Thursday 17 September 2020, 8:30Am Manawatū District Council Chambers, 135 Manchester Street, Feilding

Council Agenda Thursday 17 September 2020, 8:30am Manawatū District Council Chambers, 135 Manchester Street, Feilding

www.mdc.govt.nz MEMBERSHIP Chairperson

Her Worship the Mayor, Helen Worboys

Deputy Chairperson

Councillor Michael Ford

Members

Councillor Steve Bielski Councillor Stuart Campbell Councillor Shane Casey Councillor Michael Ford Councillor Heather Gee-Taylor Councillor Grant Hadfield Councillor Hilary Humphrey Councillor Phil Marsh Councillor Andrew Quarrie Councillor Alison Short

Dr Richard Templer Chief Executive

2 ORDER OF BUSINESS

PAGE 1. MEETING OPENING

Sarah McMenamin, of St John's Anglican Church, will open the meeting in prayer.

2. APOLOGIES

3. REQUESTS FOR LEAVE OF ABSENCE

There were no requests for leave of absence.

4. CONFIRMATION OF MINUTES 6

Draft resolution That the minutes of the Council meeting held 3 September 2020 be adopted as a true and correct record. 5. DECLARATIONS OF INTEREST

Notification from elected members of: 5.1 Any interests that may create a conflict with their role as an elected member relating to the items of business for this meeting; and 5.2 Any interests in items in which they have a direct or indirect pecuniary interest as provided for in the Local Authorities (Members’ Interests) Act 1968 6. PUBLIC FORUM

There were no requests for public forum. 7. PRESENTATIONS

There were no presentations scheduled for this meeting. 8. NOTIFICATION OF LATE ITEMS

Where an item is not on the agenda for a meeting, that item may be dealt with at that meeting if: 8.1 The Council by resolution so decides; and 8.2 The Chairperson explains at the meeting at a time when it is open to the public the reason why the item is not on the agenda, and the reason why the discussion of the item cannot be delayed until a subsequent meeting. 9. RECOMMENDATIONS FROM COMMITTEES 13 9.1 AUDIT AND RISK COMMITTEE RE DRAFT ANNUAL REPORT TO 30 JUNE 2020

Meeting held 4 September 2020

3 PAGE 10. MINUTES OTHER COMMITTEES – FOR INFORMATION 14 10.1 AUDIT AND RISK COMMITTEE

Draft minutes of meeting held 4 September 2020. 11. OFFICER REPORTS 11.1 MANAWATU DISTRICT QUARTERLY ECONOMIC UPDATE – JUNE 19 2020

Report of the General Manager – Community and Strategy dated 24 August 2020 11.2 CIVIL DEFENCE EMERGENCY MANAGEMENT CONTRACT REPORT 31 YEAR ENDING 30 JUNE 2020

Report of the General Manager – Community and Strategy dated 10 August 2020 11.3 ENDORSEMENT OF DRAFT COMMUNITY FACILITIES STRATEGY FOR 43 PUBLIC CONSULTATION

Report of the General Manager – Community and Strategy dated 24 August 2020

11.4 WALKING AND CYCLING STRATEGY ADOPTION 47

Report of the General Manager – Community and Strategy dated 24 September 2020

11.5 RESERVE MANAGEMENT PLANS ADOPTION 52

Report of the General Manager – Community and Strategy dated 18 September 2020

11.6 MINUTES FROM COMMUNITY COMMITTEES 58

Report of the General Manager – Community and Strategy dated 31 August 2020 11.7 HOUSING STRATEGY AND COMMUNITY DEVELOPMENT - 93 RESOURCE AND OPTIONS

Report of the General Manager – Community and Strategy dated 2 September 2020

11.8 SECTION 17A REVIEW OF FDP CONTRACT AND NEW FDP CONTRACT 100

Report of the General Manager – Community and Strategy dated 2 September 2020

4 PAGE 11.9 REQUESTED CARRY FORWARD BUDGETS TO 2020-21 152

Report of the General Manager – Corporate and Regulatory dated 3 September 2020 11.10 FINANCIAL VARIANCES REPORT 2019-2020 160

Report of the General Manager – Corporate and Regulatory dated 3 September 2020 11.11 ACTIVE MODE CONNECTIVITY PALMERSTON NORTH TO FEILDING 165

Report of the General Manager – Infrastructure dated 24 August 2020 12. CONSIDERATION OF LATE ITEMS 13. PUBLIC EXCLUDED BUSINESS COUNCIL TO RESOLVE: That the public be excluded from the following parts of the proceedings of this meeting, namely: a) Confirmation of minutes

That the general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each Reason for passing this Grounds under Section matter to be considered resolution in relation to 48(1) for the passing of this each matter resolution a) Confirmation of Section 7(2)(a) – to protect Section 48(1)(a) - the public minutes re Minutes the privacy of natural conduct of the relevant part other Committees for persons, including that of of the proceedings would Information and Risk deceased natural persons; be likely to result in a Appetite Statement and Section 7(2)(i) –Enable disclosure of information Review any local authority holding for which good reason for the information to carry on, withholding that without prejudice or information would exist, disadvantage, negotiations under Section 7 of the Local (including commercial and Government Official industrial negotiations). Information and Meetings Act 1987. This resolution is made in reliance on Section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interests protected by Section 6 or Section 7 of the Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as specified above.

14. MEETING CLOSURE

5 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

Minutes of a meeting of the Council held on Thursday 3 September 2020, commencing at 8:31am in the Manawatū District Council Chambers, 135 Manchester Street, Feilding.

PRESENT: Mayor Helen Worboys (Chairperson) Cr Steve Bielski Cr Stuart Campbell Cr Shane Casey Cr Michael Ford Cr Heather Gee-Taylor Cr Grant Hadfield Cr Hilary Humphrey Cr Phil Marsh Cr Andrew Quarrie Cr Alison Short

IN ATTENDANCE: Richard Templer (Chief Executive) Shayne Harris (General Manager – Corporate and Regulatory) Hamish Waugh (General Manager - Infrastructure) Brent Limmer (General Manager – Community and Strategy) Frances Smorti (General Manager – People and Culture) Catherine Knight (Senior Policy Adviser) Michael Hawker (Project Delivery Manager) Shelley Ashton (Senior Adviser - Marketing and Community Engagement) Ben Caldwell (Communications Officer) Janine Hawthorn (Community Development Adviser) Georgia Etheridge (Policy Adviser) Karel Boakes (Regulatory Manager) Paul Greig (Compliance and Monitoring Team Leader) John Jones (Roading Manager) Allie Dunn (Governance Team Leader) Steph Skinner (Governance Officer) MDC 20/398 MEETING OPENING

Her Worship the Mayor opened the meeting.

MDC 20/399 APOLOGIES

There were no apologies.

MDC 20/400 REQUESTS FOR LEAVE OF ABSENCE

There were no requests for leave of absence.

MDC 20/401 CONFIRMATION OF MINUTES

RESOLVED

That the minutes of the Council meeting held 20 August 2020 be adopted as a true and correct record.

6 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

Moved by: Councillor Michael Ford

Seconded by: Councillor Alison Short

CARRIED

MDC 20/402 DECLARATIONS OF INTEREST

Councillor Heather Gee-Taylor noted that she had prepared the documentation for formation of the Manawatū Youth Council, however it was clarified this was not a conflict of interest.

MDC 20/403 PUBLIC FORUM - GRANT BARBER

It was noted that the scheduled public forum had withdrawn. They were working on moving the Oroua Downs Hall from one side of the road to the other, to be located next to the school. There were further investigations to be done to ascertain ownership of the hall.

MDC 20/404 PRESENTATIONS

There were no presentations scheduled for this meeting.

MDC 20/405 NOTIFICATION OF LATE ITEMS

There were no late items of business notified for consideration.

MDC 20/406 RECOMMENDATION FROM COMMUNITY DEVELOPMENT COMMITTEE RE SENIORS ACTION PLAN CONSULTATION OPTIONS

Report of the General Manager – Community and Strategy dated 28 August 2020 presenting a recommendation from the Community Development Committee meeting regarding public consultation on the Seniors Action Plan.

RESOLVED

That the Council proceeds with the development and adoption of the Seniors Action Plan without public consultation.

Note: Council would continue to engage with key stakeholders in the development of the Action Plan.

Moved by: Councillor Hilary Humphrey

Seconded by: Councillor Heather Gee-Taylor

CARRIED

MDC 20/407 RECOMMENDATION FROM COMMUNITY DEVELOPMENT COMMITTEE RE MANAWATU YOUTH COUNCIL

Report of the General Manager – Community and Strategy dated 28 August 2020 presenting a recommendation from the Community Development Committee meeting seeking to formalise the establishment of the Manawatū Youth Council.

7 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

RESOLVED

1) That the Council establishes the Manawatū Youth Council and adopts the following:

• Manawatū Youth Council – Terms of Reference, with inclusion of details for the Youth Council to be elected by a selection panel appointed by the Council.

• Manawatū Youth Council – Code of Conduct

• Manawatū Youth Council – Role Descriptions

2) That the Council notes that the establishment of the Manawatū Youth Council would overtake the action set out in the Community Development Strategy to “Formalise Manawatū Youth Ambassadors as a Community of Interest within the Community Committee Policy”.

