr M Montgomery noted that it is only the underlined sections that are being addressed, the other information is already in place.

RESOLVED that:

Under section 34A of the Resource Management Act 1991, Council delegate decision making authority under sections 237B and 237C of the Resource Management Act 1991 to the Council Management Committee with a minimum of any two officers required to make the decision, and to amend Council’s Delegations accordingly as follows (additions shown underlined):

“That Council delegate the following decisions to the Council Management Committee. A minimum of any two of these officers can make decisions:

B3: All of Council’s powers in respect of: conditions of subdivision consents, (S220); esplanade reserves and strips (S230); access strips (SS237B and C); vesting of roads (S238); amalgamation of allotments (S240 and S241); cancellation of easements (S243), company leases and cross leases (S244) and approval of survey plans for reclamations and approval of separate survey plans under (S233).”; or Mayor J Cleine/R Nahr 11/11 CARRIED UNANIMOUSLY

12. CHIEF EXECUTIVE’S REPORT (p529)

Discussion: S Mason (CEO) pointed out that Council took over the Coast Medical Practice on 1 April and there has been a very smooth transition to continue to provide services to the community. All revenue options are being considered which are available for a private practice.

Mrs Mason said Council and the SLT have been very strategic putting some business recovery papers to Central Government. Mrs Mason said that Council are hoping to hear in the next couple of weeks if their recovery projects have been successful in securing PGF (funding).

Mrs Mason said with regards to the CEO KPI’s, with Covid-19 situation it is anticipated that there will be some impact on the work programme delivery and this will become more apparent once WestReef are operating again. The customer service satisfaction survey will be delayed until June 2020, with a formal paper to be presented to Council requesting permission to delay the survey.

RESOLVED that Council receive the Chief Executive Report for information. J Bougen/J Howard 11/11 CARRIED UNANIMOUSLY

13. MAYOR’S REPORT (p548)

26 3.1: Confirmation of Previous Minutes: 29 April 2020

Discussion: Mayor J Cleine noted that some of the events are now dated but with the March 2020 meeting cancelled this is an opportunity to put this information into the public arena.

Mayor Cleine spoke about the Port and how Council is working strategically towards securing PG Funding, working with Grey District Council.

Cr P Rutherford asked the correspondence regarding bale wrap, which indicates funding? Mayor J Cleine said this was paid from the Mayor’s budget and $500 has been paid on behalf of Council, it was also funded from Federated Farmers and other groups.

RESOLVED:

1. That Council receive the Mayor’s Report for information and discussion; and

2. That Council receive inwards and outwards correspondence and provide direction for any response. G Weston/M Montgomery 11/11 CARRIED UNANIMOUSLY

14. VERBAL UPDATES FROM COMMITTEE CHAIRS (p583)

Discussion: Inangahua Community Board (Cr J Bougen) – the last ICB meeting was cancelled. A letter of support has been issued for the public toilet upgrade. Board members have been receiving queries from members of the public. The ICB has been facilitating support to the elderly within the Reefton community, the district nurses have been doing a fantastic job with this.

Cr Bougen said the Salvation Army has indicated that there has not been a need for food parcels from Reefton, a donation of food has been made to the Westport food bank.

2100 Group (Cr S Roche and Cr G Weston) – nothing new to advise since the last meeting.

Ngati Waewae (N Tauwhere) – letters of support have been given to the Kawatiri River Trail. Once the lockdown is over he will be meeting with Stuart Henley and Bob Dixon.

Cr P Rutherford said he was not remiss in asking N Tauwhere about some members of his community in Buller that are finding it tough. He asked Mr Tauwhere what Council can do to assist?

N Tauwhere said after the lockdown, he will travel to Westport and meet with some of the older Maori community members.

RESOLVED that Council receive verbal updates from the following Committee Chairs, for information:

27 3.1: Confirmation of Previous Minutes: 29 April 2020

1. Inangahua Community Board – Councillor J Bougen

2. 2100 Working Group – Deputy Mayor S Roche and Councillor G Weston

3. Ngati Wae Wae Representative – F Tumehai and N Tauwhare M Montgomery/M Hill 11/11 CARRIED UNANIMOUSLY

15. COUNCIL ACTION LIST (p584)

Discussion: S Mason (CEO) explained that the report is as presented.

Cr J Howard asked for background on the Terms of Reference (pg 585, item 5). Mrs Mason responded that the Ministry for the Environment approached Buller with regards to the management of coastal erosion, to undertake a case study with the view that the case study information will be fed directly back to Central Government, then into a paper to cabinet – to form a bigger strategy how the MFHE will assist. Buller is one of three districts that the Ministry wanted to work with.

M Duff (GMIS) has an update on item 11 – completion date to be changed to June 2020, where a report will go to Council.

RESOLVED that Council receive the Action List for information. Mayor J Cleine/J Howard 11/11 CARRIED UNANIMOUSLY

16. PUBLIC EXCLUDED (pg 586)

RESOLVED that the public be excluded from the following parts of the proceedings of this meeting: P Rutherford/S Roche 11/11 CARRIED UNANIMOUSLY

Item Minutes/Report General Reason for passing No. of: subject resolution Section 7 LGOIMA 1987 16.1 Dean Phibbs, Port Precinct Section 2(b)(ii) - Would be likely unreasonably to Group Manager Commercial and prejudice the commercial position of the person who Corporate supplied or who is the Services subject of the information.

Section 7(2)(i) - Enable any local authority holding the information to carry on, without prejudice or

28 3.1: Confirmation of Previous Minutes: 29 April 2020

Item Minutes/Report General Reason for passing No. of: subject resolution Section 7 LGOIMA 1987 disadvantage, negotiations, including commercial and industrial negotiations. 16.2 Jamie Cleine, Draft CEO KPI’s Section 7(f)(i) the free and Mayor for the frank expression of opinions Sharon Roche, 2020/2021 by or between or to members Deputy Mayor Financial Year or officers or employees of any local authority, or any Sharon Mason, persons to whom section Chief Executive 2(5) applies, in the course of Officer their duty.

29 3.1: Confirmation of Previous Minutes: 29 April 2020

 There being no further business the meeting concluded at 6:01 pm  Next meeting: 3:00pm, Wednesday 27 May 2020, via Zoom.

Confirmed: ………………………………..…………………Date: ……………………..

35 Tab 4: Current Action Points

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 4

Prepared by - Sharon Mason - Chief Executive Officer

COUNCIL ACTION LIST

1. REPORT SUMMARY

A summary of council resolutions requiring actions.

2. DRAFT RECOMMENDATION

That Council receive the action list for information.

36 4.1: Current Action Points: as at 27 May 2020

Council Action Points 2020

Item Previous Action Progress Assigned Completion Date 2. Short stay a) To address concerns of properties providing short stay accommodation not Rating issue still remains – will be considered at a later time Dean Phibbs June 2020 accommodation sector: being rated or consented correctly. 17 April 2018 b) Two issues, one regulatory and one a rating issue. Regulatory/Consent matter closed

Rating of short term accommodation is correct under current rating policy. Completion of the rates policy review will enable the future rating of short term accommodation properties if required by Council.

Regulatory. A clear process has been developed and Sean Judd compliance staff are working through the ‘list’. This now forms part of BAU work for the team alongside the many other demands on the team. As part of that process there is a rating check for CCS team. Therefore suggest it be removed from AP.

4. Reefton Swimming Pool • Works to be carried out to assess options Community consultation on upgrade stages closed 30 April Rachel Townrow 2 June 2020 2020, results to be formally reported to Council in May and the

Inangahua Community Board in June

Additional capital funding included in draft Annual Plan 2020/21 24 June 2020 for structural upgrade Ongoing Project reporting via CESC 5. 2100 Group and Adaption • Governance oversight for the Westport 2100 group and West coast Draft recommendation from Westport 2100 has been received. Sean Judd Ongoing project with Ministry of Adaption project will sit within the regulatory governance committee Council staff will work in partnership with WCRC and Westport Environment 2100 group to review recommendations and next steps. Meeting has been held with CEO & Chair WCRC a joint council governance group sit over the Westport 2100 group and make recommendations to both councils. Clarification has been provided by WCRC as to potential of a one year targeted rated only with a view to developing a longer term plan for LTP. Terms of reference for the adaption project have been developed. WCRC has withdrawn from the project therefore BDC and Ministry for Environment will carry on. 6. Uses of Unformed Legal • ICB passed a motion regarding storage of baleage on unformed road Work underway around the processes and policies for the Sean Judd Ongoing Road • Complaint about baleage on unformed road received and addressed use of Council managed/owned land, including unformed legal Rachel Townrow • Council revoked the existing baches on Unformed Legal Road Policy road. New processes required which will eventually cover the • Workshop held on draft new policy for baches, and general approach to use range of different land types and uses. Oct 2020 of unformed road Baleage issue to be addressed through bylaw reviews. 11. South Granity Water Update Council Agenda Timetable to include updates from south Granity A report is to be presented to Council’s June 2020 meeting. Mike Duff June 2020 Supply water supply, etc

37 Tab 5: Infrastructure Services Work Plans - quarter 3 update

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 5

Prepared by - Mike Duff - Group Manager Infrastructure Services

Reviewed by - Sharon Mason - Chief Executive Officer

INFRASTRUCTURE SERVICES WORK PLANS – Quarter 3 Update – March 2020

1. REPORT SUMMARY

The purpose of this report is to provide Council with the Quarter 3 update for Infrastructure Services work plan as at 31 March 2020.

Reporting status and performance is critical for monitoring overall service level delivery. The Group Manager will provide quarterly updates to Council to ensure progress is transparent and effectively communicated.

Work plans detail the scope and budgets resolved by Council (via the annual plan process) together with approved carry-overs, authorised changes and any external funding from partner agencies.

Progress updates and performance measurement including forecasts to identify deviations (trends and changes) enables intervention for recovery as well as change management procedures to reflect the current status.

Refer to Attachment A for the combined performance summary, Attachment B for performance by portfolio and Attachment C for the change management register.

Note: For continuity purposes, the Quarter 2 update as at 31 December 2019 is included as Attachment D (removed from previous agendas due to priority).

2. DRAFT RECOMMENDATIONS

That Council receive the quarterly Infrastructure Services Work Plans for information.

38 Tab 5: Infrastructure Services Work Plans - quarter 3 update

2.1 Infrastructure Services Summary

Report Card Status Comment/Action Required Overall: ⚠ Performing well overall despite impact of Covid-19 Safety:  Zero incidents, safety plans in place for Covid-19 Risk: ⚠ Risks being managed, assessed for Covid-19 Scope:  Defined in work plan, revised for Covid-19 Budget:  Performing well overall, revised for Covid-19 Schedule: ⚠ New baseline target, revised for Covid-19 Resources: ⚠ Recruitment for vacant staff positions continuing Quality:  Improvement opportunities in progress

Key Code for Status  Blue Excellent result, ahead of target or expectation  Green Good result, met target, in place or performing well ⏳ Purple Work in progress, on track to complete ⚠ Amber Monitor, behind target, unsustainable or at risk  Red Poor, requires urgent action or intervention

2.2 Narrative  Overall Performance: o As at Q3 (end March), delivery was on track to meet service KPI: . Actual = 64.5% ($10,722,435) . Earned = 60.7% ($10,081,071) . Planned = 71.9% ($11,949,184) o Performance indicators: . Cost Variance = +3.9% (Actual – Earned)/Current . Schedule Variance = -11.2% (Earned – Planned)/Current o Covid-19 has impacted current plan and EOFY target, as summarised by the following portfolio variances (major factors in brackets): . Transport = -$280 K (footpaths) . Roading = -$980 K (LCLR, bridge capital works) . Three Waters = -$1.385 M (network renewals & upgrades) . Solid Waste = +$55 K (additional recycling disposal) . Special Projects = -$250 K (revitalisation, GPMP Stage 2) o Total reduction from pre-Covid-19 plan = -$2.84 M or 17% o Re-baselined current plan = $14.07 M (revised from $16.91 M) o Required Q4 service level output = $3.99 M to meet new target o $2.84 M reduction is mostly capital works, which can be carried over for delivery in 2020/21 financial year.

39 Tab 5: Infrastructure Services Work Plans - quarter 3 update

 Critical Issues: o Impact of national alert level requirements on supply chain logistics and contractors revised methodologies to comply with their Covid-19 safety plans o Seasonal weather will now be a significant factor for groundworks approaching winter

 Critical Risks: o Priority of resources, competition for willing and able contractors o Future changes to Covid-19 national alert levels or any local cases

2.3 Current Status  Quarter 3 update as at 31 March 2020  Refer to Attachment A and Attachment B for detailed analysis

2.4 Achieved this Period  Contract awarded for Westport Water Terrace Pipeline replacement  Footpath maintenance and renewal works continued  Road reseals and pavement marking completed  Reefton Water options developed and prioritised  District revitalisation Council-led projects continued  Greater Punakaiki Master Plan Stage 2 concept study progressed  Finalised Waimangaroa Water Supply upgrade options assessment  KCT Nile River Bridge, direct sourcing procurement approval from NZTA  Preparation and response of essential services for Covid-19 continuity

2.5 Planned next Period  Commence survey, geotech for Westport Water Terrace Pipeline project  Complete tender and consultation processes for Reefton Water project  Continue Reefton river protection active monitoring  Develop ‘Low Cost Low Risk’ road improvement capital works  Finalise Waimangaroa Water upgrade options and consultation process  Various equipment upgrades at water and wastewater treatment plants  Continue contract improvement reviews for Roading, Utilities and Waste  Commence Maruia landfill resource consent renewal process  Complete waste levy monitoring and landfill discharge compliance report  Complete Old Hector Landfill quantity/composition analysis (MfE funded)  Commence contract preparation for KCT Nile River Bridge  Develop tender opportunity process for the roading maintenance contract

40 Tab 5: Infrastructure Services Work Plans - quarter 3 update

2.6 Key Milestones/Deliverables ID # Description Target Date Actual Date 1 Baselines reported for 2019/20 Oct 2019 Oct 2019 2 Carry-overs approved for 2019/20 Oct 2019 Nov 2019 3 Complete delivery of Work Plan activities Jun 2020

2.7 Schedule Recovery ID # Description Explanation/Action 1 Impact of Covid-19 Re-baseline current plan 2

2.8 Budgets ID # Description Last Period This Period A Baseline $11,475,251 $11,475,251 B Current Approved (2019/20 FY) $16,912,165 $14,074,666 C Current Approved (Multi-Year) $16,912,165 $14,074,666 D Earned Value (Actuals + Accruals) $6,562,228 $10,081,071 E To Finish (Estimate to Complete) $10,349,937 $3,993,595 F Forecast (Estimate at Completion) $17,079,165 $14,074,666 G Variance = F – C $167,000 $0 H Risks & Opportunities Provision $292,700 $292,700 I Projected Net Result = G – H -$125,700 -$292,700

2.9 Critical Issues, Risks & Opportunities Critical Issues ID # Date Description Resp. Action/Timing 1 Apr 2020 Manage impact of Covid-19 GM IS In Progress

Risks ID # Date Description Resp. Action/Timing 1 Apr 2020 Procurement strategy for GM IS In Progress maintenance service contracts

Opportunities ID # Date Description Resp. Action/Timing 1 Apr 2020 Backfill vacant staff positions GM IS In Progress

2.10 Change Management Trend/Change Notices ID # Date Description Status Action/Timing 1 Apr 2020 Refer to Attachment C for Reviewed Q4 Update Register

41 Tab 5: Infrastructure Services Work Plans - quarter 3 update

3. CONSIDERATIONS

3.1 Strategic Impact The successful delivery of work plans is in accordance with our LTP and is critical to the success of our district.

3.2 Significance Assessment Work plans are considered highly significant in terms of capital and operating expenditure, complexity, impact to levels of service and community benefit.

