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Annual Report 2019/20 Pūrongo-Ā-Tau

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Annual Report 2019/20 Pūrongo-Ā-Tau 2019/20 ANNUAL REPORT 2019/20 PŪRONGO-Ā-TAU FRONT COVER: WAIKAWAU TUNNEL WAITOMO DISTRICT COUNCIL | 2019/20 ANNUAL REPORT | 2 CONTENTS INTRODUCTION ............................................................................................................................ 4 FROM THE MAYOR AND CHIEF EXECUTIVE ...................................................................................... 5 YOUR COUNCIL ................................................................................................................................ 6 IMPACT OF COVID-19 ON OUR SERVICES......................................................................................... 7 OUR IMPACT ON THE DISTRICT ........................................................................................................ 9 OUR FINANCIAL PERFORMANCE ................................................................................................... 10 WHERE THE MONEY WENT ............................................................................................................ 13 OUR FINANCIAL STRATEGY ............................................................................................................ 14 OUR COMMUNITY OUTCOMES ..................................................................................................... 16 OUR FOCUS AREAS ........................................................................................................................ 17 SERVICE PERFORMANCE ............................................................................................................. 18 SUMMARY ..................................................................................................................................... 19 GOVERNANCE – LEADERSHIP AND INVESTMENTS......................................................................... 21 COMMUNITY SERVICES ................................................................................................................. 25 COMMUNITY DEVELOPMENT ........................................................................................................ 30 COMPLIANCE ................................................................................................................................. 34 SOLID WASTE MANAGEMENT ....................................................................................................... 37 STORMWATER DRAINAGE ............................................................................................................. 40 RESOURCE MANAGEMENT ............................................................................................................ 43 SEWERAGE AND TREATMENT AND DISPOSAL OF SEWAGE ........................................................... 45 WATER SUPPLY .............................................................................................................................. 49 ROADS AND FOOTPATHS ............................................................................................................... 54 FINANCES .................................................................................................................................... 58 STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE FOR THE YEAR ENDED 30 JUNE 2020 59 STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2020 .................................. 59 STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2020 ................................................................ 60 CASHFLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2020 ...................................................... 61 NOTES TO THE FINANCIAL STATEMENTS ....................................................................................... 62 COUNCIL CONTROLLED ORGANISATIONS .................................................................................... 121 AUDIT ....................................................................................................................................... 125 STATEMENT OF COMPLIANCE ..................................................................................................... 126 AUDITORS REPORT ...................................................................................................................... 127 2019/20 WAITOMO DISTRICT COUNCIL | 2019/20 ANNUAL REPORT | 3 INTRODUCTION KŌRERO WHAKATAKI WAITOMO DISTRICT COUNCIL | 2019/20 ANNUAL REPORT | 4 FROM THE MAYOR AND CHIEF EXECUTIVE To be drafted Ngā mihi John Robertson Chris Ryan Mayor Chief Executive WAITOMO DISTRICT COUNCIL | 2019/20 ANNUAL REPORT | 5 YOUR COUNCIL JOHN ROBERTSON Mayor [email protected] GUY WHITAKER JANENE NEW Deputy Mayor Councillor: Urban [email protected] [email protected] PHIL BRODIE LISA MARSHALL Councillor: Rural Councillor: Urban [email protected] [email protected] ALLAN GODDARD SUE SMITH Councillor: Rural Councillor: Rural [email protected] [email protected] WAITOMO DISTRICT COUNCIL | 2019/20 ANNUAL REPORT | 6 IMPACT OF COVID-19 ON OUR SERVICES In response to the global COVID-19 Pandemic, the The Waitomo District Landfill (open only for New Zealand Government implemented a COVID-19 commercial operators) and all Transfer Stations were Alert System, which specifies the public health and closed during alert level 3 and 4. social measures to be taken in the fight against COVID-19. A state of National Emergency was Kerbside “refuse” collection (with the exception of declared during alert levels 4 to 2. Maniaiti /Benneydale) remained unchanged. An additional kerbside refuse collection was subsequently As directed by the Government during alert levels 4 initiated for Maniaiti/Benneydale comprising a weekly to 3, resulted in Waitomo District Council temporarily blue bag only rubbish collection. This temporary ceasing the provision of all non-essential services, the change in level of service decision was made due to office closing and staff working remotely to continue several factors including the transfer station closure, non-essential services i.e. finance, governance, Maniaiti/Benneydale’s location and community planning, etc. where practicable. environmental health concerns. Council activities considered essential services were All kerbside “recycling” services ceased at alert level defined by the Government’s ‘COVID-19 Local 4 due to the closure of material recovery facilities Government Response Unit’, comprising members of (MRF) where all materials are sorted and processed. the Department of Internal Affairs, Local Government New Zealand (LGNZ), Society of Local Government Due to the continued alert level 4 lockdown and Managers (SOLGM), the National Emergency community feedback, the rural transfer stations were Management Agency (NEMA) and other relevant opened for the disposal of official blue bags on 8th, government agencies. 9th and 10th April. All were opened for a three hour period, with strict control measures in place, such as While overall the organisation functioned relatively a minimum of two staff at each location equipped well, there were technology challenges, disruption to with PPE and restricted vehicle movements. This usual work practices, and disruption to the exercise was repeated again two weeks later. progression of a range of planned projects. WATER SERVICES (WATER, WASTEWATER AND In addition, there was a significant amount of STORMWATER) additional unplanned and un-resourced work to respond to the COVID-19 emergency, including a The Water Services Team operated as an essential number of staff being required to work in the Civil service and continued to operate the 3-waters Defence Emergency Management Emergency networks/ treatment plants by having staff assigned Operating Centre (EOC). Cumulatively, this meant to a specific treatment plant. This enabled the team that across the organisation some planned project to work in isolation and reduce movements across the delivery work, and normal non-essential operations District that would otherwise be part of normal duties. had to be re-prioritised during lockdown. Local contractors continued to support maintenance activities. CUSTOMER SERVICES PROPERTY The Customer Services Team remained operating, in various forms, throughout all alert levels. The Property Team closed WDC facilities such as playgrounds, public toilets and holiday parks during For the period 26 March to 29 April 2020, the the transition to alert level 4. Both team members Customer Services Team responded to 2,163 phone were engaged in EOC duties throughout alert level 4. calls, an average of 98 calls per workday to address increased demand relating to council services and COMMUNITY DEVELOPMENT EOC service queries during lockdown. Whilst the number of calls per day varies based on the time of Community Development services were delivered by the year, 98 calls per day is out of the ordinary, as establishing remote working procedures and protocols March/April is generally a quieter period. On and community engagement was continued via video average, WDC receives approximately 60 calls per and audio conference calls. day during this time. During alert level 3 Waitomo District Library WASTE MINIMISATION introduced click and collect service and managed library entry and exits with reduced operating hours Operation of the Waitomo District Landfill, Transfer and a temporary cancellation of library programmes Stations (TS), refuse collection and recycling services and public computer access. was challenging to manage during the lockdown period. WAITOMO DISTRICT
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