3) That the Council notes that resourcing implications arising from establishment of the Youth Council would be addressed as part of a report back to Council on resourcing needs arising from the implementation of the Community Development Strategy.

Moved by: Councillor Heather Gee-Taylor

Seconded by: Councillor Shane Casey

CARRIED

MDC 20/408 RECOMMENDATION FROM COMMUNITY DEVELOPMENT COMMITTEE RE COMMUNITY HONOURS POLICY

Report of the General Manager – Community and Strategy dated 28 August 2020 presenting a recommendation from the Community Development Committee meeting regarding the review of Council’s Community Honours Policy.

RESOLVED

That the Council adopts the Community Honours Policy as revised by the Community Development Committee, with the removal of the words “not for profit organisation” from clause 2.1, and “executive” from clause 2.2 and consequential amendments.

Moved by: Councillor Hilary Humphrey

Seconded by: Councillor Phil Marsh

CARRIED

MDC 20/409 MINUTES OTHER COMMITTEES – FOR INFORMATION

The draft minutes of the Community Development Committee meeting held 27 August 2020 were circulated for information.

8 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

MDC 20/410 ADOPTION OF REVISED PITBULL POLICY

Report of the General Manager – Community and Strategy dated 24 August 2020 presenting the reviewed Pit Bull Classification Policy for adoption.

RESOLVED

That the Council adopts the reviewed Pit Bull Classification Policy.

Moved by: Councillor Michael Ford

Seconded by: Councillor Steve Bielski

CARRIED

MDC 20/411 ANNUAL REPORT ON DOG CONTROL 2019-20

Report of the General Manager – Corporate and Regulatory dated 27 August 2020 presenting the Annual Report on Dog Control for the period 1 July 2019 to 30 June 2020 to Council for adoption.

Councillor Michael Ford left the meeting at 9:15am and returned at 9:18am.

RESOLVED

That the Council adopts the Annual Report on Dog Control for the period 1 July 2019 to 30 June 2020 pursuant to section 10A of the Dog Control Act 1996.

Moved by: Councillor Heather Gee-Taylor

Seconded by: Councillor Shane Casey

CARRIED

MDC 20/412 SECTION 17A REVIEW OF ECONOMIC DEVELOPMENT (CEDA)

Report of the General Manager – Community and Strategy dated 21 August 2020 proposing a Section 17A review of Economic Development (CEDA contract) be undertaken.

RESOLVED

That the Council undertake a Section 17A review under the Local Government Act 2002 of Economic Development (CEDA contract).

Moved by: Councillor Shane Casey

Seconded by: Councillor Michael Ford

CARRIED

9 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

MDC 20/413 MANAWATU DISTRICT COUNCIL ROADING PROCUREMENT STRATEGY

Report of the General Manager – Infrastructure dated 7 August 2020 presenting the Manawatū District Council Roading Procurement Strategy for 2021/22 to 2023/24 financial years.

RESOLVED

1. That the Council endorses the Manawatū District Council Roading Procurement Strategy for 2021/22 to 2023/24 financial years.

2. That the Council approves the continued use of in-house professional services by Manawatū District Council, in accordance with s.26 of the Land Transport Management Act 2003.

Moved by: Councillor Phil Marsh

Seconded by: Councillor Michael Ford

CARRIED

MDC 20/414 LOCAL GOVERNMENT OFFICIAL INFORMATION MEETINGS ACT 1987 REQUESTS TO 20 AUGUST 2020

Report of the General Manager – Corporate and Regulatory dated 20 August 2020 presenting requests for information received by Council under the Local Government Official Information and Meetings Act 1987.

RESOLVED

That the report detailing the requests for information received under the Local Government Official Information and Meetings Act 1987 for the month of August 2020 be received.

Moved by: Councillor Michael Ford

Seconded by: Councillor Grant Hadfield

CARRIED

MDC 20/415 CONSIDERATION OF LATE ITEMS

There were no late items notified for consideration.

MDC 20/416 PUBLIC EXCLUDED BUSINESS

RESOLVED

That the public be excluded from the following parts of the proceedings of this meeting, namely:

a) Confirmation of minutes b) Minutes of Other Committees for Information c) Council Risk Appetite Statement

10 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

General subject of each Reason for passing this Grounds under Section matter to be considered resolution in relation to 48(1) for the passing of each matter this resolution

a) Confirmation of Section 7(2)(i) - enable Section 48(1)(a) - the minutes re Draft any local authority public conduct of the minutes from Audit holding the information relevant part of the and Risk Committee to carry on, without proceedings would be for information; prejudice or likely to result in a Manchester House – disadvantage, disclosure of information Request for negotiations (including for which good reason for Additional Funding commercial and industrial withholding that and Three Waters negotiations); Section information would exist, Reform 7(2)(a) – to protect the under Section 7 of the Memorandum of privacy of natural Local Government Official Understanding and persons, including that of Information and Meetings Funding Agreements deceased natural persons; Act 1987. Section 7(2)(f)(ii) – to maintain the effective conduct of public affairs through the protection of such members, officers, employees, and persons from improper pressure or harassment; and Section 7(2)(h) Enable any local authority holding the information to carry out, without prejudice or disadvantage, commercial activities.

b) Minutes of Other Section 7(2)(a) – to As above Committees for protect the privacy of Information natural persons, including that of deceased natural persons.

c) Council Risk Appetite Section 7(2)(i) –Enable As above. Statement any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

11 MINUTES MEETING TIME COUNCIL THURSDAY 3 SEPTEMBER 2020 8:31AM

This resolution is made in reliance on Section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interests protected by Section 6 or Section 7 of the Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as specified above.

Moved by: Her Worship the Mayor

Seconded by: Councillor Michael Ford

CARRIED

The meeting went into public excluded session at 9:47am. For items MDC 20/417 to MDC 20/421 refer to public excluded proceedings. The meeting returned to open session at 10:04am.

MDC 20/422 MEETING CLOSURE

The meeting was declared closed at 10:04am.

Council

Meeting of 17 September 2020

Business Unit: Corporate and Regulatory Date Created: 07 September 2020

Recommendation from Audit and Risk Committee re Draft Annual Report to 30 June 2020

Purpose

To present a recommendation from the Audit and Risk Committee meeting held 4 September 2020 regarding the draft Annual Report for the year ended 30 June 2020.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receive the draft Annual Report for the year ended 30 June 2020.

That the Mayor and Chief Executive be delegated authority to make any minor changes requested by Audit New Zealand and to sign the Statement of Compliance and Responsibility that is contained within the Annual Report for the year ending 30 June 2020.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Shayne Harris General Manager - Corporate and Regulatory

13 MINUTES MEETING TIME AUDIT AND RISK COMMITTEE FRIDAY 4 SEPTEMBER 2020 8:30AM

Minutes of a meeting of the Audit and Risk Committee held on Friday 4 September 2020, commencing at 8:30am in the Manawatū District Council Chambers, 135 Manchester Street, Feilding. PRESENT: Cr Stuart Campbell (Chairperson) Mayor Helen Worboys Cr Shane Casey Cr Grant Hadfield Cr Hilary Humphrey Cr Phil Marsh (Via Zoom) Cr Alison Short John Fowke

IN ATTENDANCE: Cr Michael Ford

Richard Templer (Chief Executive) Shayne Harris (General Manager – Corporate and Regulatory) Hamish Waugh (General Manager – Infrastructure) Frances Smorti (General Manager – People and Culture) Brent Limmer (General Manager – Community and Strategy) Ben Caldwell (Communications Officer) Allie Dunn (Governance Team Leader) Steph Skinner (Governance Officer) Michael Hawker (Project Delivery Manager) Amanda Calman (Chief Financial Officer) Cheryl Wright (Safety and Wellbeing Adviser) Helen MacDonald (Native Plant Nursery and Revegetation Supervisor) Paige Mey (Nursery Technician) Martin Skinner (Corridor Access Co-ordinator, Health and Safety Representative) Brook Rush (Safety and Wellbeing Officer)

ARC 20/054 MEETING OPENING

The Chairperson declared the meeting open.

ARC 20/055 APOLOGIES

There were no apologies.

ARC 20/056 CONFIRMATION OF MINUTES

RESOLVED

That the minutes of the Audit and Risk Committee meeting held 13 August 2020 be adopted as a true and correct record.

Moved by: Her Worship the Mayor

Seconded by: Councillor Alison Short

CARRIED

14 MINUTES MEETING TIME AUDIT AND RISK COMMITTEE FRIDAY 4 SEPTEMBER 2020 8:30AM

ARC 20/057 DECLARATIONS OF INTEREST

There were no declarations of interest.

ARC 20/058 NOTIFICATION OF LATE ITEMS

There were no late items of business notified for consideration.

ARC 20/059 PRESENTATIONS HEALTH AND SAFETY DEEP DIVE – NATIVE PLANT NURSERY

Presentation by General Manager – People and Culture, Native Plant Nursery and Revegetation Supervisor, Nursery Technician and Safety and Wellbeing Adviser.