3.3 Risk Analysis Major risks are managed in accordance with Council’s risk management processes including a “what could go wrong?” approach to ensure all practicable steps are being taken to assess, control and monitor identified risks.

3.4 Policy/Legal Considerations Council must comply with the relevant policy and legal requirements including the Public Works Act 1981, the Health and Safety at Work Act 2015, the Resource Management Act 1991, Local Government Act 2002 and Council’s own Procurement Policy.

3.5 Tangata Whenua Considerations Nil noted.

3.6 Views of Those Affected Affected parties and stakeholders including community members, private sector, government ministries, agencies and authorities are consulted throughout the service delivery process.

3.7 Costs Costs for delivering services are expended against cost codes in our Annual Plan. Deviations (trends and changes) from approved control baselines will be indicated as budget variances and reported to Council accordingly.

3.8 Benefits Benefits of improved service delivery are in accordance with our LTP and aligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability.

3.9 Media/Publicity Publicity is expected with levels of service, not all of which will be positive. However, this should not deter from the reasons for delivering important infrastructure services for the community.

42 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment A – Infrastructure Combined Performance – Q3 2019/20

43 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Group Performance A ‐ Infrastructure Services S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative Pre‐Covid 19 Cumulative $18,000,000 Pre‐Covid 19

$16,000,000

$14,000,000

$12,000,000

$10,000,000

Expenditure $8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $527,611 $516,743 $474,732 $523,871 $733,485 $827,749 $1,744,367 $1,814,672 $1,614,144 $1,159,901 $714,930 $530,350 Baseline Cumulative $527,611 $1,044,353 $1,519,085 $2,042,956 $2,776,440 $3,604,189 $5,348,556 $7,163,227 $8,777,371 $9,937,272 $10,652,201 $11,182,551 Current Month $527,611 $516,743 $474,732 $523,871 $2,088,557 $1,843,907 $2,799,525 $2,597,088 $1,923,843 $122,873 $168,803 $194,417 Current Cumulative $527,611 $1,044,353 $1,519,085 $2,042,956 $4,131,512 $5,975,419 $8,774,944 $11,372,031 $13,295,874 $13,418,747 $13,587,549 $13,781,966 Actual Month $1,620,323 $796,998 $932,753 $962,915 $1,770,340 $707,357 $959,832 $1,535,782 $1,436,135 Actual Cumulative $1,620,323 $2,417,321 $3,350,074 $4,312,989 $6,083,329 $6,790,686 $7,750,518 $9,286,300 $10,722,435 Earned Month $1,564,153 $771,618 $911,195 $930,357 $1,732,209 $644,981 $890,452 $1,406,871 $1,229,235 Earned Cumulative $1,564,153 $2,335,771 $3,246,966 $4,177,323 $5,909,532 $6,554,513 $7,444,965 $8,851,836 $10,081,071 Forecast Month $1,413,757 $1,311,863 $1,267,975 Forecast Cumulative $10,081,071 $11,494,828 $12,806,691 $14,074,666 Pre‐Covid 19 Cumulative $527,611 $1,044,353 $1,519,085 $2,042,956 $4,131,512 $5,975,419 $8,774,944 $11,372,031 $13,295,874 $14,667,613 $15,715,281 $16,619,465

Performance Indicators Traffic Light Range Cost Variance CV% = 4.6% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐23.3% Action (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments R ‐ Roading $5,947,100 ‐$976,968 $4,970,132 $4,870,132 $4,970,132 $4,970,132 $3,365,616 $0 $2,978,661 $1,991,471 $2,968,439 $0 T ‐ Transport $761,598 ‐$182,691 $578,907 $518,907 $578,907 $578,907 $378,487 $0 $374,991 $203,916 $386,607 $0 3 ‐ Three Waters $3,417,674 $3,802,212 $7,219,886 $7,119,886 $7,219,886 $7,219,886 $6,078,376 $0 $5,861,003 $1,358,883 $0 $0 W ‐ Waste Management $837,879 $54,862 $892,741 $880,041 $892,741 $892,741 $673,251 $0 $639,711 $253,030 $198,168 $0 C ‐ Capital Works $511,000 ‐$98,000 $413,000 $393,000 $413,000 $413,000 $226,705 $0 $226,705 $186,295 $284,295 $0 P ‐ NOT USED $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $11,475,251 $2,599,415 $14,074,666 $13,781,966 $14,074,666 $14,074,666 $10,722,435 $0 $10,081,071 $3,993,595 $3,837,509 $0 (A) (B) Summary Table Risks & Opportunities $292,700 (C) Total FY Current $14,074,666 (D) = A + C Final Variance % 0.00% (E) = B / D Performance KPI % 100.00% (F) = 1 ‐ E

44 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment B – Portfolios for Infrastructure – Q3 2019/20

45 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance T ‐ Transport S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative Pre‐Covid 19 Cumulative $900,000

Pre‐Covid 19 $800,000

$700,000

$600,000

$500,000

Expenditure $400,000

$300,000

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $10,795 $10,795 $34,794 $8,470 $8,466 $105,730 $93,468 $110,213 $93,467 $104,467 $93,467 $27,466 Baseline Cumulative $10,795 $21,590 $56,384 $64,854 $73,320 $179,050 $272,518 $382,731 $476,198 $580,665 $674,132 $701,598 Current Month $10,795 $10,795 $34,794 $8,470 $8,466 $27,873 $15,611 $147,937 $131,191 $48,324 $37,325 $37,326 Current Cumulative $10,795 $21,590 $56,384 $64,854 $73,320 $101,193 $116,804 $264,741 $395,932 $444,256 $481,581 $518,907 Actual Month $23,265 $4,006 $3,732 $6,818 $39,557 $23,119 $5,338 $173,118 $99,534 Actual Cumulative $23,265 $27,271 $31,003 $37,821 $77,378 $100,497 $105,835 $278,953 $378,487 Earned Month $23,265 $4,006 $3,732 $6,397 $36,482 $23,119 $5,338 $173,118 $99,534 Earned Cumulative $23,265 $27,271 $31,003 $37,400 $73,882 $97,001 $102,339 $275,457 $374,991 Forecast Month $53,971 $77,971 $71,974 Forecast Cumulative $374,991 $428,962 $506,933 $578,907 Pre‐Covid 19 Cumulative $10,795 $21,590 $56,384 $64,854 $73,320 $101,193 $116,804 $264,741 $395,932 $538,122 $669,313 $800,505

Performance Indicators Traffic Light Range Cost Variance CV% = 0.7% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐4.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments T ‐ Transport $761,598 ‐$182,691 $578,907 $518,907 $578,907 $578,907 $378,487 $0 $374,991 $203,916 $386,607 $0 T ‐ Public Transport $52,000 $0 $52,000 $52,000 $52,000 $52,000 $31,246 $0 $31,246 $20,754 $20,754 $0 A ‐ Risks & Opportunities $60,000 $0 $60,000 $0 $60,000 $60,000 $0 $0 $0 $60,000 $60,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $6,000 $0 $6,000 $6,000 $6,000 $6,000 $0 $0 $0 $6,000 $6,000 $0 T ‐ Walking & Cycling $586,264 ‐$182,691 $403,573 $403,573 $403,573 $403,573 $298,984 $0 $295,909 $107,664 $290,355 $0 T ‐ Access & Environment $57,334 $0 $57,334 $57,334 $57,334 $57,334 $48,257 $0 $47,836 $9,498 $9,498 $0 Grand Total $761,598 ‐$182,691 $578,907 $518,907 $578,907 $578,907 $378,487 $0 $374,991 $203,916 $386,607 $0

46 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance R ‐ Roading S‐Curve

$6,000,000 Pre‐Covid 19

$5,000,000

$4,000,000

$3,000,000 Expenditure

$2,000,000

$1,000,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20

‐$1,000,000 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $214,351 $214,351 $214,351 $214,351 $214,351 $214,351 $1,213,581 $1,249,241 $1,114,241 $554,241 $214,351 $215,343 Baseline Cumulative $214,351 $428,701 $643,052 $857,403 $1,071,753 $1,286,104 $2,499,685 $3,748,925 $4,863,166 $5,417,407 $5,631,757 $5,847,100 Current Month $214,351 $214,351 $214,351 $214,351 $214,351 $214,351 $1,213,581 $1,249,241 $1,114,241 ‐$759 $9,351 ‐$1,625 Current Cumulative $214,351 $428,701 $643,052 $857,403 $1,071,753 $1,286,104 $2,499,685 $3,748,925 $4,863,166 $4,862,407 $4,871,757 $4,870,132 Actual Month $259,317 $332,877 $253,514 $297,763 $340,257 $322,995 $352,531 $621,547 $584,815 Actual Cumulative $259,317 $592,194 $845,708 $1,143,471 $1,483,728 $1,806,723 $2,159,254 $2,780,801 $3,365,616 Earned Month $233,030 $312,917 $233,304 $276,200 $311,227 $270,885 $310,662 $518,013 $512,423 Earned Cumulative $233,030 $545,947 $779,251 $1,055,451 $1,366,678 $1,637,563 $1,948,225 $2,466,238 $2,978,661 Forecast Month $628,847 $673,815 $688,809 Forecast Cumulative $2,978,661 $3,607,508 $4,281,323 $4,970,132 Pre‐Covid 19 Cumulative $214,351 $428,701 $643,052 $857,403 $1,071,753 $1,286,104 $2,499,685 $3,748,925 $4,863,166 $5,417,407 $5,631,757 $5,847,100

Performance Indicators Traffic Light Range Cost Variance CV% = 7.9% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐38.7% Action (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments R ‐ Roading $5,947,100 ‐$976,968 $4,970,132 $4,870,132 $4,970,132 $4,970,132 $3,365,616 $0 $2,978,661 $1,991,471 $2,968,439 $0 A ‐ Risks & Opportunities $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $0 $0 $25,000 $25,000 $0 R ‐ Local Roads $4,237,300 ‐$510,000 $3,727,300 $3,727,300 $3,727,300 $3,727,300 $2,793,499 $0 $2,498,385 $1,228,915 $1,738,915 $0 R ‐ Special Purpose Roads $1,532,800 ‐$456,968 $1,075,832 $1,075,832 $1,075,832 $1,075,832 $519,049 $0 $439,074 $636,758 $1,093,726 $0 R ‐ Planning, Investment & Safety $52,000 ‐$10,000 $42,000 $42,000 $42,000 $42,000 $53,068 $0 $41,202 $798 $10,798 $0 Grand Total $5,947,100 ‐$976,968 $4,970,132 $4,870,132 $4,970,132 $4,970,132 $3,365,616 $0 $2,978,661 $1,991,471 $2,968,439 $0

47 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance 3 ‐ Three Waters S‐Curve

$8,000,000

$7,000,000

$6,000,000

$5,000,000

Expenditure $4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $224,641 $225,273 $157,744 $225,744 $365,744 $379,744 $289,744 $264,794 $263,012 $370,869 $320,788 $229,577 Baseline Cumulative $224,641 $449,914 $607,658 $833,402 $1,199,146 $1,578,890 $1,868,634 $2,133,428 $2,396,440 $2,767,309 $3,088,097 $3,317,674 Current Month $224,641 $225,273 $157,744 $225,744 $1,610,888 $1,473,759 $1,422,759 $1,009,486 $534,987 $25,384 $72,803 $136,418 Current Cumulative $224,641 $449,914 $607,658 $833,402 $2,444,290 $3,918,049 $5,340,808 $6,350,294 $6,885,281 $6,910,665 $6,983,468 $7,119,886 Actual Month $1,247,066 $364,145 $586,318 $553,724 $1,273,697 $228,820 $523,331 $637,158 $664,117 Actual Cumulative $1,247,066 $1,611,211 $2,197,529 $2,751,253 $4,024,950 $4,253,770 $4,777,101 $5,414,259 $6,078,376 Earned Month $1,217,183 $358,725 $584,970 $543,150 $1,272,841 $220,414 $504,383 $622,442 $536,895 Earned Cumulative $1,217,183 $1,575,908 $2,160,878 $2,704,028 $3,976,869 $4,197,283 $4,701,666 $5,324,108 $5,861,003 Forecast Month $601,379 $430,379 $327,125 Forecast Cumulative $5,861,003 $6,462,382 $6,892,761 $7,219,886 Pre‐Covid 19 Cumulative $224,641 $449,914 $607,658 $833,402 $2,444,290 $3,918,049 $5,340,808 $6,350,294 $6,885,281 $7,430,665 $8,003,468 $8,503,153

Performance Indicators Traffic Light Range Cost Variance CV% = 3.1% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐14.4% Action (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments 3 ‐ Three Waters $3,417,674 $3,802,212 $7,219,886 $7,119,886 $7,219,886 $7,219,886 $6,078,376 $0 $5,861,003 $1,358,883 $613,452 $0 A ‐ Risks & Opportunities $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $28,000 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $0 $28,000 $28,000 $0 3 ‐ Stormwater & Drainage $241,849 $114,114 $355,963 $355,963 $355,963 $355,963 $134,116 $0 $134,116 $221,847 $107,733 $0 3 ‐ Water Supplies $1,565,088 $3,474,768 $5,039,856 $5,039,856 $5,039,856 $5,039,856 $4,745,709 $0 $4,621,869 $417,987 $0 $0 3 ‐ Sewer, Trade & Waste Water $1,482,737 $213,330 $1,696,067 $1,696,067 $1,696,067 $1,696,067 $1,198,551 $0 $1,105,018 $591,049 $377,719 $0 Grand Total $3,417,674 $3,802,212 $7,219,886 $7,119,886 $7,219,886 $7,219,886 $6,078,376 $0 $5,861,003 $1,358,883 $613,452 $0

48 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance W ‐ Waste Management S‐Curve

$900,000

$800,000 Pre‐Covid 19

$700,000

$600,000

$500,000 Expenditure

$400,000

$300,000

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $77,674 $66,174 $66,193 $66,156 $66,174 $66,174 $73,824 $91,174 $66,174 $66,174 $66,174 $53,114 Baseline Cumulative $77,674 $143,848 $210,041 $276,197 $342,371 $408,545 $482,369 $573,543 $639,717 $705,891 $772,065 $825,179 Current Month $77,674 $66,174 $66,193 $66,156 $66,174 $66,174 $73,824 $91,174 $66,174 $86,174 $86,174 $67,976 Current Cumulative $77,674 $143,848 $210,041 $276,197 $342,371 $408,545 $482,369 $573,543 $639,717 $725,891 $812,065 $880,041 Actual Month $60,958 $87,117 $64,272 $69,954 $95,195 $67,495 $70,512 $77,180 $80,568 Actual Cumulative $60,958 $148,075 $212,347 $282,301 $377,496 $444,991 $515,503 $592,683 $673,251 Earned Month $60,958 $87,117 $64,272 $69,954 $90,025 $65,635 $61,949 $66,519 $73,282 Earned Cumulative $60,958 $148,075 $212,347 $282,301 $372,326 $437,961 $499,910 $566,429 $639,711 Forecast Month $90,687 $80,825 $81,518 Forecast Cumulative $639,711 $730,398 $811,223 $892,741 Pre‐Covid 19 Cumulative $77,674 $143,848 $210,041 $276,197 $342,371 $408,545 $482,369 $573,543 $639,717 $705,891 $772,065 $825,179

Performance Indicators Traffic Light Range Cost Variance CV% = 3.8% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = 0.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments W ‐ Waste Management $837,879 $54,862 $892,741 $880,041 $892,741 $892,741 $673,251 $0 $639,711 $253,030 $198,168 $0 A ‐ Risks & Opportunities $12,700 $0 $12,700 $0 $12,700 $12,700 $0 $0 $0 $12,700 $12,700 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $360 $0 $360 $360 $360 $360 $0 $0 $0 $360 $360 $0 W ‐ Reduction $11,500 $0 $11,500 $11,500 $11,500 $11,500 $11,500 $0 $11,500 $0 $0 $0 W ‐ Diversion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 W ‐ Disposal $813,319 $54,862 $868,181 $868,181 $868,181 $868,181 $661,751 $0 $628,211 $239,970 $185,108 $0 Grand Total $837,879 $54,862 $892,741 $880,041 $892,741 $892,741 $673,251 $0 $639,711 $253,030 $198,168 $0

49 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance C ‐ Capital Works S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative Pre‐Covid 19 Cumulative $700,000

Pre‐Covid 19

$600,000

$500,000

$400,000

$300,000 Expenditure

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20

‐$100,000 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $150 $150 $1,650 $9,150 $78,750 $61,750 $73,750 $99,250 $77,250 $64,150 $20,150 $4,850 Baseline Cumulative $150 $300 $1,950 $11,100 $89,850 $151,600 $225,350 $324,600 $401,850 $466,000 $486,150 $491,000 Current Month $150 $150 $1,650 $9,150 $188,678 $61,750 $73,750 $99,250 $77,250 ‐$36,250 ‐$36,850 ‐$45,678 Current Cumulative $150 $300 $1,950 $11,100 $199,778 $261,528 $335,278 $434,528 $511,778 $475,528 $438,678 $393,000 Actual Month $29,717 $8,853 $24,917 $34,656 $21,634 $64,928 $8,120 $26,779 $7,101 Actual Cumulative $29,717 $38,570 $63,487 $98,143 $119,777 $184,705 $192,825 $219,604 $226,705 Earned Month $29,717 $8,853 $24,917 $34,656 $21,634 $64,928 $8,120 $26,779 $7,101 Earned Cumulative $29,717 $38,570 $63,487 $98,143 $119,777 $184,705 $192,825 $219,604 $226,705 Forecast Month $38,873 $48,873 $98,549 Forecast Cumulative $226,705 $265,578 $314,451 $413,000 Pre‐Covid 19 Cumulative $150 $300 $1,950 $11,100 $199,778 $261,528 $335,278 $434,528 $511,778 $575,528 $638,678 $643,528

Performance Indicators Traffic Light Range Cost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐72.5% Action (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments C ‐ Capital Works $511,000 ‐$98,000 $413,000 $393,000 $413,000 $413,000 $226,705 $0 $226,705 $186,295 $284,295 $0 A ‐ Risks & Opportunities $20,000 $0 $20,000 $0 $20,000 $20,000 $0 $0 $0 $20,000 $20,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $2,000 $0 $2,000 $2,000 $2,000 $2,000 $0 $0 $0 $2,000 $2,000 $0 C ‐ Special Projects $489,000 ‐$98,000 $391,000 $391,000 $391,000 $391,000 $226,705 $0 $226,705 $164,295 $262,295 $0 Grand Total $511,000 ‐$98,000 $413,000 $393,000 $413,000 $413,000 $226,705 $0 $226,705 $186,295 $284,295 $0

50 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment C – Change Management Register – Q3 2019/20

51 52 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $510,000 $800,000 $420,000 $281,598 $456,968 $250,528 $163,267 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 0 0 0 0 0 0 0 0 0 0 0 0 0$2,599,415 $0 oeTed Changes Trends Code

L$0 GL L$ $3,477,727 $0 GL L$0 GL L$ $0 $0 $54,862 GL $0 GL L$ $424,150 $0 GL L$ $152,528 $0 GL $0 $0 GL L$0 $0 GL GL L$0 GL L$0 GL L$ $24,633 $0 GL L$ $98,907 $0 GL L$ $0 $0 GL L$ $372,891 $608,697 $0 $0 $0 $0 GL GL GL L$0 GL L$ $277,381 $0 $0 $0 GL GL $0 GL L$ GL L$ $ $ GL $ GL GL GL L$ $ $ $ GL GL $ GL $ $ GL $ GL GL GL GL

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Infrastructure Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change Change ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ A A A A A A A A A A A A A oainActivity Location aaeetA Management ieA wide ieA A wide wide ieA wide ieA wide A wide ieA wide ieA A wide wide ieA wide ieA wide ieA wide ieA wide ieA A wide A wide wide ieA A wide wide ieA A wide wide A wide wide wide wide wide wide wide wide wide wide wide wide wide wide

‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ etotA Westport District District District District District District District District District District District District District District District District District District District District Change District District District District District District District District District District District District District District 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment D – Infrastructure Services Work Plans – Quarter 2 Report

53 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

BULLER DISTRICT COUNCIL

FOR THE MEETING OF 26 FEBRUARY 2020

Report for Agenda Item No X

Prepared by - Mike Duff - Group Manager Infrastructure Services

Reviewed by - Sharon Mason - Chief Executive Officer

Infrastructure Services Work Plans – Quarter 2 Update – December 2019 ______

Report Summary

The purpose of this report is to provide Council with the Quarter 2 update for Infrastructure Services work plan as at 31 December 2019.

Work plans detail the scope and budgets resolved by Council (via the annual plan process) together with approved carry-overs, authorised changes and any external funding from partner agencies.

Refer to Attachment A for the combined performance summary, Attachment B for performance by portfolio and Attachment C for the change management register.

Draft Recommendations

That the report be received for information.

54 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Infrastructure Services Summary

Report Card Status Comment/Action Required Overall:  Performing well overall Safety:  Systems in place, zero incidents Risk:  Risks being managed Scope:  Defined in work plan, carry-overs incorporated Budget:  Performing well overall, minor trends identified Schedule:  Performing well overall, active monitoring Resources: ⚠ Recruitment for vacant staff positions continuing Quality:  Improvement opportunities in progress

Narrative

 Overall Performance: o Budget and schedule ‘on track’ versus current plan: . Actual = 40.9% ($6,795,346) . Earned = 39.5% ($6,562,228) . Planned = 35.9% ($5,975,419) o Performance indicators: . Cost Variance = +1.4% (Actual – Earned)/Current . Schedule Variance = +3.4% (Earned – Planned)/Current o Current financial year budget $16,912,165 o Increase from 2019/20 Baseline of $5,436,914 (carry-overs) o Westport Tunnel Pipeline at project closeout phase, costs to date incorporated into Q2 results.  Critical Issues: o Cost variance for Waste Management driven by higher operational costs including refuse fees, recycling and Old Hector Landfill  Critical Risks: o Cost and schedule control ongoing, procurement strategy for maintenance service contracts under development

Current Status

 Quarter 2 update as at 31 December 2019  Refer to Attachment A and Attachment B for detailed analysis

55 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Achieved this Period

 Westport Water Tunnel Pipeline completing at project closeout phase  Tender completed for Westport Water Terrace Pipeline replacement  Footpath maintenance and renewal works commenced  Road reseals and pavement marking continued  Reefton Water asset renewal options and priorities assessed  District revitalisation Council-led projects continued  Greater Punakaiki Master Plan Stage 2 concept study progressed  KCT Nile River Bridge Deed and Requirement Specification assessed

Planned next Period

 Award contract and commence works for Westport Water Terrace Pipeline  Secure funding and complete delivery readiness for Old Hector Landfill  Continue Reefton river protection active monitoring  Complete ‘Low Cost Low Risk’ road improvement capital works  Finalise Waimangaroa Water Supply upgrade options assessment  Complete Waste Management workshop and follow-up actions  Various equipment upgrades at water and wastewater treatment plants  Continue improvement reviews for Roading, Utilities and Waste Management service contracts

Key Milestones/Deliverables

ID # Description Target Date Actual Date 1 Baselines reported for 2019/20 Oct 2019 Oct 2019 2 Carry-overs approved for 2019/20 Oct 2019 Nov 2019 3 Complete delivery of Work Plan activities Jun 2020

Schedule Recovery

ID # Description Explanation/Action 1 Not applicable 2

56 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Budgets

ID # Description Last Period This Period A Baseline $11,475,251 $11,475,251 B Current Approved (2019/20 FY) $11,475,251 $16,912,165 C Current Approved (Multi-Year) $11,475,251 $16,912,165 D Earned Value (Actuals + Accruals) $1,984,590 $6,562,228 E To Finish (Estimate to Complete) $9,490,661 $10,349,937 F Forecast (Estimate at Completion) $11,475,251 $17,079,165 G Variance = F – C $0 $167,000 H Risks & Opportunities Provision $292,700 $292,700 I Projected Net Result = G – H -$292,700 -$125,700

Critical Issues, Risks & Opportunities

Critical Issues ID # Date Description Resp. Action/Timing 1 Jan 2019 Active monitoring of variances GM IS In Progress

Risks ID # Date Description Resp. Action/Timing 1 Jan 2019 Procurement strategy for GM IS In Progress maintenance service contracts

Opportunities ID # Date Description Resp. Action/Timing 1 Jan 2019 Backfill vacant staff positions GM IS In Progress

Change Management

Trend/Change Notices ID # Date Description Status Action/Timing 1 Jan 2019 Refer to Attachment C for Register Reviewed Q3 Update

57 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Considerations

1. Strategic Impact The successful delivery of work plans is in accordance with our LTP and is critical to the success of our district.

2. Significance Assessment Work plans are considered highly significant in terms of capital and operating expenditure, complexity, impact to levels of service and community benefit.

3. Risk Analysis Major risks are managed in accordance with Council’s risk management processes including a “what could go wrong?” approach to ensure all practicable steps are being taken to assess, control and monitor identified risks.

4. Policy/Legal Considerations Council must comply with the relevant policy and legal requirements including the Public Works Act 1981, the Health and Safety at Work Act 2015, the Resource Management Act 1991, Local Government Act 2002 and Council’s own Procurement Policy.

5. Tangata Whenua Considerations Nil noted.

6. Views of Those Affected Affected parties and stakeholders including community members, private sector, government ministries, agencies and authorities are consulted throughout the service delivery process.

7. Costs Costs for delivering services are expended against cost codes in our Annual Plan. Deviations (trends and changes) from approved control baselines will be indicated as budget variances and reported to Council accordingly.

8. Benefits Benefits of improved service delivery are in accordance with our LTP and aligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability.

9. Media/Publicity Publicity is expected with levels of service, not all of which will be positive. However, this should not deter from the reasons for delivering important infrastructure services for the community.

58 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment A – Infrastructure Combined Performance – Q2 2019/20

59 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Group Performance A ‐ Infrastructure Services S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $18,000,000

$16,000,000

$14,000,000

$12,000,000

$10,000,000

Expenditure $8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 Jul 19 Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $527,611 $516,743 $474,732 $523,871 $733,485 $827,749 $1,744,367 $1,814,672 $1,614,144 $1,159,901 $714,930 $530,350 Baseline Cumulative $527,611 $1,044,353 $1,519,085 $2,042,956 $2,776,440 $3,604,189 $5,348,556 $7,163,227 $8,777,371 $9,937,272 $10,652,201 $11,182,551 Current Month $527,611 $516,743 $474,732 $523,871 $2,088,557 $1,843,907 $2,799,525 $2,597,088 $1,923,843 $1,371,739 $1,047,669 $904,184 Current Cumulative $527,611 $1,044,353 $1,519,085 $2,042,956 $4,131,512 $5,975,419 $8,774,944 $11,372,031 $13,295,874 $14,667,613 $15,715,281 $16,619,465 Actual Month $1,630,323 $796,998 $932,753 $962,915 $1,770,340 $702,017 Actual Cumulative $1,630,323 $2,427,321 $3,360,074 $4,322,989 $6,093,329 $6,795,346 Earned Month $1,574,153 $771,618 $911,195 $930,357 $1,732,209 $642,696 Earned Cumulative $1,574,153 $2,345,771 $3,256,966 $4,187,323 $5,919,532 $6,562,228 Forecast Month $2,072,217 $1,849,261 $1,797,079 $1,622,484 $1,616,969 $1,558,927 Forecast Cumulative $6,562,228 $8,634,445 $10,483,706 $12,280,785 $13,903,269 $15,520,238 $17,079,165

Performance Indicators Traffic Light Range Cost Variance CV% = 1.4% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > 5% Schedule Variance SV% = 3.4% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between 5% & 10% *Update formulas to correct month column Action = Variance < 10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments R Roading $5,947,100 $0 $5,947,100 $5,847,100 $6,047,100 $6,047,100 $1,811,453 $0 $1,645,348 $4,301,752 $4,301,752 $100,000 T Transport $761,598 $98,907 $860,505 $800,505 $860,505 $860,505 $100,427 $0 $96,931 $763,574 $664,667 $0 3 Three Waters $3,417,674 $5,185,479 $8,603,153 $8,503,153 $8,613,153 $8,613,153 $4,253,770 $0 $4,197,283 $4,405,870 $0 $10,000 W Waste Management $837,879 $0 $837,879 $825,179 $894,879 $894,879 $444,991 $0 $437,961 $399,918 $399,918 $57,000 C Capital Works $511,000 $152,528 $663,528 $643,528 $663,528 $663,528 $184,705 $0 $184,705 $478,823 $326,295 $0 P NOT USED $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $11,475,251 $5,436,914 $16,912,165 $16,619,465 $17,079,165 $17,079,165 $6,795,346 $0 $6,562,228 $10,349,937 $5,692,632 $167,000 (A) (B) Summary Table Risks & Opportunities $292,700 (C) Total FY Current $16,912,165 (D) = A + C Final Variance % 0.99% (E) = B / D Performance KPI % 100.99% (F) = 1 ‐ E

60 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment B – Portfolios for Infrastructure – Q2 2019/20

61 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance T ‐ Transport S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $1,000,000

$900,000

$800,000

$700,000

$600,000

$500,000 Expenditure

$400,000

$300,000

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $10,795 $10,795 $34,794 $8,470 $8,466 $105,730 $93,468 $110,213 $93,467 $104,467 $93,467 $27,466 Baseline Cumulative $10,795 $21,590 $56,384 $64,854 $73,320 $179,050 $272,518 $382,731 $476,198 $580,665 $674,132 $701,598 Current Month $10,795 $10,795 $34,794 $8,470 $8,466 $27,873 $15,611 $147,937 $131,191 $142,190 $131,191 $131,192 Current Cumulative $10,795 $21,590 $56,384 $64,854 $73,320 $101,193 $116,804 $264,741 $395,932 $538,122 $669,313 $800,505 Actual Month $23,265 $4,006 $3,732 $6,818 $39,557 $23,049 Actual Cumulative $23,265 $27,271 $31,003 $37,821 $77,378 $100,427 Earned Month $23,265 $4,006 $3,732 $6,397 $36,482 $23,049 Earned Cumulative $23,265 $27,271 $31,003 $37,400 $73,882 $96,931 Forecast Month $25,085 $157,609 $142,133 $142,132 $167,133 $129,482 Forecast Cumulative $96,931 $122,016 $279,625 $421,758 $563,890 $731,023 $860,505

Performance Indicators Traffic Light Range Cost Variance CV% = 0.4% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐0.5% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments T ‐ Transport $761,598 $98,907 $860,505 $800,505 $860,505 $860,505 $100,427 $0 $96,931 $763,574 $664,667 $0 T ‐ Public Transport $52,000 $0 $52,000 $52,000 $52,000 $52,000 $22,056 $0 $22,056 $29,944 $29,944 $0 A ‐ Risks & Opportunities $60,000 $0 $60,000 $0 $60,000 $60,000 $0 $0 $0 $60,000 $60,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $6,000 $0 $6,000 $6,000 $6,000 $6,000 $0 $0 $0 $6,000 $6,000 $0 T ‐ Walking & Cycling $586,264 $98,907 $685,171 $685,171 $685,171 $685,171 $40,824 $0 $37,749 $647,422 $548,515 $0 T ‐ Access & Environment $57,334 $0 $57,334 $57,334 $57,334 $57,334 $37,547 $0 $37,126 $20,208 $20,208 $0 Grand Total $761,598 $98,907 $860,505 $800,505 $860,505 $860,505 $100,427 $0 $96,931 $763,574 $664,667 $0