The presentation covered Due Diligence requirements, gave an overview of the site visit undertaken on 3 September 2020, the nature of operations undertaken by the Native Plant Nursery, key statistics, worker representation (Health and Safety Representatives). They outlined the risk process undertaken by the officers and the key risks identified for the Native Plant Nursery.

Questions for clarification were asked on the following:

• Training for safe use and backing of the trailer;

• Site security, both after hours and during the day;

• The reason for the ranking in the risk register of chemical use;

• Marking of potential hazards with hazard tape;

• listing of fertiliser tablets in the Hazchem folder with procedures noted for that use.

ARC 20/060 CORPORATE RISK DURING COVID-19 – FIRST LOCKDOWN

Report of the General Manager – Community and Strategy dated 29 July 2020 presenting a review of Corporate Risk during the first COVID-19 Lockdown.

RESOLVED

That the Audit and Risk Committee receive the report “Corporate Risk During COVID- 19 – First Lockdown”.

Moved by: Councillor Alison Short

Seconded by: Her Worship the Mayor

CARRIED

ARC 20/061 FOURTH QUARTER REPORT TO 30 JUNE 2020

Report of the General Manager – Corporate and Regulatory dated 25 August 2020 providing a summary to 30 June 2020 of the Council’s performance against the first year of the Long Term Plan 2018-28.

15 MINUTES MEETING TIME AUDIT AND RISK COMMITTEE FRIDAY 4 SEPTEMBER 2020 8:30AM

RESOLVED

That the Audit and Risk Committee receive the Fourth Quarter Report for the period ended 30 June 2020.

Moved by: Her Worship the Mayor

Seconded by: Councillor Phil Marsh

CARRIED

ARC 20/062 DRAFT ANNUAL REPORT FOR THE YEAR ENDED 30 JUNE 2020

Report of the General Manager – Corporate and Regulatory dated 25 August 2020 presenting the draft Annual Report for the year ended 30 June 2020 and detail the process required to adopt the Annual Report. It was noted that the draft Annual Report was currently being reviewed by Audit New Zealand, and the final adoption was scheduled for the Council meeting on 5 November 2020. It was also noted that the statutory deadline for adoption of the Annual Report by end October had been extended through Section 98A of the Local Government Act 2002, that was inserted, on 7 August 2020, by section 3 of the COVID-19 Response (Further Management Measures) Legislation Act (No 2) 2020 (2020 No 58) with Annual Reports for the year ended 30 June 2020 now required to be adopted by 31 December 2020.

The meeting adjourned at 10:02am.

Councillors Phil Marsh and Shane Casey left the meeting at 10:02am.

The meeting reconvened at 10:23am.

Her Worship the Mayor returned to the meeting at 10:25am.

RECOMMENDED

That the Council receive the draft Annual Report for the year ended 30 June 2020.

Moved by: Her Worship the Mayor

Seconded by: Mr John Fowke

CARRIED

ARC 20/063 UPDATE ON INTERNAL AUDIT

The General Manager – Corporate and Regulatory updated the committee on the internal fraud audit that was due to start next week.

16 MINUTES MEETING TIME AUDIT AND RISK COMMITTEE FRIDAY 4 SEPTEMBER 2020 8:30AM

Draft paper put together around suggested audits for coming year, this will be brought to next meeting of Audit and Risk.

Contract for the Auditor is also up for renewal through MWLASS.

ARC 20/ CONSIDERATION OF LATE ITEMS

There were no late items for consideration.

ARC 20/064 NOTIFICATION OF ITEMS FOR NEXT MEETING

• Update on internal audit

• Audit Management report

• Quarterly report

ARC 20/065 PUBLIC EXCLUDED BUSINESS

RESOLVED

That the public be excluded from the following parts of the proceedings of this meeting, namely:

a) Confirmation of Minutes

General subject of each Reason for passing this Grounds under Section matter to be considered resolution in relation to 48(1) for the passing of each matter this resolution a) Confirmation of Section 7(2)(i) - enable Section 48(1)(a) - the minutes re Risk any local authority public conduct of the Appetite Statement holding the information relevant part of the Review to carry on, without proceedings would be prejudice or likely to result in a disadvantage, disclosure of information negotiations (including for which good reason for commercial and industrial withholding that negotiations). information would exist, under Section 7 of the Local Government Official Information and Meetings Act 1987. This resolution is made in reliance on Section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interests protected by Section 6 or Section 7 of the Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as specified above.

17 MINUTES MEETING TIME AUDIT AND RISK COMMITTEE FRIDAY 4 SEPTEMBER 2020 8:30AM

Moved by: Councillor Grant Hadfield

Seconded by: Mr John Fowke

CARRIED

The meeting went into public excluded session at 10:34am . For items ARC 20/066 to ARC 20/068 refer to public excluded proceedings. The meeting returned to open session at 10:36am.

ARC 20/069 MEETING CLOSURE

The meeting closed at 10:36am.

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 24 August 2020

Manawatū Quarterly Economic Update - June 2020

Purpose

The purpose of this report is to provide an overview of the current state and structure of the Manawatū District economy to June 2020.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the Manawatū District Quarterly Economic Update dated 17 September 2020.

Report prepared by: Stacey Bell Economist

Approved for submission by: Brent Limmer General Manager - Community and Strategy

19 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

  

2 Background

2.1 The Manawatū District Quarterly Economic Update provides an overview of the current state and structure of the Manawatū District economy to inform local decision-making.

2.2 Data included within this report is sourced from a number of reputable government and professional economic data sources including Infometrics, ANZ, Statistics New Zealand, MBIE, Ministry of Education, Marketview, QV and a range of financial and tourism sector economic reports.

3 Discussion and Options considered

3.1 The report and supporting information are for information purposes. Any matters that require resolution would be reported separately to Council.

3.2 Due to the economic structure of the Manawatū District, the performance of the District economy has proven resilient relative to many other parts of New Zealand. However, the seven week lockdown period, which spanned from the 26 March to 13 May, has unavoidably affected local economic activity over the June quarter. Level 2 restrictions that continued to 9 June further affected economic performance over the quarter. The following points provide a summary of local economic performance relative to regional and national economic performance over the year to June 2020.

• Annual GDP fell by $6.5m to $1.21b to the year ended June 2020. This is an annual average decline in GDP of -0.5% per cent from the previous year. This result is positive relative to an estimated decline in GDP of -0.9 per cent across the Manawatū- Whanganui Region, and a 2.1 per cent decline nationally. The District’s strengths in primary production, value-added manufacturing and defence force employment and activity, has strongly supported the performance of the local economy relative to many other parts of New Zealand.

• The value of New Zealand commodity exports increased by $822m (+1.4 per cent) to $60.2b to the year ended June 2020. The value of milk powder, butter and cheese exports increased by 9.9 per cent to $16.6b, while exports of meat and edible offal increased by 8.3 per cent to a total of $8.3b. The value of exports to China, the United States and Japan increased by 6.7 per cent, 3.7 per cent and 3.4 per cent respectively over the year to June 2020. The value of exports to Australia fell by 5.1 per cent over the same period.

20 • Over the period 1 February 2020 to 12 August, the cumulative value of exports reached $33.23b. This is an increase of $160m versus the same period 2019. The value of dairy exports increased by $710m, while the value of red meat exports increased by $120m. Forestry and seafood exports were hit harder with values declining by $640m and $230m from the same period 2019.

• The annual average unemployment rate for the District to the year ended June 2020 was 2.9 per cent. This continues to be below the regional and national unemployment rate of 4.6 per cent and 4.1 per cent respectively. The limited impact on unemployment rates should be considered alongside other labour force indicators. The range of labour force indicators is considered in detail in the attached report.

• There were 924 people receiving the jobseeker benefit as at 30 June 2020. This is an increase of 230 (+33.1 per cent) compared with June 2019. Of this increase, 87.8 per cent are Workready jobseekers. From June 2019, jobseekers aged between 18-24 years increased by 66 (↑37.9 per cent) to 240; jobseekers aged 25-39 years increased by 71 (↑ 32.0%) to 293; jobseekers aged 40-54 years grew by 69 (↑39.0%) to 246; and, jobseekers aged 55-64 years increased by 24 (↑ 19.8 per cent) to 145. Across the country, the number of jobseekers increased by 39.8 per cent over the same period.

• Average house prices to the year ended June 2020 increased by 18.6 per cent versus the previous year. This compares to national house price growth of 7.4 per cent over the same period. The average house price in the District in June was $467,254.

• There were 454 houses sold in the District over the year to June 2020. This is a 3.2 per cent increase in the number of houses sold from the year ended June 2019. This compares with a decline in sale volumes of -6.0 per cent nationally.

• There were 194 dwellings consented in the District to the year ended June 2020 versus 217 for the previous year. While this is a 10.6 per cent decline in the number of consented dwellings from the previous year, dwellings numbers remain substantially than the 10-year annual average of 134 dwellings consented per year.

• The value of non-residential consents was $7.0m to the year ended June 2020 compared with $22.0m for the previous year. June 2019 values included $9.0m worth of investment at Ohakea Air Force Base. The value of consents for the upgrade to Ohakea Air Force Base for the June 2020 year stand at $843,000. Substantial works are confirmed for Ohakea, including the completion of the P8 hangers, a military working dogs facility, storage and logistics facilities and onsite single person accommodation.

• There were 270 new commercial vehicles registered in the District over the year to June 2020. This is a decline of 26.4 per cent from the previous year. Across the region, new car registrations decreased by 22.4 per cent while across the country, new registrations of commercial vehicles fell by 24.6 per cent.

• There were 829 new cars registered in the District over the year to June 2020. This is a decline of 14.0 per cent from the previous year. This compares to a 14.9 per cent decline for the Manawatū-Whanganui Region and a 19.3 per cent decline in national car registrations over the same period.

21 • Retail spending in the District fell by 10.4 per cent to the year ended June 2020 versus the previous year. This compares with a 13.7 per cent decline in retail spending across the Horizons region and a 20.8 per cent decline across New Zealand over the same period.

• Tourism spending for the year to June 2020 is estimated to have declined by 18.9 per cent to $48.2m compared with the previous year. This estimate is based on a significant upward revision to June 2019 tourism spending figures for the district. These figures are under investigation with the Ministry of Business, Innovation and Employment to ensure their accuracy. Based on current estimates, international tourism declined by $6.1m to $10.4m over the year while domestic tourism declined by $5.1m to a total of $37.9m.

3.2 The relatively strong performance of the local economy has been supported by our strength in agri-food production alongside favourable merchandise trade conditions and strong global demand for goods produced in the District, in particular dairy and red meat. The continuation of favourable export conditions is crucial to the future economic performance of the District.

3.3 Other factors that have supported domestic economic performance include the stimulus package rolled out by central government in addition to expansionary monetary policy. Collectively, these policy responses have helped to support business and household incomes, reduced the risk of exposure to international financial volatility, and limited the impacts of risk aversion on the availability of capital.

3.4 While the local economy has been supported by the above factors, there have been negative impacts for parts of the community, including a contraction in the number of people working and actively seeking work (the labour force) in addition to an increase in the proportion of workers wanting more hours to support household incomes. There are also questions regarding the quality of some central government spending, and the consequences of this on future fiscal policy settings and economic performance.

3.5 Factors that influence local economic performance, including the above, will be monitored and reported on throughout the quarterly reporting series.

4 Operational Implications

4.1 There are no capital or operating expenditure implications or maintenance costs associated with this paper.

5 Financial implications

5.1 There are no financial implications associated with this paper.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this paper.

7 Delegations

7.1 The Council has the authority to consider this matter.

22 8 Consultation

8.1 There are no consultation requirements associated with this matter.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this report.

10 Conclusion

10.1 The report alongside the Manawatū District Quarterly Economic Update presents the most up- to-date economic information to Council to support governance functions. The report and attached Quarterly Economic Update are submitted for your consideration and discussion.

11 Attachments

• Manawatū District Quarterly Economic Update – June 2020

17 September 2020

Gross domestic product growth Introduction Annual average percentage change The Manawatū District economy proves resilient compared with many; however, the impact of COVID-19 restrictions imposed in the June quarter are evident in the data. Infometrics estimates that June quarter GDP for the District fell by 9.0% versus the same quarter 2019. This compares with an estimated national decline in GDP of 12.6% over the same period. Locally, the number of people either working or seeking employment (the labour force) has declined and a greater proportion of our workforce are working less than they would like to. Consumer spending data indicates the impacts on the retail sector over the lockdown period, in particular tourism related businesses such as accommodation providers and bars, cafes and restaurants. Annual expenditure on new commercial and private vehicles fell in response Infometrics estimates that GDP for the Manawatū to the economic uncertainty, while the possibility of prolonged and intensified economic restrictions in District fell by 0.5% to $1.21b to the year ended June response to COVID-19 have affected business and 2020. This is an estimated decline in GDP of $6.5m consumer confidence. when compared with the year ended June 2019. Over the year, regional and national GDP was hit harder But it could be worse. Earlier predictions of economic with regional GDP falling by 0.9% and national GDP collapse have landed far from reality, and even with falling by 2.1%. Across the region, the Ruapehu the reappearance of COVID-19 in the community, District, Palmerston North City and Whanganui recent surveys indicate that consumer confidence has District experienced the greatest impacts with GDP fallen far less than expected. Internationally, the New estimated to have fallen by 1.9%, 1.2% and 1.0% Zealand economy has fared well due to the relative respectively. Nationally, Queenstown-Lakes District success of containment efforts alongside substantial has experienced the greatest impact, with annual government spending and expansionary monetary GDP estimated to have fallen by 4.7%. This is policy. The Manawatū District has performed even followed by Christchurch City and Rotorua District better, due to the economic structure of the local with estimated declines in annual GDP of 3.4% and economy and the strength of our agri-food sector. 3.2% respectively. Trade conditions are favourable with merchandise terms of trade reaching record highs in June, while Highlights global demand for goods produced in the District have continued to strengthen despite the global • District unemployment is reported at 2.9% for the economic downturn. year ended June 2020. This compares with a 4.6% Overall, there is much to be positive about. In unemployment rate for the Manawatū- amongst the general relief that impacts have not Whanganui Region and 4.1% for New Zealand. been far worse however, the data shows that there • Average house prices increased to $467,254 in are people in our communities that have been hit by June 2020. This is an annual increase of 18.6%. the fallout of COVID-19. The global economy is also • in a state of elevated risk and uncertainty and these A total of 194 dwellings were consented in the conditions are likely to persist until there is a global District over the year to June. The number of solution to COVID-19. consents for new dwellings remains high compared with historical averages. International and domestic factors that impact on the local economy are discussed in the final section of this • There were 454 houses sold in the District over report. the year to June. This is an increase in sales 24 volumes of 3.2 % from the previous year. This New Zealand Export Markets YE June 2020 compares with a 6.0% decline in sales volumes nationally. • Export data to the year ended June continues to indicate strength in international demand for the District’s two largest primary exports: dairy and red meat. • Non-residential consent values to the year ended June 2020 were $7.0m compared to $22.0m for the previous year. Substantial works planned for Ohakea alongside commercial and industrial development are expected to boost non- residential investment levels to 2025. • The volume of new commercial and new car registrations fell by 26.4% and 14.9% respectively, over the year to June. This compares with a 24.6% fall in national New Zealand Commodity Markets YE June 2020 commercial vehicle registrations and a 19.3% fall in new car registrations nationally. • Retail spending fell by 10.4 per cent over the year to June compared with the previous year. This compares with a 13.7% decline in retail spending across the region and a 20.8% decline nationally, over the same period. • Jobseeker beneficiaries increased by 230 (+33.1%) to a total of 924 over the year to June 2020. This compares with a 39.8% increase in jobseekers nationally. Monitoring over the year will help us to understand the ongoing impacts of COVID-19 on the Manawatū District workforce. • The Ministry of Business, Innovation and Employment (MBIE) estimates that tourism spending fell by 18.9% over the year to June 2020. These figures are under review as explained later New Zealand dairy, meat, fruit and wine exports in this report. continue to perform well alongside strong growth in the value of optical, medical and measuring equipment exports. In contrast, the export values of Trade Conditions logs, wood and wood articles, fish, crustaceans and Export prices hit new high in the June quarter driving molluscs, fell over the year alongside the value of record merchandise terms of trade1. Despite global mechanical machinery and equipment exports. economic disruption, the value of New Zealand Despite the annual decline in export prices for merchandise exports increased by 1.4% to a total of forestry products, data for the June quarter is $60.6b to the year ended June 2020. Exports to China promising with the value of forestry exports continued their upward momentum growing by 6.7% increasing by 11.0% compared with the March over the year to a total of $16.6b. Exports to The quarter. This increase in forestry export values is United States, Japan, Taiwan and Singapore also driven by rising global prices due to supply constraints posted further increases while the value of exports to resulting from suppressed levels of global production. Australia, South Korea, the United Kingdom and Hong Forestry export trends will continue to be watched Kong fell from the previous year. The following graph closely to identify impacts on the local economy. indicates annual export values by export destination Global demand and export prices for the District’s over the year to June.