62 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance R ‐ Roading S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $7,000,000

$6,000,000

$5,000,000

$4,000,000 Expenditure $3,000,000

$2,000,000

$1,000,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $214,351 $214,351 $214,351 $214,351 $214,351 $214,351 $1,213,581 $1,249,241 $1,114,241 $554,241 $214,351 $215,343 Baseline Cumulative $214,351 $428,701 $643,052 $857,403 $1,071,753 $1,286,104 $2,499,685 $3,748,925 $4,863,166 $5,417,407 $5,631,757 $5,847,100 Current Month $214,351 $214,351 $214,351 $214,351 $214,351 $214,351 $1,213,581 $1,249,241 $1,114,241 $554,241 $214,351 $215,343 Current Cumulative $214,351 $428,701 $643,052 $857,403 $1,071,753 $1,286,104 $2,499,685 $3,748,925 $4,863,166 $5,417,407 $5,631,757 $5,847,100 Actual Month $269,317 $332,877 $253,514 $297,763 $340,257 $317,725 Actual Cumulative $269,317 $602,194 $855,708 $1,153,471 $1,493,728 $1,811,453 Earned Month $243,030 $312,917 $233,304 $276,200 $311,227 $268,670 Earned Cumulative $243,030 $555,947 $789,251 $1,065,451 $1,376,678 $1,645,348 Forecast Month $885,474 $696,844 $696,382 $691,382 $725,882 $705,788 Forecast Cumulative $1,645,348 $2,530,822 $3,227,666 $3,924,048 $4,615,430 $5,341,312 $6,047,100

Performance Indicators Traffic Light Range Cost Variance CV% = 2.8% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = 6.1% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments R ‐ Roading $5,947,100 $0 $5,947,100 $5,847,100 $6,047,100 $6,047,100 $1,811,453 $0 $1,645,348 $4,301,752 $4,301,752 $100,000 A ‐ Risks & Opportunities $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $0 $0 $25,000 $25,000 $0 R ‐ Local Roads $4,237,300 $0 $4,237,300 $4,237,300 $4,337,300 $4,337,300 $1,583,129 $0 $1,435,129 $2,802,171 $2,802,171 $100,000 R ‐ Special Purpose Roads $1,532,800 $0 $1,532,800 $1,532,800 $1,532,800 $1,532,800 $187,837 $0 $174,647 $1,358,153 $1,358,153 $0 R ‐ Planning, Investment & Safety $52,000 $0 $52,000 $52,000 $52,000 $52,000 $40,487 $0 $35,572 $16,428 $16,428 $0 Grand Total $5,947,100 $0 $5,947,100 $5,847,100 $6,047,100 $6,047,100 $1,811,453 $0 $1,645,348 $4,301,752 $4,301,752 $100,000

63 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance 3 ‐ Three Waters S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $10,000,000

$9,000,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000 Expenditure

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $224,641 $225,273 $157,744 $225,744 $365,744 $379,744 $289,744 $264,794 $263,012 $370,869 $320,788 $229,577 Baseline Cumulative $224,641 $449,914 $607,658 $833,402 $1,199,146 $1,578,890 $1,868,634 $2,133,428 $2,396,440 $2,767,309 $3,088,097 $3,317,674 Current Month $224,641 $225,273 $157,744 $225,744 $1,610,888 $1,473,759 $1,422,759 $1,009,486 $534,987 $545,384 $572,803 $499,685 Current Cumulative $224,641 $449,914 $607,658 $833,402 $2,444,290 $3,918,049 $5,340,808 $6,350,294 $6,885,281 $7,430,665 $8,003,468 $8,503,153 Actual Month $1,247,066 $364,145 $586,318 $553,724 $1,273,697 $228,820 Actual Cumulative $1,247,066 $1,611,211 $2,197,529 $2,751,253 $4,024,950 $4,253,770 Earned Month $1,217,183 $358,725 $584,970 $543,150 $1,272,841 $220,414 Earned Cumulative $1,217,183 $1,575,908 $2,160,878 $2,704,028 $3,976,869 $4,197,283 Forecast Month $1,012,002 $800,989 $800,989 $648,989 $577,989 $574,912 Forecast Cumulative $4,197,283 $5,209,285 $6,010,274 $6,811,263 $7,460,252 $8,038,241 $8,613,153

Performance Indicators Traffic Light Range Cost Variance CV% = 0.7% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = 3.3% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments 3 ‐ Three Waters $3,417,674 $5,185,479 $8,603,153 $8,503,153 $8,613,153 $8,613,153 $4,253,770 $0 $4,197,283 $4,405,870 $983,239 $10,000 A ‐ Risks & Opportunities $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $28,000 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $0 $28,000 $28,000 $0 3 ‐ Stormwater & Drainage $241,849 $277,381 $519,230 $519,230 $519,230 $519,230 $105,604 $0 $105,604 $413,626 $136,245 $0 3 ‐ Water Supplies $1,565,088 $4,274,768 $5,839,856 $5,839,856 $5,849,856 $5,849,856 $3,344,669 $0 $3,327,936 $2,511,920 $0 $10,000 3 ‐ Sewer, Trade & Waste Water $1,482,737 $633,330 $2,116,067 $2,116,067 $2,116,067 $2,116,067 $803,497 $0 $763,743 $1,352,324 $718,994 $0 Grand Total $3,417,674 $5,185,479 $8,603,153 $8,503,153 $8,613,153 $8,613,153 $4,253,770 $0 $4,197,283 $4,405,870 $983,239 $10,000

64 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance W ‐ Waste Management S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $1,000,000

$900,000

$800,000

$700,000

$600,000

$500,000 Expenditure

$400,000

$300,000

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $77,674 $66,174 $66,193 $66,156 $66,174 $66,174 $73,824 $91,174 $66,174 $66,174 $66,174 $53,114 Baseline Cumulative $77,674 $143,848 $210,041 $276,197 $342,371 $408,545 $482,369 $573,543 $639,717 $705,891 $772,065 $825,179 Current Month $77,674 $66,174 $66,193 $66,156 $66,174 $66,174 $73,824 $91,174 $66,174 $66,174 $66,174 $53,114 Current Cumulative $77,674 $143,848 $210,041 $276,197 $342,371 $408,545 $482,369 $573,543 $639,717 $705,891 $772,065 $825,179 Actual Month $60,958 $87,117 $64,272 $69,954 $95,195 $67,495 Actual Cumulative $60,958 $148,075 $212,347 $282,301 $377,496 $444,991 Earned Month $60,958 $87,117 $64,272 $69,954 $90,025 $65,635 Earned Cumulative $60,958 $148,075 $212,347 $282,301 $372,326 $437,961 Forecast Month $65,635 $77,249 $93,039 $70,429 $68,915 $72,835 $74,451 Forecast Cumulative $372,326 $437,961 $515,210 $608,249 $678,678 $747,593 $820,428 $894,879

Performance Indicators Traffic Light Range Cost Variance CV% = 0.9% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = 3.6% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments W ‐ Waste Management $837,879 $0 $837,879 $825,179 $894,879 $894,879 $444,991 $0 $437,961 $399,918 $399,918 $57,000 A ‐ Risks & Opportunities $12,700 $0 $12,700 $0 $12,700 $12,700 $0 $0 $0 $12,700 $12,700 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $360 $0 $360 $360 $360 $360 $0 $0 $0 $360 $360 $0 W ‐ Reduction $11,500 $0 $11,500 $11,500 $11,500 $11,500 $11,500 $0 $11,500 $0 $0 $0 W ‐ Diversion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 W ‐ Disposal $813,319 $0 $813,319 $813,319 $870,319 $870,319 $433,491 $0 $426,461 $386,858 $386,858 $57,000 Grand Total $837,879 $0 $837,879 $825,179 $894,879 $894,879 $444,991 $0 $437,961 $399,918 $399,918 $57,000

65 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Portfolio Performance C ‐ Capital Works S‐Curve

Baseline Month Current Month Actual Month Earned Month Forecast Month Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative $700,000

$600,000

$500,000

$400,000 Expenditure $300,000

$200,000

$100,000

$0 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Annual Plan

Results Table Period Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20 Mar‐20 Apr‐20 May‐20 Jun‐20 Comments Baseline Month $150 $150 $1,650 $9,150 $78,750 $61,750 $73,750 $99,250 $77,250 $64,150 $20,150 $4,850 Baseline Cumulative $150 $300 $1,950 $11,100 $89,850 $151,600 $225,350 $324,600 $401,850 $466,000 $486,150 $491,000 Current Month $150 $150 $1,650 $9,150 $188,678 $61,750 $73,750 $99,250 $77,250 $63,750 $63,150 $4,850 Current Cumulative $150 $300 $1,950 $11,100 $199,778 $261,528 $335,278 $434,528 $511,778 $575,528 $638,678 $643,528 Actual Month $29,717 $8,853 $24,917 $34,656 $21,634 $64,928 Actual Cumulative $29,717 $38,570 $63,487 $98,143 $119,777 $184,705 Earned Month $29,717 $8,853 $24,917 $34,656 $21,634 $64,928 Earned Cumulative $29,717 $38,570 $63,487 $98,143 $119,777 $184,705 Forecast Month $72,407 $100,780 $87,146 $71,066 $73,130 $74,294 Forecast Cumulative $184,705 $257,112 $357,892 $445,038 $516,104 $589,234 $663,528

Performance Indicators Traffic Light Range Cost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5% Schedule Variance SV% = ‐11.9% Action (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10% *Update formulas to correct month column Action = Variance < ‐10%

Pivot Table Row Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $ Comments C ‐ Capital Works $511,000 $152,528 $663,528 $643,528 $663,528 $663,528 $184,705 $0 $184,705 $478,823 $326,295 $0 A ‐ Risks & Opportunities $20,000 $0 $20,000 $0 $20,000 $20,000 $0 $0 $0 $20,000 $20,000 $0 A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 A ‐ Value Add $2,000 $0 $2,000 $2,000 $2,000 $2,000 $0 $0 $0 $2,000 $2,000 $0 C ‐ Special Projects $489,000 $152,528 $641,528 $641,528 $641,528 $641,528 $184,705 $0 $184,705 $456,823 $304,295 $0 Grand Total $511,000 $152,528 $663,528 $643,528 $663,528 $663,528 $184,705 $0 $184,705 $478,823 $326,295 $0

66 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Attachment C – Change Management Register – Q2 2019/20

67 5.1: Infrastructure Service Work Plans - quarter 3 update - attachment

Change Management A ‐ Infrastructure Services $167,000 $5,436,914 Location Activity Task Group Category Description Details Portfolio Program Cost Code Trends Changes District‐wide A‐‐‐Change‐Management T‐‐‐Public‐Transport All Internal Q2‐Status‐Update Transport T‐01‐PT Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management T‐‐‐Walking‐&‐Cycling All Internal Q2‐Status‐Update Transport T‐01‐WC Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management T‐‐‐Access‐&‐Environment All Internal Q2‐Status‐Update Transport T‐01‐AE Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management R‐‐‐Local‐Roads All Internal Q2‐Status‐Update Transient,‐timing‐alignment‐to‐3yr‐program Roading R‐01‐LR Refer‐GL $100,000 $0 District‐wide A‐‐‐Change‐Management R‐‐‐Special‐Purpose‐Roads All Internal Q2‐Status‐Update Roading R‐02‐SP Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management R‐‐‐Planning,‐Investment‐&‐Safety All Internal Q2‐Status‐Update Roading R‐03‐PI Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management 3‐‐‐Water‐Supplies All Internal Q2‐Status‐Update Unplanned‐expenditure‐for‐Inangahua Three‐Waters 3‐01‐WA Refer‐GL $10,000 $0 District‐wide A‐‐‐Change‐Management 3‐‐‐Sewer,‐Trade‐&‐Waste‐Water All Internal Q2‐Status‐Update Three‐Waters 3‐01‐SE Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management 3‐‐‐Stormwater‐&‐Drainage All Internal Q2‐Status‐Update Three‐Waters 3‐01‐ST Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management W‐‐‐Reduction All Internal Q2‐Status‐Update Waste W‐01‐RD Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management W‐‐‐Diversion All Internal Q2‐Status‐Update Waste W‐02‐DV Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management W‐‐‐Disposal All Internal Q2‐Status‐Update Higher‐refuse‐&‐recycling‐fees,‐ongoing‐OHL Waste W‐03‐DP Refer‐GL $57,000 $0 District‐wide A‐‐‐Change‐Management C‐‐‐Special‐Projects All Internal Q2‐Status‐Update Capital‐Works C‐01‐SP Refer‐GL $0 $0 District‐wide A‐‐‐Change‐Management T‐‐‐Walking‐&‐Cycling Capital Projects Carry‐Over‐‐‐Footpaths Council‐Approved‐Nov‐2019 Transport T01‐WC Refer‐GL $0 $98,907 District‐wide A‐‐‐Change‐Management 3‐‐‐Water‐Supplies Capital Projects Carry‐Over‐‐‐Waimangaroa‐Water‐Upgrade Council‐Approved‐Nov‐2019 Three‐Waters 3‐01‐WA Refer‐GL $0 $424,150 District‐wide A‐‐‐Change‐Management 3‐‐‐Water‐Supplies Capital Projects Carry‐Over‐‐‐Westport‐Tunnel‐Pipeline Council‐Approved‐Nov‐2019 Three‐Waters 3‐01‐WA Refer‐GL $0 $3,477,727 District‐wide A‐‐‐Change‐Management 3‐‐‐Water‐Supplies Capital Projects Carry‐Over‐‐‐Westport‐Terrace‐Trunk‐Main‐RCouncil‐Approved‐Nov‐2019 Three‐Waters 3‐01‐WA Refer‐GL $0 $372,891 District‐wide A‐‐‐Change‐Management 3‐‐‐Sewer,‐Trade‐&‐Waste‐Water Capital Projects Carry‐Over‐‐‐Westport‐Modelling‐&‐Separat Council‐Approved‐Nov‐2019 Three‐Waters 3‐01‐SE Refer‐GL $0 $24,633 District‐wide A‐‐‐Change‐Management 3‐‐‐Sewer,‐Trade‐&‐Waste‐Water Capital Projects Carry‐Over‐‐‐Westport‐Sewer‐Mains‐ReplaceCouncil‐Approved‐Nov‐2020 Three‐Waters 3‐01‐SE Refer‐GL $0 $608,697 District‐wide A‐‐‐Change‐Management 3‐‐‐Stormwater‐&‐Drainage Capital Projects Carry‐Over‐‐‐District‐Stormwater‐Projects Council‐Approved‐Nov‐2019 Three‐Waters 3‐01‐ST Refer‐GL $0 $277,381 District‐wide A‐‐‐Change‐Management C‐‐‐Special‐Projects Capital Projects Carry‐Over‐‐‐Council‐Led‐District‐Revitalisati Council‐Approved‐Nov‐2019 Three‐Waters 3‐01‐WA Refer‐GL $0 $152,528

68 Tab 6: Reserve Classification - Carnegie building

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 6

Prepared by - Bronwyn Little - Policy Advisor

Reviewed by - Rachel Townrow - Group Manager Community Services

CHANGE TO RESERVE CLASSIFICATION – CARNEGIE BUILDING SITE

1. REPORT SUMMARY This report recommends that Council undertake the process to change the reserve classification of the land associated with the Carnegie Building (original Westport Public Library, Lyndhurst Street). The current classification of Local Purpose (Community Facilities) Reserve does not represent the current or potential future use of the land and it is recommended to change the classification of the site under the Reserves Act 1977 to Historic Reserve.