1 Merchandise Terms of trade explains the value of New Zealand export goods relative to the value of goods we import. 25 two largest primary industries, dairy and red meat, left the workforce. This drove the employment rate continue to perform well. down by 1.0% to 64.8%. The underutilisation rate was also affected, with the percentage of workers working less hours than they wanted to rising by 0.2% The Labour Market to 12.1% from the March quarter. In particular, The annual average unemployment rate for the female workers were affected with the District remained stable at 2.9% in the June quarter. underutilisation rate increasing from 13.8% to 18.5%. This compares with a 4.6% unemployment rate for the region and a 4.1% unemployment rate across Table 1: Labour Force Indicators - Horizons Region New Zealand. Quarterly Indicator Jun-20 Mar-20 change Average annual unemployment rate Employed 129,700 131,200 -1,500 Unemployed 6,200 5,400 800 Total labour force 135,900 136,600 -700 Not in labour force 64,200 62,700 1,500 Working age population 200,100 199,300 800 Labour force participation rate 67.9% 68.5% -0.6% Employment rate 64.8% 65.8% -1.0% Unemployment rate 4.6% 4.0% 0.6% Underutilisation rate 12.1% 11.9% 0.2% Source: Statistics New Zealand HLFS June quarter 2020

Nationally, the data paints a similar picture with the number of people either employed or actively seeking employment (Labour Force) falling by 1.4% (↓43,800) in the June quarter. This was made up of a 1.0 fall in the employment rate (↓27,100) and a 0.5% fall in the number of unemployed people (↓16,600)3. More people were also working less The unemployment rate measures the proportion of than they wanted to with the underutilisation rate 2 the workforce that is not in employment but actively rising from 10.6% in the March quarter to 11.8% in seeking work. It does not provide an indication of June. Nationally, outcomes were worse for women underutilisation, explained as those in the workforce with a 1.2% decline in the number of females in who would like to work more, or how the labour employment in the June quarter versus a 0.8% decline market may have changed, for example, those who in the number of employed males. This likely reflects are no longer part of the workforce because they the greater proportion of females employed in have given up looking for work. Hence, while the vulnerable industries such as tourism and the service unemployment rate is a useful indicator of labour sector. market conditions, it does not tell the full story. Analysis of the data shows that the low Table 1 shows labour force indicators for the unemployment rate to June is predominantly driven Manawatū-Whanganui Region. These indicators are by unemployed or displaced workers choosing to published within the Statistics New Zealand Quarterly leave the workforce as opposed to maintenance or Household Labour Force Survey and are not available growth in the number of jobs and employment. This at the TA level. While not specific to the District, they conclusion is supported by rising jobseeker do provide additional context in terms of the impact beneficiary number, as follows. of COVID-19 on labour markets. Jobseeker benefits The number of people employed in the region fell by Jobseeker beneficiaries increased to 924 (↑230) 1,500 in the June quarter. On the other side of the over the year to June 2020. This is an increase in equation, the number of unemployed increased by jobseeker beneficiaries of 33.1% over the year. 800 people, resulting in a net decline in the labour Across the country, the number of jobseekers force of 700 people. The Labour Force Participation increased by 39.8% over the same period. Local Rate (LFPR), explained as the percentage of the jobseekers across all age-groups increased over the working age population either employed or actively year, with those aged 18-24 years increasing by 66, up seeking employment, decreased by 0.6% as people 37.9% from the year ended June 2019. Jobseekers

2 The workforce is defined as the pool of people either in 3 Statistics New Zealand rounding results in figures not work or actively seeking employment. adding exactly to the total figure. 26 aged 25-39 years increased by 71, up 32.0% from the with numbers ranging from 249 to 316 from 2016. previous year while Jobseekers aged 40-54 years The dominance of work ready Jobseekers implies increased by 69, up 39.0% on June 2019. Jobseekers recent job losses in addition to returning New aged 54-64 years increased by 24, up 19.8% on June Zealanders. 2019. With the exception of older workers, the impacts of COVID-19 restrictions have been felt Quarterly Jobseeker benefits by ethnicity relatively evenly across age cohorts.

Quarterly jobseeker benefits

The number of NZ European Jobseekers increased by 129 (↑35.4%) from June 2019. Māori and all other ethnicities also experienced substantial increases Quarterly Work Ready Jobseekers with jobseeker numbers rising by 62 (↑26.1%) and 25 (↑48.1%) respectively. NZ Europeans make up 89.2% of the District population versus 16.5% Māori, 2.0% Pacific Peoples and 4.6% ‘all other ethnicities’4. Based on the proportion of population across ethnicities, Māori and ‘all other ethnicities’ have a greater proportion of jobseekers than NZ European, however, increases to jobseeker numbers appear reasonably similar with the possible exception of other ethnicities. Further time series is required to determine this. The impact of COVID-19 on the ethnic make-up of jobseekers will be monitored over the coming months to identify any impacts on particular ethnic groups. The TradeMe job ad index provides an early indication of labour demand via monitoring changes in the number of jobs advertised in the District. Recruitment intentions have recovered well post Work Ready jobseekers dominate the rise in lockdown, with volumes rebounding to above pre- jobseeker beneficiaries, increasing by 202 over the COVID levels. July and August saw temporary year to June 2020. Of this increase, 87.8% of new softening with labour demand strengthening again to jobseekers are work ready. There were also 36 people the end of August. Demand for workers in both the receiving the COVID-19 income relief payment in the District and the wider Manawatū-Whanganui Region District as at June 2020. As a proportion of total remains strong relative to national labour demand. Jobseekers, those that are work ready, now make up This is positive and reflects the strength of the local 67.5% of total jobseekers compared with 60.8% in economic structure. June 2019. Jobseekers with health conditions and disability have remained relatively stable over time

4 Statistics New Zealand – 2018 Census 27 TradeMe Job ad index Strong growth in house prices continue

Strong demand for houses in the District and across the wider region continues. The value of houses in At a regional level, job ads for the following industries the District grew 18.6% over the year to June 2020 have exceeded the pre-COVID baseline: construction, versus 7.4% for New Zealand. The continuation of engineering and architects; professional & business strong house price growth has defied the forecasts support; manufacturing and trades; and healthcare. for house prices to drop sharply as a result of the This is likely a reflection of high levels of construction impacts of COVID-19. Forecast declines in interest and infrastructure investment across the region, in rates and the continuation of population growth will addition to the strength of our agri-food continue to support house prices in the District. manufacturing and healthcare sectors.

Construction Investment The Property Market Building Consent Values $ Rolling annual house sales

New Dwelling Consents There were 194 consents for new dwellings 5. District house sales bucked the trend, increasing by approved to the year ended June 2020 This 3.2% to the year ended June 2020. This compares compares with 217 consents for new dwellings with a 12.8% decline in houses sold across the region consented the previous year. Overall, the number of and a 6.0% decline in national house sales. Overall, dwelling consents significantly exceeds the ten-year 454 houses were sold in the District over the year to average of 134 new dwelling consents per year. June 2020.

5 The number of new dwellings include new relocated dwellings to the District. 28 Project values of new dwellings – YE June 2020 Average weekly rents

The project value of homes consented over the year to June 2020 ranged from $12,000 for the relocation of a new yard-built home to $2.5m for the Social housing Register construction of a large family home. Of the 194 new The number of local families registered for social dwellings consented, the project value of 50 new housing increased by 19 to a total of 77 over the year homes was below $312,000. Project values of a to June 2020. This is an annual increase of 32.8%. further 50 homes ranged from $320,00 to $400,000 The number of families registered in Palmerston while there were a further 50 homes consented North increased by 153 (↑38.5%) over the same between the values of $400,000 and $526,000. In the period while the number of families registered across upper values, the project value of 44 additional the region and New Zealand increased by 45.3% and homes ranged between $527,000 and $2.5m. 50.4% respectively. Monitoring the range of construction values in the District provides a proxy for delivery of housing across Number of families registered for social housing market demand. New dwelling consents to the year ended June 2020, indicates the continuation of high levels of investment in residential property.

Average rents increased by 11.6% to $355 per week over the year to June 2020. This is slightly higher than average weekly rents in Palmerston North at $350, up 10.8% from the previous year. For context, average weekly rents across New Zealand increased by 4.6% over the year to June 2020.

Infometrics estimates that average weekly rental costs in the District are now equal to 35.1% of the average household income. This has increased from 32.1% in June 2019 and compares with 36.2% of household income at the national level. Housing market indicators will be monitored closely over 2020 to gauge development patterns and affordability of housing in our communities. Retail Trade Total growth in retail spending over the year to June was 0.8% compared with the previous year. For context, national retail spending fell ↓3.9% over the same period.

29 Retail spending year ended June 2020 vs 2019 Tourism spending MBIE reports tourism spending in the District declined by 18.9% to the year ended June 2020 versus the previous year. This compares with an estimated decline in tourism expenditure of 14.4% in the Queenstown- Lakes District and 12.3% across New Zealand over the same period. Figures for the District have been influenced by a recent upward revision that includes an estimated 81.7% increase in international tourism expenditure to the year ended June 2019 vs the June 2018 year. As discussed in the cover report, these figures have been queries with MBIE to ensure an error has not been made in the calculations. The results of this enquiry will be reported back to Council. Conclusion The Manawatū District economy is performing well relative to most; however, labour market changes, The impact of COVID-19 restrictions on levels and disruption to business and household spending, ongoing characteristics of retail spending is reflected in the June uncertainty and increasing housing pressures are quarter data. Comparing June quarters, retail spending evident. Local action alongside government support can fell by 10.4% in the June quarter 2020 compared with help to address these outcomes. the June quarter 2019. This compares with a 20.8% decline in national retail spending over the same period. In contrast, there is little that can be done locally to Spending across all store types with the exception of influence international factors that impact on our local food retailing fell in the quarter due to the strict economy. Export conditions remain strong, but we are lockdown conditions in place from 26 March to 13 May. unavoidably exposed to global economic conditions and changes to global demand. New Zealand food has an excellent global reputation and this has proven crucial Retail spending June quarter 2020 vs 2019 to the relatively strong performance of the New Zealand economy over 2020. This dependency continues. Government has an important role to play in maintaining trade partner relationships and supporting industry to take-up supply chain opportunities both internationally and within New Zealand. Government has pumped billions of dollars into the New Zealand economy in the hope of maintaining incomes and stimulating economic activity. These policies were necessary and the data implies they have buffered the economy from sharply declining business and consumer spending and avoidable job losses. That said, there are questions on the quality of some central government spending and the impacts of government debt on future government spending and tax settings. When and how this is managed by subsequent governments will influence future economic performance. Monetary policy settings have also helped to limit the impacts on business and households of rising interest rates and exposure to international financial volatility. This has been crucial to support economic activity and protect the economy from the impacts of interest rate volatility and restrictions on access to capital. Alongside local factors that influence the economic performance of the district, international trade conditions and domestic policy settings that impact on the local economy will be monitored and reported to Council throughout the quarterly reporting series. 30

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 10 August 2020

CDEM Contract Report for year ending June 2020

Purpose

The purpose of this report is to present to Council the report for Civil Defence Emergency Management activities in the Manawatū District and to report on the Provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council over the period 1 July 2019 – 30 June 2020.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the report on the Provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council over the period 1 July 2019 – 30 June 2020.