2. DRAFT RECOMMENDATION

That Council resolves:

1. Pursuant to section 24(1)(b) of the Reserves Act 1977, that the classification of Reserve Lot 3 A 414 be changed from Local Purpose (Community Facilities) to Historic, in order to better recognise and provide for the heritage values present on the reserve;

2. To authorise the Chief Executive to undertake all statutory steps required to give effect to the change of reserve classification.

3. ISSUES & DISCUSSION

Background: The Carnegie Building is the former Westport Public Library (established 1904). Philanthropist Mr Carnegie donated money to the town of Westport to build the Westport Free Library which was opened in 1904. Free Libraries and reading rooms (athenaeum) were built to allow local workers to have free access to books and promote learning. The building became the Westport Public Library in later years and was used for this purpose until the library facility was moved into what is now called Brougham House. The building has been given an Historic Place Category 2 listing by Heritage New Zealand and is listed in the Buller District Plan in the Schedule of Historic Buildings and Sites.

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The site on which the Carnegie building was built was vested in the Westport Borough Council in 1886, as per New Zealand Gazette, 9 September 1886, No.47, page 1096. At the time it was classified as a Local Purpose Athenaeum Reserve (public reading room and library).

Under section 16(1) of the Reserves Act 1977, the Minister of Conservation has a mandatory obligation to classify reserves according to their primary purpose: ‘to ensure the control, management, development, use, maintenance, and preservation of reserves for their appropriate purposes, the Minister shall, by notice in the Gazette, classify according to their principal or primary purpose, as defined in sections 17 to 23 of this Act,— (a) All reserves existing immediately before the commencement of this Act…’.

Through the Reserves Act 1977 Instrument of Delegation the Minister of Conservation has delegated, to all territorial authorities, a number of their powers, functions and duties under the Act. This includes the power to classify reserves ‘according to their principal or primary purpose’ under section 16(1).

As the reserve had been established prior to the Reserves Act 1977 the Council, using the powers given to it by the Instrument of Delegation and in accordance with the above provisions, undertook to have the reserve classified as Local Purpose (community facilities) reserve. The Department of Conservation formally classified the reserve as such in 2013 (New Zealand Gazette 28 March 2013, no. 38, page 1157).

Current situation and possible future uses: The building has been empty for a number of years, and is in need of repair work if it is to become useable. As per the Long Term Plan 2018-2028 and subsequent Annual Plans, Council has budgeted to carry out repair work and earthquake strengthening of the building and this work has been progressing.

Once in a safe state the building has considerable potential for a community and/or commercial use. The current reserve classification would enable a community use of the building, but makes it difficult to enable any other use of the building.

Change to classification: Under section 24 of the Reserves Act 1977 the classification or purpose of a reserve can be changed. The most common reasons for changing a classification include:  To emphasise one set of features of a reserve relative to another (e.g. to emphasise historic values instead of natural ones)  To allow a new activity or use which would not be consistent with the present classification.

The Act identifies a number of different classifications for reserves, including the site’s current general classification of Local Purpose Reserve.

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Local Purpose Reserve Section 23 “…for the purpose of providing and retaining areas for such local purpose or purposes as are specified in any classification of the reserve.”

In this case, as noted above, this site has been classified as Local Purpose (Community Facilities) Reserve. Currently there is no immediate plan for the building or the site to be used as a community facility, however as above the potential for this is noted. In considering the primary purpose of the reserve it is clear that in fact the most important reason for the reserve is to protect the historic value of the building – its architecture and its significance as the first free/public library in the town, rather than protecting it for a community facility use which it could be put to regardless of whether this classification is in place.

Another possible classification under the Reserves Act which appears to be more suitable is:

Historic Reserve Section 18 “…for the purpose of protecting and preserving in perpetuity such places, objects, and natural features, and such things thereon or therein contained as are of historic, archaeological, cultural, educational, and other special interest.”

Under this classification Council could lease the building to a third party for a residential or commercial use (this may require public consultation prior to a lease being granted), and could undertake (or allow to be undertaken) alterations which were sympathetic to the heritage values of the building, in consultation with Heritage New Zealand. Allowing buildings with historical significance, with appropriate conditions preserving the historic integrity, to be used in different ways is often a good way to ensure historic buildings are preserved and maintained with little or no cost to the owners, in this case Council.

The process for a local authority to change a reserve classification is set out in the Reserves Act 1977 under section 24. The Act and the Instrument of Delegation enable Council to change the classification of a local purpose reserve, and outlines the steps to be taken to give effect to this. As required by the Act, the draft resolutions in this report outline the proposed change and the reasons for it, and provide for delegated authority to the Chief Executive to undertake the steps required by the Act to complete this process.

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4. CONSIDERATIONS

4.1 Strategic impact In general it is important that reserves in the district are appropriately classified and in this case an Historic Reserve classification would better reflect the reason for the site being reserved under the Reserves Act 1977. It will enable the reserve to be managed and used in an appropriate way which best preserves the historic significance of the land and building.

4.2 Significance assessment The change to the reserve classification is not considered to be significant in terms of Council’s Significance and Engagement Policy as it simply confirms the current value and primary purpose of the site and building as being part of the heritage of Westport.

4.3 Risk analysis By changing the classification of this reserve to Historic, which better reflects its primary purpose, Council is meeting its statutory obligations under the Reserves Act 1977, effectively reducing its risk.

4.4 Values The Buller District Council values are: One Team, Community Driven, We Care, Integrity and Future Focussed. This process aligns with these values.

4.5 Policy / legal considerations The Reserves Act 1977 and the Reserves Act 1977 Instrument of Delegation. Any future proposed alterations to the building will also be assessed under the Heritage New Zealand Pouhere Taonga Act 2014 and the Buller District Plan.

4.6 Tangata whenua considerations No specific considerations have been identified.

4.7 Views of those affected The proposed change of classification has been discussed with relevant staff at the Department of Conservation (the Department is charged with administration of the Reserves Act 1977) and they are supportive of the proposal.

Council staff have been working closely with Heritage New Zealand over the repair and strengthening work, and there is support to see the building made safe and useable.

4.8 Costs Completing this process will require staff time which will come from existing workloads and budgets.

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4.9 Benefits Changing the reserve classification to Historic will better recognise and provide for the heritage value of the reserve and will allow for a wider range of uses to be considered for the land and building. This will in turn benefit the community as the costs of maintaining the building could be met and an historic building could once again serve a useful purpose.

4.10 Media / publicity There will likely be media and public interest in the outcome of this process.

73 Tab 7: Reefton Swimming Pool - report

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 7

Prepared by - Rick Barry - Coordinator Property

Reviewed by - Rachel Townrow - Group Manager Community Services

REEFTON SWIMMING POOL UPDATE

1. REPORT SUMMARY This report is to inform Council about the Reefton Swimming Pool Complex proposed upgrade work, the community consultation that has been completed since the last Council report in September 2019, and to outline intended next steps.

2. DRAFT RECOMMENDATION

That Council resolves to:

1. Receive this report for information.

2. Support the Reefton community in establishing a Reefton swimming pool working group, to consider fundraising for additional features to the pool experience.

3. ISSUES & DISCUSSION

Background: The Reefton Swimming Pool complex and carpark are located on part Recreation Reserve (shaded green on Map 2) and part unformed legal road (shaded mustard on Map 2).

74 Tab 7: Reefton Swimming Pool - report

MAP 1:

MAP 2:

75 Tab 7: Reefton Swimming Pool - report

The Reefton Swimming Pool asset is managed by Buller District Council - Community Services, however the day to day operation of the pool is managed by Council Controlled Organisation (CCO) Buller Recreation Limited.

Council resolved, as part of the 2019/20 Annual Plan, to “carry out critical repairs to the Reefton swimming pool, including providing for a feasibility study into future options for the pool, within the 2019/2020 $300,000 budget. The Inangahua Community Board are to consult with the Reefton residents to determine future needs for the Reefton swimming pool.”

A report was presented to Council in September 2019 outlining a proposed project timeline for this work, and following discussions on that report a way forward was agreed. This included consulting with the community, through a process similar to that used for the Reefton Community Centre. The consultation would consider plans to deliver a safe and compliant building structure and improve usability as stage 1, and look at options for potential future upgrades to the facility as a second stage.

Work since September 2019: Following the September 2019 Council meeting a further review of the Reefton swimming pool shelter upgrade was carried out, and AMK Engineers alongside Adams Construction were engaged to consider improved insulation and the inclusion some heritage features into the building following community feedback. Revised design drawings, construction methodology and price were provided with the new price exceeding the original budget of $300,000.

The revised design drawings were completed in November 2019 and included options for heritage colours, new insulated trapezoidal roof and wall panel cladding, improved automatic ventilation system that suited the insulated environment, double glazed roof skylights, heritage antique façade ridge vents and a covered way over the main entrance. This revised upgrade work continued to deliver the original critical elements including the structural strengthening, emergency access/egress and to provide an attractive, weather tight shelter over the pool. The seismic strengthening of the shelter would increase to achieve a rating of 100%NBS and the adjoining changing rooms would achieve >50%NBS.

Reefton Community Consultation – 19 March 2020: The revised upgrade design drawings and pricing was presented to the Reefton community at a public meeting held in Reefton on 19 March 2020.

The meeting included a presentation (attached) providing the audience with a summary of the building concerns and challenges, an overview of the concept drawings and summary of the proposed upgrade costs, including elements of work that were not included in the proposed upgrade of the building structure.

The audience was generally supportive and encouraging of the proposal. The audience provided comment and feedback and were informed that Council would continue to receive written feedback until the end of April 2020 and that

76 Tab 7: Reefton Swimming Pool - report

the feedback would be reviewed by staff and presented to Council via a report in May 2020.

The Community feedback is summarised below:

Reefton Swimming Pool Upgrade Reefton Community Feedback, following 19th March 2020 public meeting Name of No. Submitter Submitters Comments 1 Gail 1, Needs windows along the riverside. 2, The changing rooms Haydon need upgrading. 3, Take into consideration the current life guards comments/viewpoints. 2 Chanel Really good plans. Would like more equipment included for Sluys disabled pool users (Operational - equipment) 3 Christina Totally behind the alterations you're planning. Mitchell Suggests a smaller pool be added for toddlers and hydrotherapy. The chair access into the pool is amazing. 4 Hayley Happy about new ventilation. 1, Will the insulation allow for a and Jared longer season. 2, Could more insulation be included that would Burnham enable a longer season? 3, Could dlb glazed windows be included in the North end? 4, Could an access way be included to open out to an outdoor area in the West/SthWest side of the building (a wider door could dlb for insulation)? 5, Can BDC please check the option for diesel heating to replace the coal boiler and also check with Hokitika about their pool heating (diesel) running cost. 6, Changing room - better insulation/lining and floor coverings please. 7, Add a learn to swim and hydrotherapy pool to be about 31-33 degrees - maybe a community fund raiser for this 5 Linda I like the proposed swimming pool roof plans. 1, Swimming Webb pool water temperature is too cold, should be 31 degrees. 2, The shallow end of the pool is too deep for learn to swimmers/small kids. 3, The changing rooms need an upgrade, they are freezing and absolutely disgusting. 4, Longer swimming season - all year around if possible. 5, Establish a small committee to raise more funds, to make bigger improvements, ICB should help facilitate. 6 Lisa The plan looks amazing and all users of the pool will benefit Kernohan from it and the wider community. 1, A longer swimming Jenni season would be great please. 2, Changing room upgrade - Ricketts areas to place your towels, eg hooks on wall or built in cubby Willow holes near the pool. 3,Keep the coal fired boiler and get a local Ricketts mine to donate the coal annually Mylee 4,A park inside the pool could show the history of the pool and Ricketts upgrades etc 7 Mel 1, The building requires windows, looks like a farm shed at the Caddie moment and is not enticing visually. I believe period windows could be found to go with the historic colouring that will be chosen. Please consider the appearance. Both Westport and Greymouth have a building with windows why should we be any different.

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8 Sue It is so good the pool is going to be upgraded. 1,I would like to Gutberlet see the toddler pool to be much warmer than it has been at times and also have the main pool temperature to be warmer, as I have found it too cold when swimming lessons are held 9 Vicky I like the proposed upgrades for the pool. 1, I would love for the Manawatu pool to be warmer for the little kids, to encourage them and not put them off because it's too cold. 2, Also extended hours for lane swimmers, for a couple of early mornings or late nights each week during the season.

10 Graham Consider dividing the pool, to end up with a 25m pool and a Neylon learner’s pool. 11 Councillor 1, Dividing the pool likely offered no separation of water and no - David ability to heat separate portions for different functions and therefore Hawes an expensive project for minimal competitive lane swimmers. 2; Consider options for dividing the main pool vs a separate new Hydrotherapy, learn to swim structure. 3; Think about heating options in general, as coal is not a long term fix. Consider ground recovery heat pumps as heating option.

12 Bede Reconsider one pool complex that serves Reefton school Brown and the public/visitors. Gained little support from past Councillors but should be reconsidered. The concrete in the original part of the pool is deteriorated and there is a broken back crack through the pool, hence the fibreglass inner option was incorporated, which may need replacing in the future. The Coal fired boiler is aged.

Issues raised in community consultation that have now been resolved: 1. The changing rooms will be upgraded including relining and painting. Areas will be installed to hang towels and store bags/clothes. Options to improve the radiator heating in the changing rooms vs new heating (electric) will be considered. 2. New KS1000RW insulation panel on the roof and walls, along with a new automated roof and gable end ventilation system, double glass skylights and gable end clear sheeting are being installed. This will improve the look and the internal environment of the pool shelter

Issues raised in community consultation that are still to be resolved: 1. Additional windows and access to outdoors a. Council’s Coordinator Property will meet with the Reefton pool operators and proposed Contractor, to consider additional window and additional access options. 2. Heating upgrade a. Council’s Coordinator Property arranged a price from Morrow Engineering in late 2019, to convert the existing coal fired boiler to diesel (approx. $60,000). b. Morrow also provided a price to complete a detailed service of the existing coal fired boiler ($14,000) c. Council’s Coordinator Property has contacted the Hokitika Pool operators, to consider the benefits and challenges of pool heating

78 Tab 7: Reefton Swimming Pool - report

conversion, from coal to diesel and also to consider comparable R&M running costs. 3. Provide a warmer pool, potentially by constructing a new separate hydrothermal/toddlers/learn-to-swim pool: a. Council’s Coordinator Property will meet with the Reefton pool operators and proposed Contractor, to consider options to build a separate hydrothermal/toddlers/learn to swim pool that could be heated to 31-33°C b. The solution to this may be an additional asset that requires funding consideration. Possibly a future project for the Reefton Community working group to develop with ICB/Council support. 4. Establish a working group to consider fundraising for additional features to the Reefton swimming pool experience as stage 2 of the upgrade. a. This group could be encouraged and supported by ICB/Council. 5. Provide one swimming pool, for the school and the public, to replace the existing public pool that is aged. a. A new pool at a new site was not supported by past Council and was not raised as an option by the Reefton community. b. Fibreglass inners installed over correctly prepared concrete are not uncommon, have an expected life span of 25 years and can be replaced.

This community consultation, the additional consultation opportunity through the draft Annual Plan 2020/2021 and the staged approach to the upgrade are considered to have taken the place of the feasibility study referred to when the Annual Plan 2019/2020 was adopted. The community working group approach and the opportunity for further consultation through the draft 2021-2031 Long Term Plan on a potential stage 2 is considered to be an appropriate way forward from here, noting that these conversations will have regard to both the capital and operating cost of any potential upgrades and this will flow through into the formal consultation process.

If the budget for this project is approved through the Annual Plan 2020/21 process then the stage 1 work will proceed. Alongside this it is recommended that Council supports the establishment of a Reefton swimming pool working group to consider fundraising for additional features to the pool experience and the potential for a stage 2 development.