Report prepared by: Jeff Graham Emergency Management Officer

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

  

31 2 Background

2.1 This Report outlines the activities undertaken by Horizons Regional Council (the Contractor) for the Manawatū District Council (the Principal) under the provision of contracted services for Civil Defence Emergency Management (CDEM) aligned to Schedule A (Services) of the contract document.

2.2 In general terms, the Services provided by the Contractor are the day-to-day administrative emergency management services required to ensure that the Principal is in a position to respond to actual or potential local emergencies. The Services do not include business continuity requirements and emergency recovery requirements following a local emergency.

3 Operational Implications

3.1 There are no capital/operating expenditure implications or maintenance costs associated with this paper.

4 Financial implications

4.1 There are no financial implications and all expenditure has been budgeted for in the Long Term Plan 2018-28 and subsequent Annual Plans.

5 Statutory Requirements

5.1 Section 17 of the Civil Defence Emergency Management Act 2002 requires that Civil Defence and Emergency Management Groups take all steps necessary on an ongoing basis to maintain and provide, or to arrange the provision of, or to otherwise make available suitably trained and competent personnel, including volunteers, and an appropriate organisational structure for those personnel, for effective civil defence emergency management in its area.

5.2 Section 64 of the Civil Defence Emergency Management Act 2002 requires that a local authority must plan and provide for civil defence emergency management within its district and ensure that it is able to function to the fullest possible extent, even though this may be at a reduced level, during and after an emergency.

6 Delegations

6.1 The Council has the authority to receive this report.

7 Consultation

7.1 No consultative procedure was needed for this report.

8 Cultural Considerations

8.1 No cultural considerations are needed to be taken into account.

32 9 Conclusion

9.1 Council receives this report that services have been provided at a satisfactory level by the contractor during the period 1 July 2019 to 30 June 2020.

10 Attachments

• Report on provision of emergency management services to Manawatū District Council by Horizons Regional Council over the period 1 July 2019 to 30 June 2020.

PROVISION OF EMERGENCY MANAGEMENT SERVICES

TO MANAWATŪ DISTRICT COUNCIL

BY HORIZONS REGIONAL COUNCIL

OVER THE PERIOD

1 JULY 2019 – 30 JUNE 2020

JULY 2020

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 1

1. Introduction

This Report outlines the activities undertaken by Horizons Regional Council (the Contractor) for the Manawatu District Council (the Principal) under the provision of contracted services for Civil Defence Emergency Management (CDEM) aligned to Schedule A (Services) of the contract document.

2. Background and Context In general terms, the Services provided by the Contractor are the day-to-day administrative emergency management services required to ensure that the Principal is in a position to respond to actual or potential local emergencies. The Services do not include business continuity requirements and emergency recovery requirements following a local emergency.

3. Outcomes and Deliverables

Outcome One: Successful contract operation and relationship.

Deliverables:  The Services carried out by the Contractor are to the best of its professional ability and to a standard acceptable to the Principal – achieved services carried out by Jeff Graham with backup support from the Group Emergency Management Office (GEMO);

 Contract staff are suitably qualified and the Principal is included in the recruitment process where possible – achieved a Manawatu District Council representative was part of the recruitment interview panel;

 As far as practicable the operational base for delivery of Services by the personnel engaged by the Contractor will be the Principals head office – achieved, Emergency Management Officer primarily domiciled within Manawatu District Council;

 All personnel engaged by the Contractor to deliver the Services are expected to work as a team for the benefit of the Principal and the Contractor – achieved GEMO staff have provided relevant support and cover as needed;

 Regular reporting on Service deliveries at a frequency agreed by the Principal – achieved Jeff Graham has provided regular reporting and liaison as required. The Manager GEMO has met with the Principals agent as relevant;

 Parties agree to free, open and timely exchange of information, data and records for the purpose of successful delivery of Services under the agreement – achieved.

Outcome Two: Successful delivery of CDEM Group Annual Business Plan outcomes as relevant to the Principal.

Deliverables:  CDEM Group projects & programmes delivered as agreed and resourced by Principals – achieved. Jeff has provided a high quality level of support to not only the CDEM Group Office to assist in delivering the Group outputs, but also to the wider CDEM Group. He

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 2

has willingly put himself forward to support the EM Office Manager in the delivery of key outputs. Jeff has also continued to take a lead role in Group training and has been a catalyst in driving the development of the Group training plan.

Outcome Three: Successful maintenance and enhancement of operational capability and capacity.

Deliverables:  The preparation and delivery of an Annual Training Plan in consultation with the Principal and delivered to meet the Principals needs and priorities - refer Annex A;

 The successful development and delivery of Principal CDEM systems and standard operating procedures that provide an effective foundation for emergency response – refer Annex A;

 Successfully provide a key leadership role in the operational service delivery of CDEM Services to ensure an effective response during an emergency – refer Annex A;

 The Contractor will ensure that EM advisors are available to the Local Controller during local emergencies – refer Annex A.

Outcome Four: Increased community resilience through building understanding, capacity, increased connectedness and cooperation.

Deliverables:  Community Response Plans are reviewed/developed for specified geographical communities within the Principals district – Refer Annex B;

 The successful preparation and development of an annual Communication Plan that leverages off priorities and opportunities – Refer Annex B;

 The successful facilitation of a local Emergency Management Committee for the Principal and participation in local Welfare Committee – Refer Annex B;

 Volunteers currently maintained by the Principal for CDEM purposes will be trained and supported as appropriate. Recruiting and training will be undertaken routinely for the benefit of the Principals CDEM function – Refer Annex B.

4. Personnel Assistance from Principals The Principals will ensure that personnel are available to coordinate and support the delivery of emergency response at community level, and the operation of the local EOC. Such personnel will be available for training, exercises, and response at the request of the Contractor. The Principal agrees that emergency management staff may be called upon to support another Local Authority or CDEM Group – achieved, the Manawatū District Council (MDC) has been at the forefront of Councils across the Group CDEM in terms of committing to CDEM training being a priority across the organisation.

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 3

5. Statutory Representation The Principal will provide one person to be a representative on the CDEM Group (Elected Member) and one person to be a representative on the CDEM Coordinating Executive Group – achieved.

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 4

ANNEX A

SUMMARY – OUTCOME THREE OPERATIONAL CAPABILITY

During the Covid-19 response from the 25th of March to the 13th of May 2020 the Emergency Operations Centre (EOC) was activated at Level 3 with approximately 107 MDC staff actively involved in the response. Provision of a key leadership role throughout the entirety of the event was completed by the contractor (Jeff Graham) to assist the EOC to effectively respond to the event. Response staff were also seconded from other areas such as the Makino Aquatic Centre and Feilding Library due to their closure.

The local response by MDC to Covid was predominantly welfare focused ensuring that those most vulnerable to the effects of the disease and economic hardship were supported. It has been noted by many in the district as being a great response to the vulnerable community’s needs. A spinoff from this is an increased awareness across the district of Civil Defence Emergency Management in general and the role that Council has in response.

The images below show a good example of the commitment of Council to CDEM aligned to the agreed training plan through the Integrated Training Framework (ITF), bespoke training courses and exercising on a regular basis. This has ensured that the Incident Management Team has maintained an effective level of capability to respond to emergency events.

Over the past year the Emergency Management Officer has facilitated the delivery of Emergency Management specific training including:  Introduction to CDEM for all new staff,  ITF to Foundation, Intermediate, Logistics, and Public Information Management levels made up of 8 entry level courses, 10 higher level courses.

Throughout the year 76 MDC staff have participated in the training being offered which has ensured that overall a team of at least at least 118 trained council staff have been maintained to respond to emergency events. This combined with regular exercising has also ensured that the team has been kept fresh in being able to respond to a number of potential events such as tsunami, human pandemic and flood hazards.

New procedures and plans were developed to assist with supporting guidance material to support emergency responses. The plans included Alternate Facility Trailer Standard Operating Procedures, Violent Offender Lockdown, Pandemic Plan, Local Recovery Guide, change of procedures to suit CIMS 3rd edition, Emergency Finance Procedure, and implementation of the GNS Active Fault Mapping and Fault Avoidance Zones Report.