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4. CONSIDERATIONS

4.1 Strategic impact The Reefton Swimming Pool complex has significant value for the Reefton Community. Council has engaged with the Reefton community, to develop a sound strategy for the future of the Reefton Swimming Pool complex, to contribute to the well-being of the community by offering a facility that promotes social interaction, continuing recreational activities and encouraging future community developed improvements

4.2 Significance assessment The original budget for the repair work was consulted on and approved through the 2019/20 Annual Plan. Proposed variations to this original budget and scope of work have been the subject of consultation with the Reefton Community through both the specific consultation and the draft Annual Plan 2020/21. The future plans for the Reefton swimming pool following the stage one upgrade may meet the significance criteria in Council’s Significance and Engagement Policy. These plans will be developed through a community engagement and consultation process.

4.3 Risk analysis  The public and media will scrutinise Council’s short and long term approach with regards to the upgrade to this Reefton Swimming Pool facility. Continued community engagement is a key mitigation for this risk and will continue.  The Building Act requires public buildings to meet a minimum of 34% of the new building standard (NBS). The proposed works will trigger this requirement, however the proposed upgrade significantly exceeds this minimum %NBS requirement.  Resources and Costs – AMK Engineering has completed multiple inspections and design drafts from 2016 to present on the proposed stage one upgrade. The latest design was assessed in November 2019, to confirm material and constructability options. A quote has been received for the work and the quoted price is over the approved 2019/20 budget. Additional budget has been sought through the draft Annual Plan 2020/21. If approved, this will cover the quoted cost for stage one and allow a contingency for final design, consents, engineers’ producer statements, electrical/lighting, plumbing, changing room and heating system disconnection and re-fit.  Timeline (weather and Covid19) – Structural steel preparation and treatment coatings have been priced to occur off-site, under factory controlled conditions. The disconnection/reconnection of services, demolition of redundant materials, dismantling and re-erection of steelwork and cladding of roof and walls is all onsite work and to some extent, weather dependent. This project involves multiple tasks involving fall arrest height work, elevated work platform and crane work equipment, all tasks which need to occur in reasonable weather. These risks will all be managed through the contract for the work.  Covid-19 impact - The price and availability of some materials may be affected. New Covid19 Protocols may affect the output, dependent on the

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Alert Level and restrictions implemented by Government. This situation is being monitored by Council’s Coordinator Property.

4.4 Values The Buller District Council values are: One Team, Community Driven, We Care, Integrity and Future Focussed. This process aligns with these values.

4.5 Policy / legal considerations The following contain relevant considerations:  Building Act 2004  Reserves Act 1977  Local Government Act 2002  Long Term Plan 2018-2028  Annual Plan 2019/20

4.6 Tangata whenua considerations No specific considerations have been identified.

4.7 Views of those affected The Reefton community has generally supported the proposed upgrade scope of works. The Reefton Swimming Pool is a well-used recreational area and supported by both the local community and visitors. The swimming pool open season is currently from September to April, however some keen local swimmers have indicated they would support the facility for all year availability.

4.8 Costs The structural assessment site visits completed since 2016 to current, including the seismic assessment reports, engineers letters and construction drawings, have cost approx. $5,911.05 to date.

The cost of executing the revised AMK Engineers structural strengthening work, including the upgraded panel cladding and automated ventilation improvements, based on the current structure and not allowing for any unknown Covid-19 impacts is estimated at $420,000. $300,000 has been approved in the Annual Plan 2019/20 for this work. An additional $200,000 has been included in the draft Annual Plan 2020/21 and if approved will give a total project budget of $500,000.

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4.9 Benefits Upgrading the Reefton Swimming Pool will:  Provide a compliant, safe and healthy shelter and change rooms, enhancing the existing swimming pool facility.  Promote social wellbeing for the Reefton community, by providing areas for the local community and visitors to engage and socialise, while participating in healthy activities.  Promote the wellbeing of the community, with support from Council and the ICB to consider further community projects that enhance and support the Reefton swimming pool experience.

4.10 Media / publicity There is expected to be public and media interest in the Council decision regarding the future upgrade of the Reefton Swimming Pool complex.

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REEFTON PUBLIC SWIMMING POOL

2020 Proposed Upgrade

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BACKGROUND SUMMARY

2016 to Current  Day to day operation - managed by Buller Recreation Limited (CCO)  Asset (buildings) managed by BDC – currently Community Services - Property  2016-17 – Inspection identified significant rusting to structural steel  BDC arranged inspection and initial assessment by Structural Engineer  Engineers assessment recommended changes to existing structure including:  Replace plastic roof with more permanent material  Repair, treat, replace structural steel portals, girts, bracing  Replace roof and wall cladding  Replace ventilation system  Replace assess/egress doors  Council Report resolved to delay planned R&M. Redesign the structure.  Engineers designs drafted & estimated costs obtained for 2019-20 AP budget.

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2019-20

 Budget approved 2019-20 AP; $300K  Design and construction methods reviewed  Changes:  insulated panel; in lieu of clear-lite roof/walls.  complete disassembling and off-site steel work  Contractors quote $420k  Additional costs estimate ~$80K  Consents, engineers PS, electrical, plumbing, heating, disconnection and re-fit.  Additional $200K requested in the 2020-21 AP; total budget $500K. Procurement process TBC

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REEFTON SWIMMING POOL - 3D VIEW

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REEFTON SWIMMING POOL - ELEVATION VIEW

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PROPOSED UPGRADE SCOPE

 Transparent process, to achieve a practical outcome  Seismic strength outcome: 100%NBS pool shelter, 50%NBS amenities  Remove plastic, remove services and deconstruct all structure steel  Transport to Westport (Rea Engineering), sandblast, repair/replace steel members, transport to Christchurch - dip-galvanise, transport and re- erect.  King Span KS1000 roof and walls (extended) – heritage colour  Gable ends - Cool-lite IR S996. (superior solar control for heat and light)  4x thermal rated dlb glazed roof skylights  5x damper ventilation roof fans; 4x axial wall fans (Gable end walls)  Heritage feature - old spiral roof vents  Commercial grade entrance door, covered shelter, 2x new fire exit doors c/w panic devices  Reconnect all services, electrical, plumbing, heating All site safety requirements included - security fencing, scaffolding, scissor- lift, pool protection, Contract insurances, H&S plan.

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FURTHER CONSIDERATIONS

Operation  Swim areas – learn to swim, split pool  Operating hours, cost vs benefit Pool Heating  Coal fired boiler system  Maintenance service $13,600  Convert to diesel $57,000. Benefits vs current  Solar options – not priced at this stage Additional Swim/Recreational Features  Council/Volunteer Revitalisation opportunities

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COMMUNITY COMMENTS AND FEEDBACK How  Email [email protected]  Letter/notes Reefton Service Centre  Meeting Ward Councillors, BDC Property When  Community feedback by 30th April’20  Review feedback - Report to Council.  Council decision 27th May’20

 Proposed Upgrade Commencement June’20 (subject to feedback/procurement)

Any Questions???

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BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 8

Prepared by - Sharon Mason - Chief Executive Officer

CHIEF EXECUTIVE REPORT

1. REPORT SUMMARY

This report is an overview as detailed below to:

1.1 Provide an updated on the positive aspects that are happening in the Buller district.

2. DRAFT RECOMMENDATION

That Council receive the Chief Executive’s Report for information.

3. OVERVIEW OF INFORMATION

This report provides information on activity which has occurred over May and horizon scans matters of interest to Council.

3.1 Council Service Provision During Level 2 Firstly, I would like to express my thanks to all Council staff who voluntarily staffed the Emergency Operations Centre (EOC), Erica Andrews, Emergency Management Officer (Civil Defence) Sean Judd, Incident Controller and Lorraine Scanlon (CEO Homebuilders), Welfare function, Police, St Johns & Fire Service for the collaboration and partnership demonstrated through Level 2 of COVID 19.

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The table in Appendix 1 shows the status of Council services at Level 2. It will be updated as and when the levels change. Buller District Council website contains a lot of information about the services we provide, and answers a number of frequently asked questions. Our Facebook page is also regularly updated.

3.2 Buller District Council Project Governance and Delivery Framework Attached as Appendix 2 is the project governance framework BDC will be utilising to deliver PGF, Shovel Ready and District Revitalisation plans. As part of BDC application package I provided assurance of a strong governance model to oversee delivery of these projects on time, accountability and within cost. To enable success on these programmes of work we shall utilise this governance structure which provides clarity and consistency of approach across the organisation and with our external partners. Buller District Council is seeking to engage an individual to provide the portfolio controls (e.g. oversight of the programmes)

It is important that we are unified in our approach to delivery, this framework is the “next step up” for BDC in terms of professional development and learning.

3.3 2021-2031 Long Term Plan “What will life be like in the Buller in 2031?” This question is fundamental to the 2021-2031 Long Term Plan (LTP) which describes our priorities and looks at key projects and how they will be funded for the next 10 years.

In March we established the 2021-2031 LTP Project Team, comprising 7 Council staff and led by Group Manager Commercial and Corporate Services. In mid-May will run an Environmental Scan workshop with Councillors, Iwi and the Senior Leadership Team. The workshop will ask us to stand back and look at the bigger picture to identify potential changes over the coming decade and how these are likely to affect the external operating environment of the Buller District Council.

Towards the end of May we will commence a series of workshops (some face-to- face and some via Zoom) with a number of Community Reference Groups (CRGs) from across the district. We want to hear what different sectors of the community value and about their visions for our future. Ultimately, the LTP is our collective plan for our district and success of our LTP will be defined by how well it meets the community’s needs.

By the first week in June we will have integrated the results of the Environmental Scan with iwi and community feedback to develop our draft long-term vision and community outcomes and, although the lock-down compressed our project timeframes somewhat, we are on track to deliver our draft 2021-2031 LTP by March next year.”

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SECTION 1: “Core” Key Performance Indicators - Statutory Duties KPI Progress

Statutory compliance will be reviewed at least Risk was discussed as part of orientation plan for new councillors 23rd & 24th October. Risk annually, including identifying progress against (strategic & new) will be reported through to FRAC on a monthly basis. the top 5 risks agreed by Council, and that those

updated risk reviews will be formally reported to the newly elected Council prior to the draft All Council statutory compliances are monitored via the weekly SLT agenda meeting and actioned 2020/21 annual plan. as appropriate. Should a concern arise the CEO will bring through to FRAC

Refreshing Health & Safety framework will begin in Aril 2020, utilising a similar process to the Risk review. This project will extend into the next financial year and its recommended as a CEO KPI.

Quarterly HR reports through to Council as part of HR managers report

30 June 2020

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SECTION 1: “Core” Key Performance Indicators - Statutory Duties KPI Progress

An unqualified audit report is received in respect of the 2018/19 annual report and all issues raised  Unqualified audit received for the 2018/2019 Annual Report. Audit management report by Audit NZ in their management letter have has been received and there is a minimum number of audit points most of which have agreed timeframe to be cleared. already been addressed.  Report has been tabled and endorsed at January FRAC meeting.  GM CCS will develop an action plan which will be monitored via SLT and reported through to FRAC  The audit report is positive and reflects the strength of leadership across the organisation.

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SECTION 1: “Core” Key Performance Indicators - Financial Prudence KPI Progress

OPEX: operating budgets will not be exceeded in 30 June 2020 total  First 9 months of performance will be reported to Council in May with forecasts to year end. Overall Council is in a reasonable position. Regular reports will be provide to Council.  Monthly financial reports shared with the senior leadership team and cascaded into the organisation.  Financial training programme organised for tier 3 managers has been carried out and this was well received and is a positive step forward in building capability and capacity within our teams.  Revenue generated through the dredge contracts will provide a financial buffer for year end.

April the team are currently working through the implications of COVID 19 and the potential impact.

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SECTION 1: “Core” Key Performance Indicators - Financial Prudence KPI Progress

CAPEX delivery: 30 June 2020

1) Individual capital projects over $750K will  Third quarterly capital report presented to Council in May for the 3/4 year ended March be achieved within +/-5% 2020. Any projects outside of KPI’s will be highlighted and addressed. 2) Any changes outside of +/-5% will be brought to Council for re-approval along May Impact of COVID 19 will be determined over the next month. Council work programme was with consequent effects on track prior to the lockdown, 3) The total capital budget achieved within

+/-5%

(NB: this KPI is linked to the work programme KPI cf below.)

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SECTION 1: “Core” Key Performance Indicators - Customer Satisfaction KPI Progress

Customer satisfaction is raised as follows {NB}: 30 June 2020

the actual measure to be included here September 2019 depending on how the 2018/19 KPI was  The results of the 2019 Customer Satisfaction Survey have been presented to staff and progressed and agreed by Council – {not known Councillors, and were reported on at the August Council meeting. A communications plan at the time of writing this report}: is being actioned to share the results with the community.  The Project Lead – Customer Service Framework commenced on 4 September. The purpose of this role is to develop a Customer Service Framework informed by the results of the survey, and to ensure that the systems, processes, tools and training are in place to  Users perception of Council staff give effect to the Framework. interaction is 5% greater than at 30 June  Communication with the community on the project is being maintained. 2019

October 2019  Overall residents’ perception of Council  A fortnightly Customer Service Newsletter is being circulated to all staff to communicate the service performance is 5% greater than at Framework and provide training.

30 June 2019  The existing service request system has been refined and rolled out across the organisation, with all requests for service and many enquiries being logged through this system. Customer Service staff are ensuring that all customers receive an update on their request within three These measures will be taken using the same working days, and service standards have been set for responses. Information on lodging a process as used at 30 June 2019. service request has been included in the October edition of Council’s Connect newsletter. SLT are receiving weekly reports on open service requests and these are being followed up. The Project Lead is also talking with WestReef staff about service requests. 15

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KPI Progress

 Templates for voicemail messages, and for “out of office” email auto-responses are being rolled out to all staff. {NB: a customer complaint system could be instigated and measured as a way of progressing November 2019 a measure of customer satisfaction. And/or, a work-request system could log incoming work  Staff training and embedding of process improvements are continuing. requests and Council response rates/times measured.}

December 2019  Customer service resource has be repurposed towards preparedness for Ombudsman Practice review. Therefore between Dec – April progress on customer service activity will slow, purposeful decision made rather then bring in unbudgeted FTE.

February 2020

 An update on the Customer Service Framework was presented to the Community, Environment and Services Committee’s February meeting.  A flowchart outlining the service request process and hardcopy service request forms have been developed and are being used at the Mayor’s weekly drop-in sessions.  Group managers are receiving weekly reports of overdue service requests.

March 2020

 A Complaints Policy and Process have been drafted and trialled. Documents to be finalised and implemented in March/April.

 FAQ sheet being prepared to assist with directing enquiries.  Options being identified and trialled to streamline responses to common enquiries.

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KPI Progress

April 2020

 The 2020 Customer Satisfaction Survey will be postponed, due to the country spending at least four weeks at Alert Level 4 as part of the response to COVID-19 during a key time in its preparation, and it being unknown at this stage when the resources needed to conduct the survey will be available again (e.g. printing and distribution). Background work will continue and a new date will be set when possible.

May 2020

 Focus in April and May has been on adapting services to function at the different COVID-19 alert levels.

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SECTION 1: “Core” Key Performance Indicators - Staff Satisfaction KPI Progress

Staff satisfaction is raised as follows:

 An initial base-line survey that gained 86%+ response rate was completed in August 2019

 Staff engagement surveys attain a minimum of  ODI (and HR Manager) will present results to all staff during September 2019 90% response rate

 Working Groups will be formed (no later than October 2019) to establish ‘how-to’

 The overall staff engagement index is 5% higher implement & drive the recommendations/themes from the survey

than 30 June 2019

 HR Manager will provided updates to SLT and staff on a monthly basis to check progress towards completing the actions, and other commitments.

 The staff confidence that collective organisational leadership inspires and motivates  Council supported CEO recommendation Dec 2019 to move towards an 18 month staff is 5% higher than at 30 June 2019 satisfaction survey cycle rather than annual

These measures will be taken using the same process as used at 31 July 2018.  March 2020 as part of finalising the SLT structure a small in-house staff survey has been undertaken with regards to effectiveness of the trial structure. Response rate has been

high supporting continuation of SLT structure as established in 2019, feedback consistent

with 2019 survey re positive direction of travel organisation is on and improvement with leadership, still key areas of Communication and Resourcing to be considered with improvement to IM processes and systems noted as most significant change required.

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 May small survey completed in relation to finalising SLT structure. 85 % uptake response to survey with feedback positive & consistent to the 2019 survey, ongoing work required around Communication and IT resourcing and capability.

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SECTION 2: Strategic Areas of Focus - One Year Specific Goals KPI Progress

The key 2 to 4 most visible projects should be placed into this KPI on a completed/not- completed basis each year. For the 2019/20 financial year, the following are key KPI projects:

o Westport Water project is brought to Commissioning of pipework completed by 30 December 2019. Automatic control gates, practical successful completion. completion and all project closeout activities completed by March 2020. o The local body elections in 2019 are conducted Election strategy Communication plan established in such an administratively effective manner th that election results are concluded without Positive voter turnout 57% across district with Buller ranking 8 nationally valid legal challenges. Comprehensive orientation package developed , plus joint LGNZ orientation with Westland and WCRC o The Chief Executive Officer conducts a As above, statutory obligations outlined to councillors via Council paper 30th October 2019 comprehensive induction briefing for the newly elected Council including agreeing and putting Items of strategic interest provided as resource document onto Diligence in place any specific workshop sessions to properly brief the newly elected Council ahead of the draft annual plan process. o A formal report to Council will be prepared An update on the One Plan process and implications to date was presented to the Community, outlining any impacts and decisions required Environment and Services Committee meeting in August and November 2019 and March 2020. from Council arising from the implementation Regular updates will be presented via this Committee, and will include outlines of any impacts and of the new One Plan planning process for the decisions required from Council arising from the implementation of this process. West Coast. This report will be completed.

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o The Chief Executive Officer will progress As above, the existing service request system has been revamped and rolled out through the implementing an integrated service request organisation, accompanied by training for staff and information for the public on how to lodge a process/system. A report, including service request. Service standards have been set for responses, Customer Services staff are assisting implementation timeframes and costs, will be with response follow-ups and the SLT are receiving weekly reports on open service requests. This is presented to Council. working well to date and will continue to be monitored and improved.

Customer service newsletter monthly to staff

Weekly league table shared with outstanding number of service requests.

The work programme reporting tool is Work programmes has been wrapped into Significant strategic projects which will be presented to regularly presented to Council (at least twice FRAC and council bi monthly. per year) such that relative workload and CEO has refined reporting template into one report rather than the multiple different reports priorities are clearly identified, and that provides regular tracking of progress and updates across all key projects and across all Council operations (also linked to the Capex KPI cf above). In addition, the newly elected Council is to have at least 1 specific dedicated opportunity for interaction, input and reporting against the work programme reporting tool.

Key organisations around the district (ie ones which deal with Council regularly) think that

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the Council is doing well! (NB: This year’s KPI The results of the 2019 Stakeholder Survey have been presented to staff and Councillors, and were was that a process and a mechanism for reported on at the August Council meeting. Stakeholders are being contacted to discuss the measurement was to be developed and agreed feedback. by Council by 31 March 2019, and the first measurement to have taken place by 30 June 2019. This draft Chief Executive Officer KPI for This section will be wrapped into the customer service framework project. FY 19/20 should simply be to report an incremental improvement on the measured result at June 2019. NB: specifics not known at The 2020 Stakeholder Satisfaction Survey will be postponed, due to the country spending at least the time of writing.). four weeks at Alert Level 4 as part of the response to COVID-19 during a key time in its preparation, and acknowledging that many of our stakeholders will be involved in their organisation’s response to the national situation. Background work will continue and a new date will be set when possible.

A formal report to Council will be prepared Infrastructure Three Waters team will report via the Infrastructure Strategy Committee as regulation outlining any impacts and implementation is determined from central government endorsed policy. An update report will be prepared for the planning arising from the Government’s June meeting. reforms of water management by local Water regulatory authority is currently being formed. It is not anticipated to have any further change before June 2020 or the election. authorities, such a report (even if only an West Coast councils are collaborating on a 3 waters review in preparation for central govt reforms. update) to be presented to Council. Tonkin & Taylor has been engaged to assist west coast councils.

BDC participating in West Coast regional approach through project initiated via TNT.

The Chief Executive Officer will agree a personal development programme with CEO seeks support from Council to seek secondment/observer opportunities to commercial boards Council that includes measurable on the west coast as part of professional development. CEO has been a member of Institute of deliverables/actions, including regular Directors for past 5 years and has served on previous boards and is currently trustee for BHT by

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supportive coaching/performance feedback virtue of CEO position. CEO is interested in governance opportunities on the west coast only as value (for both Council and the CEO). add.

CEO will shadow commercial board for PP when programme commences

CEO will continue local government learning in terms of participating in quarterly rural & provincial sector meetings to enhance knowledge of local govt and will attend one conference on an annual basis related to LG activities.

CEO self-funds executive coach as part of her own professional and personal development.

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SECTION 2: Strategic Areas of Focus – Multi-Year Goal KPI Progress

Council has an expectation that the Chief A training programme has been developed for staff and tier 3 managers commenced Nov Executive Officer will progress senior 2019. To date financial, customer service, project management and business case writing management team development: a 360-degree have been completed of scheduled. Tier 3 managers have aces to professional. Personal development programme is agreed with the development 4 times per annum. Council and actioned. (NB: This KPI is by way of mandating the Chief Executive Officer to develop and grow the senior team as a 360 reviews will commence for SLT for 2020 performance review ( framework will be potential/preferred source of a future BDC CEO.) developed by HR ) The updated programme from March 2019, and showing demonstrable improvement in collective performance as expected to be evidenced in staff engagement results by June 2020, is to be discussed and agreed with the  Paper to council Dec 2019 seeking to extended staff engagement survey to 18 newly elected Council before May 2020. month cycles rather than annual. The change reflects progress council has made in terms of staff engagement and that “new questions” which represent the cultural change will form part of the next survey. The decision also allows for longer term items such as Business processes, IT and resourcing to be considered. May small (NB: You might also want to consider extending survey completed in relation to finalising SLT structure. 85 % uptake response to survey this KPI to include ‘3rd tier’ managers – with a with feedback positive & consistent to the 2019 survey, ongoing work required around view that any new senior management Communication and IT resourcing and capability. appointments also come from within the existing wider management group – thereby showing that (strategically) you have a focus on ‘growing your own’ when it comes to people !) Group Managers regularly Act CEO when CEO is on annual leave or out of district overnight. Group managers attend CEO meetings as delegates to raise profile and widen their

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knowledge. GM work with governance Chairs, and hold responsibility for formulating agenda and supporting Chairs at governance meetings.

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BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 9

Prepared by - Jamie Cleine - Mayor

MAYOR’S REPORT

1. REPORT SUMMARY

This report is to provide commentary of significant events and meetings attended by the Mayor. The report also provides information on advocacy or political matters currently before Council.

2. DRAFT RECOMMENDATION

1. That the report be received for discussion and information

2. That correspondence incoming and outgoing is noted and Councillors provide direction for any response.

3. COUNCIL

3.1 Covid-19 Economic Recovery There has been a media enquiry seeking comment on Buller’s prospects as it plans to recover from Covid-19. I continue to have confidence that Buller is well placed especially in the West Coast context to avoid general economic disaster given our more diverse economy.

Some sectors will continue to suffer economic decline particularly hospitality, tourism and local retail but our farming, fishing and resources sectors have a reasonable outlook for the medium to long term.

At the time of writing we have not seen major increases to those applying for jobseeker benefits although the pending end of wage subsidies may exacerbate this situation. I maintain that Buller must promote a positive approach to economic development and show a willingness to embrace change whilst being innovative in our support for existing economic drivers.

3.2 2021-2031 Long Term Plan

This project continues to progress with timelines slightly pushed back due to Covid shutdown.

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An Environment Scan Workshop was held 20 May. This was Councillors opportunity to develop those external factors that may influence the strategy and scope of the LTP. This will help inform the strategy workshop in mid June. Whilst Covid is a very dominating event right now we must maintain a strategic long term view when developing the LTP.

3.3 Strategic Ports The project governance group that will deliver jetty renewals to the fishing precinct has been formed. This project is moving at pace with Port Manager Jackie Mathers and Harbourmaster Curly James providing valuable input to design and staging of the project. The project is well resourced and progressing well towards final design and procurement targeting a July construction start.

4. EXTERNAL MEETINGS

4.1 Mayors, Chairs and Iwi Forum The group had updates from a number of speakers:

 Craig Churchill, Regional Manager, Ministry of Social Development updated us on statistics for job seeker benefits and other support. His Ministry are working overtime on initiatives that support transitional jobs, a new jobs hub to be opened in Greymouth to support this work. Buller has seen a moderate increase in jobless numbers compared to Grey/Westland. Young people are over-represented in these numbers however these are seen as potentially easier to re-deploy in the short to medium term. MSD are advocating to Kaianga Ora for long term solutions to the emergency housing requirements of the Buller/West Coast.

 Heath Milne, Chief Executive, Development West Coast are taking the lead on business support and employment initiatives. Currently working with 300+ clients for business planning advice etc. The online directory platform www.nowopen.co.nz put together by Epic Westport has been very well received, a number of businesses have been introduced to e- commerce as a new opportunity. DWC and Tai Poutini Polytech are co- ordinating training opportunities. The Budget 2020 is being analysed to determine what’s in it for the West Coast. Strategic tourism assets have been identified to register interest for government support through a new central government funding package announced.

 Patrick Phelps, Minerals West Coast gave an outline of a proposal to streamline the processing of mining permits, access arrangements and resource consents. This body of work is based around a report completed in 2017 by Envirostrat, titled “one window” that identified areas of duplication between regulatory bodies and government departments and proposed more of a single point of contact to progress mining applications. The forum felt it worthwhile exploring options to advance some aspects of the report.

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 Katie Milne, Federated Farmers gave an update on agriculture issues especially in the Covid environment. Migrant labour, potential international commodity price movement and government policy work.

 Mark Davies, Regional Manager, Department of Conservation, spoke on pulling together a regional hub to advance applications for recently announced funding of $1.8b for nature based jobs. Focusing on predator free work, freshwater and weed control projects. He also spoke of acceleration to DOC capital works programme to provide jobs.

 Penny Bicknell, PGF gave an update on projects underway and in the system. Successful application announcements are at the discretion of central government, however Buller is well placed with our applications either approved or pending meeting a number of government criteria. The renewed focus of the PDU and Minister Jones in the covid recovery phase are applications that deliver Jobs, Velocity, Visibility.

4.2 Civil Defence Joint Committee Allan Grigg, Regional Emergency Management Officer addressed the committee. We are now in a transition period rather than a state of emergency due to covid-19. Transition periods are in force for 3 months but can be reviewed and shortened as is possible in this case. Transition allows NEMA access to similar powers to that of a declared state of emergency.

Claire Brown has been appointed to the Recovery Manager role as is required by the group Civil Defence Emergency Management Plan. Caring for communities is the package of work being rolled out for the longer term covid recovery period. This has national workstreams based around information gathering, social service delivery, policy and legal implications. Regional work streams are still being developed in collaboration with iwi, local social service providers and government organisations.

4.3 Regional Transport Committee This committee has met for the first time for the triennium and the new membership was bought up to speed on the purpose and function of the committee.

As required by the Land Transport Management Act (LTMA) each regional transport committee is required to:

 Prepare a regional land transport plan, or any variation to the plan, for the approval of the West Coast Regional Council (LTMA section 106(1)(a))

 Prepare and adopt a policy that determines significance in respect of: - Variations made to the Regional Land Transport Plan - Activities that are included in the Regional Land Transport Plan (LTMA section 106(2))

 Provide any advice and assistance the regional council may require in relation to its transport responsibilities (LTMA section 106(1)(b)).

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The Committee’s statutory responsibility focuses on the preparation and implementation of a Regional Land Transport Plan (RLTP or the Plan), which has a three-yearly planning/review cycle (to match those of Council Long Term Plans), through a technical lifespan of six years. The Plan is prepared by the Committee on guidance of the RTAG, and is required to be consistent with the Government Policy Statement (GPS) of the time.

The RLTP provides strategic guidance to land transport in the region, and sets out how the region proposes to invest to achieve its objectives. It has two key components, which reflect the legislative requirement of the Land Transport Management Act (LTMA):

 a strategic policy framework

 a list of activities for which organisations in the region are seeking assistance from the National Land Transport Fund.

RLTPs can also be understood as a region’s bid for funding support from the Government. Activities not included in the RLTP cannot receive funding from the NLTF. However, RLTPs must include all regionally significant expenditure on land transport activities, regardless of funding source.

The current RLTP, which was reviewed in 2017/18 and has been in effect since 1 July 2018, continues to be operative through to 30 June 2021.

4.4 Te Tai Poutini Plan Committee This committee has increased meeting frequency to expedite progress. The technical nature of the information papers requires considerable discussion of the committee as we debate elected members strong held views versus the statutory requirements of the committee that requires it to give consideration to issues such as climate change.

The recent meeting included:

 Infrastructure issues and technical overview considering the effects on infrastructure of land use and developments  Infrastructure ability to support economic, cultural, social wellbeing  Risk climate change poses to infrastructure  Costs of development of new infrastructure  Natural hazards and climate change

Planning staff are bringing through a steady stream of papers for consideration and guidance from the committee.

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5. LOCAL EVENTS

Given the covid restrictions most events have been cancelled or postponed however level 2 has seen it possible for some to get underway again.

I attended the Buller Community Arts Clocktower Exhibition on Sunday 17 May. This annual event is an excellent opportunity for local artists to exhibit in our most iconic building and the variety and quality of the art is a credit to all involved.

6. CORRESPONDENCE

For Council consideration – see attached

Incoming Correspondence 2020 7 April 2020 (rcvd Jeff Woodward Mokihinui Ratepayers by Mayor 30 April Association 2020) 6 April 2020 (rcvd Jeff Woodward Freedom Campers by Mayor 30 April 2020) 22 April 2020 Stephen Low – Fulton Return to Work under Level Hogan 3 10 May 2020 Andy Leslie – NZ Relief for Community Amateur Sport Support 19 May 2020 John Buchanan Objection – Westport to Waimangaroa pipeline

Outgoing Correspondence 2020 28 April 2020 Letter of Support Cleanstreams Karamea Inc - Craig Stenhouse 29 April 2020 Minister Twyford Intercity Bus Service – Entrada Travel Ltd 29 April 2020 Minister Twyford – Support of Entrada-Intercity from MCI 4 May 2020 Jeff Woodward Freedom Campers 6 May 2020 Jeff Woodward – Response to letter of 7 April Mokihinui Ratepayers 2020 Association 8 May 2020 Rt Hon. Jacinda Adern Support for West Coast Post Covid-19 Initiatives

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Fulton Hogan Ltd 15 Sir William Pickering Drive PO Box 39 185, Christchurch 8545 Telephone + 64 3 357 1400 Facsimile + 64 3 357 1450 fultonhogan.com

Wednesday 22 April 2020

Jamie Cleine Mayor Buller District Council 6-8 Brougham Street WESTPORT

Dear Jamie

Fulton Hogan – Update & Preparing for Return to Work Under Alert Level 3

We hope that you, your family and friends have fared well over the past month under Alert Level 4 restrictions. We’re sure you’re now looking forward to the transition to Alert Level 3 and beyond from next Tuesday 28th of April as much as we are. It has and will continue to be a period of unprecedented challenge and uncertainty for us all, but it is pleasing to see New Zealand stick together at this time.