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 5

Covid 19 Response – Team Hamish

Covid 19 Emergency Operations Centre

Exercise 3rd Wave – Tsunami Table Top

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 6

ANNEX B

SUMMARY – OUTCOME FOUR COMMUNITY RESILIENCE

Civil Defence preparedness has been promoted in the community through engagement at Feilding Library school holidays ‘STEAM’ programme with a shake table, a site at Whanau Day shared with Makino Aquatic Centre and Feilding Library, a site at Cross Hills Country Fair, School visits, and a shared site at Super Seniors Expo. The Manawatu District Council community perception survey has reflected that this strategy has worked with a rise of 2% on last year in the overall preparing the community for Civil Defence emergencies.

Council has been represented by the contractor at key meetings including the Welfare Coordination Group, Rural Coordination Group, Regional Emergency Management Officers meetings and attended various Manawatu District Community Committee meetings throughout the year.

Fostering of local networks was completed by hosting Manawatū Civil Defence specific meetings such as Local Welfare Committee, Local Welfare and Recovery Forum and Emergency Management Committee meetings. A table top exercise was undertaken with the Emergency Management Committee to enable networking and coordination of emergency response agencies to a tsunami response within the district.

There has also been training undertaken within the community for the Himatangi Beach and Feilding Community Patrols volunteers for assistance in emergency events. This training included ITF Foundation, First Aid Level 2, and Psychological First Aid.

Figure 1 – Manawatu District Civil Defence Public Perception Survey Results

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 7

First Aid Training – Feilding and Himatangi Beach Community Patrols

Whanau Day Site

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 8

Super Seniors Expo – Feilding Convention Centre

All community engagement events included promotional materials given away as part of the contract with re-usable shopping bags and note pad fridge magnets being supplied by the contractor. This worked in partnership with the Manawatū District Council supplying printing for other checklists, activity books and colouring pencil sets as part of the promotional materials. This was completed to assist with encouraging the community to be prepared for emergency events.

The school visits included going to Tangimoana School to teach about local hazards and emergency preparedness. Also by assisting Manawatū District Council with setting up a whole of council school visit structure to raise awareness of what the council does in the community for Kimbolton School.

Report on the provision of Emergency Management Services to Manawatū District Council by Horizons Regional Council 9

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 24 August 2020

Endorsement of Draft Community Facilities Strategy for Public Consultation

Purpose

The purpose of this report is to present to Council the draft Community Facilities Strategy for public consultation.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1. That the Council receives the report on the draft Community Facilities Strategy for public consultation.

2. That the Council endorses the draft Community Facilities Strategy for public consultation.

Report prepared by: Mathew Bayliss Community Facilities Strategy

Approved for submission by: Brent Limmer General Manager - Community and Strategy

43 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

    

2 Background

2.1 The draft Community Facilities Strategy provides the strategic direction for Council over the next thirty years and for inclusion in the 2021 – 2031 Ten Year Plan. The strategy provides a clear vision for the future of our community facilities along with an operational plan and a series investment actions.

2.2 The development of the Community Facilities Strategy was a key action from year two of the 2018 – 2028 Long Term Plan.

2.3 The strategy was developed externally by Xyst Ltd a consultancy organisation that specialises in community facilities and has developed plans for other local authorities.

2.4 Council has received three previous workshops on the draft strategy; In April 2020, Council was introduced to the draft strategy. In May 2020, Council reviewed the full documents with proposed changes. Council reviewed the final draft strategy on 6 August 2020, that included the recommended changes from the previous workshops.

2.5 The strategy acts as a tool to assist decisions on the planning of provision and distribution of community facilities. The aim is to provide a ‘fit-for-purpose’ network throughout the district and is split into three parts;

I. Strategic Framework – sets out the vision and goals, towards a network of community facilities in the district. The framework also highlights the key points to consider for future investment and divestment in community facilities.

II. Sub Plans – community facilities have been grouped into six sub-plans. Each plan has an overall aim, goals, objectives and actions specific to that facility type. These plans do not replace the need for more detailed site specific research and analysis during project development.

III. Community Tool Box – provides Council and the Community with the decision making guidelines and additional information about the strategy.

44 3 Discussion and Options considered

3.1 The operational actions and investment projects recommended by the draft strategy and the six sub-plans will be investigated and decided upon as part of the development of the Ten Year Plan 2021-31.

3.2 The key priority projects identified in the draft strategy are as follows;

I. Feilding Library – To proceed with the strengthening, modernising and extension of the main district library in Feilding on the existing site by 2022.

II. Future Sport, Recreation and Event Facilities – To take Feilding Civic Centre, Manfeild Stadium, proposed Feilding Sports Centre and the proposed upgrade of the South Street hard courts through the strategic framework to determine future facility provision and investment by 2022

III. Districtwide Community Halls – To take all medium and low profile community halls through the strategic framework to confirm either to continue to use, repurpose or divest in low profile halls by 2022

IV. Feilding Little Theatre – To complete the strengthening and modernisation of the facility by 2024.

3.3 These key projects were assessed against the investment principles and ranked accordingly.

4 Operational Implications

4.1 The operational actions and investment projects recommended by the strategy will be investigated and decided upon as part of the development of the Long Term Plan 2021-31.

5 Financial implications

5.1 The corresponding expenditure of the recommended operational actions and investment projects will also be investigated and decided upon as part of the development of the Ten Year Plan 2021-31.

5.2 Key projects one and four in the draft strategy are being funded by existing budgets within the 2018 – 2028 Long Term Plan.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this report.

7 Delegations

7.1 The Council has the authority to endorse the draft Community Facilities Strategy for public consultation.

45 8 Consultation

8.1 The special consultative procedure is not a requirement for consultation on the draft Cemeteries Management Strategy, however the strategy will be consulted on in accordance with section 82 of the Local Government Act 2002 – ‘The Principles of Consultation.’

8.2 The consultation period for the draft Community Facilities Strategy will be from 21 September – 9 October 2020. A date for hearings and deliberations will be decided on once the submission period has closed.

8.3 Separate engagement sessions have been arranged with key stakeholders to take them through the draft strategy and for Council officers to answer any initial questions. Stakeholders will be invited to make submissions.

8.4 During the development of the draft strategy pre-consultation with the community and stakeholders was conducted in July 2019. This included an on-line survey that gathered feedback on the key topics and issues and two Farmers Market sessions.

9 Cultural Considerations

9.1 Council’s Principal Adviser – Māori will seek feedback on the draft strategy from Ngā Manu Tāiko Manawatū District Council members during the consultation period.

10 Conclusion

10.1 Many community facilities are aging, rundown, require earthquake strengthening, require upgrades or no longer serve the community to their full potential. Council requires a robust, strategic long term approach to future facility provision to be able to deliver the range of services and activities needed by the community.

10.2 The draft Community Facilities Strategy provides guidance on how Council will prioritise community and legislative needs, implement transparent decision making processes and manage the diverse network of community facilities.

11 Attachments

• Appendix 1 – Draft Strategic Framework

• Appendix 2 – Draft Recreation Complexes Sub-plan

• Appendix 3 – Draft Libraries Sub-plan

• Appendix 4 – Draft Arts and Cultural Facilities Sub-plan

• Appendix 5 – Draft Community Halls Sub-plan

• Appendix 6 – Draft Social Services Facilities Sub-plan

• Appendix 7 – Draft Public Conveniences Sub-plan.

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 24 August 2020

Walking and Cycling Strategy Adoption Report

Purpose

The purpose of this report is to present the draft Walking and Cycling Strategy to Council for adoption.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council adopts the Walking and Cycling Strategy with the strategy to coming into effect from 1 October 2020.

Report prepared by: Mathew Bayliss Community Facilities Strategy

Approved for submission by: Brent Limmer General Manager - Community and Strategy

47 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

   

2 Background

2.1 The development of a Walking and Cycling Strategy was identified as a key initiative in year one of the current 2018 – 2028 Long Term Plan. Council received a number of submissions on the 2018 – 2028 Long Term Plan requesting consideration of new walkways, cycle tracks and increased safety for children walking and cycling to school.

2.2 WSP, formally Opus were commissioned to develop the strategy with a project steering group involving officers from the Communities Facilities Team and Roading. The strategy has been in development over the last 12 months.

2.3 The draft Walking and Cycling Strategy has identified the following four goals and strategic outcomes;

i. Connected and Integrated – Our communities are connected by quality walking and cycling infrastructure that links people to key destinations.

ii. Safe and Accessible – Our walking and cycling network is safe and accessible by people of all ages and abilities.

iii. Encourage and Support – Our communities are encouraged and supported to walk and cycle more for work, wellbeing and recreation.

iv. Develop and Grow – Our district offers a range of unique and diverse walking and cycling experiences for residents and visitors.

2.4 Three submissions were received in relation to the draft strategy. Of these three submissions, two requested to present their views in the hearing dated 18 June 2020.

2.5 Consultation on the draft strategy was conducted over a four week period in February and March 2020. Feedback was gathered through Council’s ‘Have Your Say’ website page, social media and a Farmers Market session.