As we shared in our earlier letter, we have developed a staff income support package to keep our people together for as long as possible and to provide for their financial security. Part of our plan was contingent on an application to the Government’s MSD wage and salary subsidy scheme, for which we have since been successful. As a result, we’ve been able to support our full staff and workforce during the Alert Level 4 period and, for those who unfortunately may not be able to work as a result of ongoing restrictions under Alert Level 3, our plan retains an ability to continue to provide support through until late June. As part of this plan, Fulton Hogan’s Board of Directors, the New Zealand members of our Group Executive, and the New Zealand Executive team have reduced their income by 20% from the start of April alongside our people – we very much believe in approaching this as one nation, one whanau, one Fulton Hogan team.

We’re clear now that on next Tuesday 28th of April, the vast majority of our operational teams will be able to return to their work sites and projects under Alert Level 3. We are committed to ensuring we get our ‘return to work’ right, and our managers are using the agreed industry framework to develop and deploy specific return to work plans for all operations, contracts and projects around the country. To cement these requirements in with our people, we’ll be taking everyone through a ‘Restart 2020 Covid-19’ safety day induction process, to ensure our return to work responsibilities are clearly understood and consistently applied. Risk management practices, minimum requirements, PPE stocks, and site inspection tools have all been modified to reflect the new working environment. We’re also deploying plans for each of our offices, along with maintaining working from home for those who can, as a clear priority under the Alert Level 3 guidance from Government.

Regarding the outlook, it is clear that effective, ongoing investment in infrastructure has a strong role to play in the immediate recovery of our economy and is also vital to support the long-term wellbeing and prosperity of our communities. Having kept our team and supply chain partners together, that also form part of your community, we’re ready, willing and able to get involved in assisting you with responding to the challenge and opportunity ahead.

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We have been proudly locally owned and operated for over 87 years here in New Zealand. We look forward to continuing to work together and are happy to put our time, resource and effort into finding innovative solutions that continue to help you and the community you represent. Please contact either of us if you have any questions or are looking to explore further ways in which we can work together to provide assistance, reinvigorate the economy and continue to support our communities.

Yours sincerely

Graeme Johnson Stephen Lowe Chief Executive Officer – New Zealand Regional Manager Fulton Hogan Ltd Canterbury Fulton Hogan Ltd

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COV.DMP.03

29 April 2020

Hon Phil Twyford Minister of Transport Parliament Buildings Molesworth Street WELLINGTON 6160

Email Only: [email protected]

Dear Minister Twyford

SUPPORT FOR INTERCITY AS AN ESSENTIAL SERVICE TO THE WEST COAST

The West Coast region has a regular forum comprising the Mayors and Chief Executives of the three West Coast district councils, Chairs and Chief Executives of the West Coast Regional Council and Development West Coast, and Chairs of the two West Coast Iwi, Te Rūnanga o Makaawhio and Te Rūnanga o Ngāti Waewae This group focuses on regional issues and provides a collective voice for the region.

We have been made aware that Entrada/Intercity has applied to government for temporary financial support to assist with cashflow during the COVID-19 lockdown which will enable them to resume their service to the West Coast once inter-regional travel is possible.

Transport access to the West Coast has been identified as an essential service to transfer goods and passengers to support the social and economic needs. The Intercity service has been operating on the West Coast for several generations and remains one of the few reliable and sustainable means to access the region.

The West Coast economy is coming under extreme pressure as a result of the COVID-19 situation and many businesses are fighting to survive, particularly in the tourism sector. With borders likely to be closed for an extended period, this sector will be totally reliant on the domestic market once this resumes. The Intercity service is vital to serving this market.

C/- P O Box 66 Greymouth 7840 E. [email protected]

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We understand that the funding request for cashflow support is by way of a loan guarantee or short term, interest free loan as opposed to a grant. We also understand that without this government support, Entrada/Intercity may not be able to resume this essential service in the future.

As representatives of the West Coast region, we collectively seek the Government’s approval of Entrada/Intercity’s funding request to ensure this service remains for the region.

Yours faithfully

Renee Rooney Allan Birchfield Chair - Development West Coast Chair - West Coast Regional Council

Jamie Cleine Bruce Smith Tania Gibson Mayor - Buller District Mayor - Westland District Mayor - Grey District

Paul Madgwick Francois Tumahai Chair - Te Rūnanga o Makaawhio Chair - Te Rūnanga o Ngāti Waewae

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OFFICE OF THE MAYOR Jamie Cleine

29 April 2020

Hon.Philip Twyford Minister of Transport Via email: [email protected]

Dear Minister Twyford

Letter of Support - Intercity Bus - Entrada Travel Group

I wish to support Entrada Travel Group Ltd in seeking government assistance to ensure the viability of the Intercity Bus service.

For Buller District the Intercity Bus provides a daily return connection Nelson- Westport-Greymouth, with connections to the Tranz Alpine Rail link to Canterbury. This has operated successfully for many years and provides an affordable transport option.

For many residents it provides a connection for medical appointments in Greymouth or Nelson and is often used by students travelling for tertiary study.

The Intercity Bus network is an essential part of the national transport network and a critical service for the Buller District where affordable transport options are already limited.

Best Regards

Jamie Cleine Buller District Mayor Phone 03 788 9684 | Email [email protected]

Cc Damien O’Connor, Rural Communities Minister John Thorburn, CEO, Entrada Travel Group Tania Gibson, Grey District Mayor

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OFFICE OF THE MAYOR Jamie Cleine

4 May 2020

Jeff Woodward Secretary, Mokihinui Ratepayers Association 30 Lewis Street Mokihinui RD Westport 7891

Dear Mr Woodward,

Thank you for your letter regards freedom camping and apologies for the late reply from me. The Covid situation delayed the transit of your letter through the system.

You raise a number of issues which I have tried to summarise. I will answer them although I am not the expert on the law and regulations so if you require more detail please feel free to come back for a staff response.

I will include your letter and this response in the May agenda of Council so Councillors will be aware of your concerns and they may wish to comment further.

1. Why wasn’t TIF funding diverted to spend on Council or private campgrounds? My understanding is the TIF came with various specific criteria that excluded that kind of investment. Some relevant to your question would include: asset funded had to be new not an upgrade, commercial activity specifically excluded, and facility publicly available for mostly tourists. Council will always have the ability to close these facilities if operational funding assistance is not available from central government and they were to become a burden to ratepayers.

2. Why don’t Council just ban freedom camping completely? As the right to freedom camp is permitted by NZ legislation, BDC has no option but to work within the legislation using the tools that are available to us.

3. Can freedom camping be banned for 50km radius of established campgrounds? Some areas can be excluded and have been in recent times but these need to relate to criteria set in legislation. Things like health & safety, environmental protection can be used but not things like protecting commercial or business interests. We also can’t exclude so many areas that it has the effect of banning freedom camping from the District.

4. If we must have freedom camping why don’t we charge for this? I think charging for cost recovery is an option but often this is difficult due to remote locations etc. That said, there are examples of coin/paywave operated toilets,

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access gates etc so it would come down to technical advice about what influence that may have on camper behaviour and the cost benefit of deploying resources in that way.

In summary, BDC are conscious of the issues that freedom camping can create. The approach to date has been to use the legal tools available to manage the issue. This has had some success but there are always improvements that can be made. I agree with you on the vehicle certification issues but this can only be dealt with at a national level.

I hope this has answered your letter albeit I probably haven’t offered the solution you would have hoped for.

Best Regards

Jamie Cleine Buller District Mayor Phone 03 788 9684 | Email [email protected]

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OFFICE OF THE MAYOR Jamie Cleine

6 May 2020

Jeff Woodward Secretary, Mokihinui Ratepayers Association 30 Lewis Street Mokihinui RD Westport 7891

Dear Mr Woodward/ Mokihinui Residents Assoc

Thank you for your letter regards issues of concern to the Mokihinui Residents Association and apologies for the late reply from me, The Covid situation delayed the transit of your letter through the system. Note that we encourage residents to raise issues of concern as soon as you become aware of them. This can be done by phoning customer services to raise a service request with the details or by filling the form online.

I am happy to raise service requests on your behalf, I just wanted to point out that customer services is there to help also and you may get faster responses to matters that need attention.

I have bought the issues raised to the attention of staff who have offered the updates as below.

Swanney’s Creek Bund This already has an active Service Request tracking the progress. BDC staff have been working with WCRC compliance team on the appropriate paperwork to ensure work completed is compliant.

30km/h Signs & Roadway sightlines to Brewery Creek This should be an easy fix and thank you for bringing it to the attention of BDC. A service request will be logged and WestReef will likely be dispatched to rectify in due course.

Community Security I could not find any background to previous discussions on this issue. It is likely best handled by Regulatory Services initially to determine the correct process and legal precedence etc. I will raise a service request and the appropriate staff will be in touch.

Mokihinui Water Supply This is an excellent opportunity to formalise access arrangements for the supply and has been passed on to the 3 Waters team to make contact.

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River/Beach Spit noxious weed management Again thank you for reporting the issue. Staff are working to identify land tenure on which the weed problem exists to identify responsible agency.

Best Regards

Jamie Cleine Buller District Mayor Phone 03 788 9684 | Email [email protected]

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8 May 2020

Rt Hon Jacinda Ardern Prime Minister Parliament Buildings Wellington

Email: [email protected]

Dear Prime Minister

SUPPORT FOR POST COVID-19 INITIATIVES

We wish to open this letter by acknowledging your leadership in keeping our country safe during these turbulent times. As we turn our focus towards economic recovery, we on the West Coast envisage real opportunities to revitalise our primary industries to contribute to this. We see rising unemployment as a real issue for our community. With the right direction, we believe we can unlock jobs of high value. Rebuilding a more resilient economy, in touch with the needs of our communities, we can harness the unique strengths our region offers. As such, we believe that placing residents in work schemes, unless they are targeted to add value to existing industries on the West Coast, is not the best option. On the West Coast we do not just need jobs – we need high value employment. Our letter highlights promising opportunities within two sectors for your consideration to support.

Mining Although our economy is relatively diverse, mining is the most productive per capita employment per hour. Our considerable resource base offers us unique opportunities as a region that should not be ignored.

We see mining jobs as resilient jobs, and we understand that with the appropriate authorisations, we could generate approximately 120 mining jobs in the Buller region within the next six to twelve months. Such an opportunity could be produced by two projects, each employing around 60 people.

The first of these projects is the proposed Te Kuha mine, near Westport. This mine requires access to just 12 hectares of stewardship land to commence operations which would produce metallurgical coal at a rate of about 250,000 tonnes a year. Sixty jobs would be created over a mine lifespan of 16 years, if an access agreement was granted. It is our understanding that the company proposing to develop the mine was to manage pest control in an area of over 5,000 hectares in the Orikaka Forest for 35 years. Notably, this project does not require Government financial support.

Bathurst Resources, if they were able to progress the Buller Growth Project, could also create an additional 60 jobs in producing coal for export. It is our understanding that access is required across Land Information New Zealand (LINZ) land to link the Stockton Mine with the Escarpment Project to obtain the efficiencies that would make coal production at Escarpment viable. Such access would also link the Stockton assets with the company’s existing Buller Plateau assets. Once again, this project does not require Government financial support.

Energy Economies are fuelled by energy. Our ability to attract investment cannot compete on a level playing field when the cost of electricity on the West Coast exceeds the national price by 18%. Our renewable resources offer us the best opportunity to power our economic recovery.

Westpower intends to invest in the construction, operation and maintenance of a run-of–river hydroelectric power scheme on the Waitaha River. The Scheme is located within, and on the true right bank, of the Waitaha River, between the lower end of Kiwi Flat and Macgregor Creek within the Waitaha Valley, and within the northern half of the Westland District. It is predominantly on Stewardship Land managed by the Department of Conservation. Sections of the access road, at or on the north bank of Macgregor Creek are located on land that is privately owned or Crown land administered by Land C/- P O Box 66 Information New Zealand. Greymouth 7840 E. [email protected]

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The Scheme would produce approximately 110-120 GWh per year with a maximum or peak output of about 16 – 20 MW. This is equivalent to providing electricity to approximately 12,000 households.

While Minister Parker declined to issue the Department of Conservation concession that would allow the project to proceed, there are compelling reasons which now warrant a reconsideration of the Government’s position and potential support of the project.

For the West Coast region, the total effects during the three-year construction period are estimated to be: • $29 – $38 million per annum in additional expenditure • An average of 33 additional jobs per annum; and • $3 million per annum in additional wages and salaries

This project could bridge the gap during the tourism downturn for the West Coast economy.

Other opportunities Beyond mining and energy, we would welcome more certainty surrounding access to the Conservation E state, including Stewardship land. Of the 8.8 million hectares of Conservation Land in New Zealand, 3.7 million hectares are listed on Schedule 4 of the Crown Minerals Act 1991, meaning mining permits cannot be granted. This includes all of our National Parks, and some other areas. Of the remaining five million hectares, there are varying levels of conservation value – some low, some high. Our ability to access and process wind-blown logs from the Conservation Estate, including Stewardship land, will facilitate longer term planning for the forestry market and provide employment as it did before the former legislation expired. Again, this does not require Government financial assistance.

We acknowledge that our recovery cannot be solved by Government borrowing alone. In this respect, private investment is critical. We see the West Coast as leaders in employment provision and export industries. As such, we strongly urge that our efforts towards recovering from this crisis should be directed towards our strengths, as outlined in this letter. We look forward to hearing from you.

We are all in this together.

Yours faithfully

Renee Rooney Allan Birchfield Chair - Development West Coast Chair - West Coast Regional Council

Jamie Cleine Bruce Smith Tania Gibson Mayor - Buller District Mayor - Westland District Mayor - Grey District

Paul Madgwick Francois Tumahai Chair - Te Rūnanga o Makaawhio Chair - Te Rūnanga o Ngāti Waewae

138 Tab 10: Committee Chairs - verbal updates

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 10

Prepared by - Sharon Mason - Chief Executive Officer

VERBAL UPDATES FROM COMMITTEE CHAIRS

1. REPORT SUMMARY

A summary of updates is verbally provided by each of the Committee chairs.

2. DRAFT RECOMMENDATION

That Council receive verbal updates from the following Committee Chairs, for information:

1. Inangahua Community Board – Councillor J Bougen

2. 2100 Working Group – Deputy Mayor Councillor S Roche and Councillor G Weston.

3. Ngati Wae Wae Representative’s – F Tumehai and N Tauwhare

139 Tab 11: Public Excluded

BULLER DISTRICT COUNCIL

27 MAY 2020

AGENDA ITEM: 11

Prepared by - Sharon Mason - Chief Executive Officer

PUBLIC EXCLUDED

1. REPORT SUMMARY

Subject to the Local Government Official Information and Meetings Act 1987 S48(1) right of Local Authority to exclude public from proceedings of any meeting on the grounds that:

2. DRAFT RECOMMENDATION

RESOLVED that the public be excluded from the following parts of the proceedings of this meeting:

Item Minutes/Report General subject Reason for passing resolution No. of: Section 7 LGOIMA 1987 11.1 Rachel Townrow, Memorandum of Section 2(c) - protect information Group Manager Understanding which is subject to an obligation of Community confidence or which any person has Services been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information, or information from the same source, and it is in the public interest that such information should continue to be supplied; or would be likely otherwise to damage the public interest. 11.2 Dean Phibbs, Dredge Report Section 2(b)(ii) - would be likely Group Manager unreasonably to prejudice the Commercial and commercial position of the person Corporate who supplied or who is the subject of Services the information.

Section 7(2)(i) - enable any local authority holding the information to

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Item Minutes/Report General subject Reason for passing resolution No. of: Section 7 LGOIMA 1987 carry on, without prejudice or disadvantage, negotiations, including commercial and industrial negotiations.

141