2.6 Deliberations on the draft Walking and Cycling Strategy were held in a Council meeting 6 August 2020. It was recommended that feedback from Ngā Manu Tāiko and the Te Kaunihera Working Group be considered.

48 3 Discussion and Options considered

3.1 None of the three submissions received during the formal consultation period sought major content changes to the strategy.

3.2 One minor change from Council was requested within the enabling actions of the strategy.

3.3 Details of the changes to the draft Walking and Cycling Strategy are listed below;

Table One – Summary of changes

Submitter Detail of change or addition Officer Comments

Council P.8 Enabling Action Table

Addition

Inclusion of local police as key partner under Local Police has been added the Safe and Accessible strategic goal and to the enabling action as a the enabling action of developing safety, key partner. educational training programmes for walking and cycling in partnership with NZTA, Local Police, Horizons Regional Council and Sport Manawatu.

Te Kaunihera Working Consider indigenous presence in these This request has been Group spaces and how we can use these to captured within the Reserve differentiate our walkways and cycle ways Management Plan, General from those in other regions and even other Policy document and would countries. Use appropriate forms of Māori apply to any walkway or artwork as our point of difference. cycle way connected or through reserve.

Marae orators are proficient at connecting This process is being people, place, activities, events and time. investigated with local iwi This helps all generations relate and find involvement in the Feilding connection. Such opportunities could feed Town Centre Concept into the creation of urban design principles Design. that guide how we engage and interact with natural environments. The urban design principles developed through the Town Centre design would flow into the Walking and Cycling Strategy.

49 4 Operational Implications

4.1 There are no capital or operating expenditure implications associated with this report.

5 Financial implications

5.1 Resourcing required for the implementation of this strategy would be considered as a part of the 2021 – 2031 Ten Year Plan.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this report.

7 Delegations

7.1 Council has the delegated authority to decide matters relating to this report.

8 Consultation

8.1 To support the development of the draft Walking and Cycling Strategy a pre-consultation survey was conducted and focused on safety school areas, connectivity and quality. 120 surveys were completed along with two Farmers Market sessions.

8.2 A stakeholder workshop was conducted that included representatives from New Zealand Transport Authority (NZTA), Horizons Regional Council, Sport Manawatu, Councillor representatives and Council staff.

8.3 Consultation on the draft strategy was conducted over a four week period in February and March 2020. Feedback was gathered through Council’s ‘Have Your Say’ website page, social media and a Farmers Market session.

8.4 A consultation workshop was scheduled with the districts community committees in March 2020. However, due the outbreak of Covid-19 and the subsequent level 4 restrictions this session was postponed. Links to the draft strategy documents and the submission process was circulated to all committees.

9 Cultural Considerations

9.1 Pre-draft stakeholder and community engagement sessions were conducted during the review process. This included workshops with Ngā Manu Tāiko and local iwi.

9.2 A further workshop was held with Ngā Manu Tāiko on 9 June 2020 with feedback received 12 August 2020.

10 Conclusion

10.1 The final draft of the Walking and Cycling Strategy is presented to Council for adoption.

50 11 Attachments

• Annex A – Walking and Cycling Strategy

• Annex B – Walking and Cycling Strategy Appendices

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 18 August 2020

Reserve Management Plans Adoption Report

Purpose

The purpose of this report is to present the draft Reserve Management Plans to Council for adoption.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council adopts the Reserve Management Plans with the plans to coming into effect from 1 October 2020.

Report prepared by: Mathew Bayliss Community Facilities Strategy

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

   

52 2 Background

2.1 Council is required under the Reserves Act 1977 to review Reserve Management Plans once every five to ten years. Reserve Management Plans provide objectives for the management, development and administration of parks and reserves in the district.

2.2 The plans include a development and implementation plan with priorities and actions. Once finalised and approved, the plans will assist Council in prioritising, planning for funding projects that will achieve management plan objectives for parks and reserves.

2.3 The new draft plans were developed following management plan review procedures set-out in the Reserves Act 1977. A public notice in December 2017 asked for ideas and comments and these have been incorporated in the draft plans.

2.4 The draft Reserve Management Plans consist of the following:

• General Policy/Summary Document • Awahuri Forest/Kitchener Park Plan • Kowhai Park Plan • Districtwide Reserves Plan • Coastal Reserves Plan • Sports Parks Plan.

2.5 Oral and Written submissions to the draft Reserve Management Plans were held in a Council meeting 18 June 2020. Eight submissions were received in relation to the draft plans. Of these eight submissions, three requested to present their views in this hearing.

2.6 Deliberations on the draft Reserve Management Plans were held in a Council meeting 6 August 2020. Minor changes were requested within the General Policy document to reflect the feedback received from Ngā Manu Tāiko and the Te Kaunihera Working Group.

2.7 Following Council deliberations, officers met with representatives from Awahuri Forest – Kitchener Park Trust to work through suggested changes from the trust to the Awahuri Forest – Kitchener Park Reserve Management Plan.

3 Discussion and Options considered

3.1 None of the eight submissions received during the formal consultation period sought major content changes to the plans.

3.2 One submission received from Awahuri Forest – Kitchener Park Trust requested the inclusion of the trusts operational activities within the draft plan. Following Council deliberations, officers met with representatives from the trust to work through suggested changes.

3.3 Details of the changes to the draft Reserve Management Plans are listed below:

53 Table One – Summary of changes

Draft Reserve Submitter Detail of change or addition Officer Comments Management Plan

General Policy – Ngā Manu Tāiko P.14 Engagement with iwi and hapū Reserve and Te Kaunihera Management Plan Working Group Inclusion

To plant endemic native trees to This would be normal enhance the ecology of the park or practice when reserve, the amenity and health value introducing a new and to meet cultural and educational reserve or enhancing aspirations. an existing one.

As appropriate, promote the cultural, A number of Local educational and conservational Authorities are values associated with each site. The integrating Maori use of Te Reo Maori will be cultural narratives and incorporated into all future all play stories into more information signage within reserves. spaces and places.

Toi Maori (art work) to be incorporated wherever possible into project work within parks and reserves.

Council to develop a set of guidelines in consultation with iwi on the why? What? And where Toi Maori might be used.

Council will (in liaison with iwi) promote the opportunities for interactive learning about parks and reserves, in particular the flora and fauna.

Awahuri Forest – Awahuri Forest – P.10 History - Inclusion Kitchener Park Kitchener Park Reserve Trust The park is under Treaty claim, the Council staff and Trust Management Plan outcomes of which may change representatives liaise aspects of this plan. In 2019, Ngāti with Ngāti Kauwhata Kauwhata erected a on a regular basis over whare/information kiosk – Te Whare the management of Matauranga. the park.

54 Draft Reserve Submitter Detail of change or addition Officer Comments Management Plan

P.13 Pest and Weed Control - Inclusion

Retaining the indigenous plant species found in the reserve and Is important for the creating an environment into which successful introducing plant species that are no longer found of indigenous plant in the reserve can be re-introduced if species. genetically pure from local stock.

Public use versus biodiversity, protection and forest restoration. Balancing the number of visitors that have a minimal impact on the park.

P.14 Visitor facilities and use - Removal

The parking area has limited capacity This is issue was and there is little room for bus addressed during the parking. initial development of this plan with increased parking.

P.14 Trust Responsibilities -Updated

To be an ecological and educational Updated vision from showcase telling the story of the land the trust. and connections to people.

P.15 Issue and Challenges - Inclusion To reflect recent work Due to the trusts mandate the range the trust has of skills and knowledge base within, completed on board the trust has to be diverse and in diversity. depth.

P.17 Vison and Objectives – Removal Not required as not a The reserve is managed, developed vision statement. and resourced by Manawatu District Council and the Awahuri Forest – Kitchener Park Trust.

55 Draft Reserve Submitter Detail of change or addition Officer Comments Management Plan

P.27 Connections with the trust and the wider community – Removal The trust does not Corporate volunteering have the capacity to facilitate these Volunteers who want to gain specific activities. knowledge, develop specific skills or to gain credits in educational The trust also has to programmes. balance the visitor demand on the park.

4 Operational Implications

4.1 Management are developing an operational implementation plan that captures the actions within each of the Reserve Management Plans.

5 Financial implications

5.1 Resourcing required for the implementation of these plans would be considered as a part of the 2021 – 2031 Ten Year Plan.

6 Statutory Requirements

6.1 Council is required to comply with the Reserves Act 1977.

7 Delegations

7.1 Under the Reserves Act 1977, Council has the authority to adopt the Reserve Management Plans.

8 Consultation

8.1 The Reserves Act 1977 requires Council to carry out the following consultation process:

• Pre notification review (Councillors, local iwi, identified stakeholders and users) • Amend draft Reserve Management Plans and adopt for consultation • Notified public consultation of a minimum of 60 days • Advise in writing those who submitted during the pre-draft consultation phase that draft Reserve Management Plans are available for inspection and submission • Send a copy of the draft Reserve Management Plans to the Minister of Conservation. • Receive and summarise submissions. • Council hearing and development of final Reserve Management Plans incorporating decisions. • Council formally adopts the final Reserve Management Plans for implementation.

56 8.2 Consultation on the draft plans was conducted over a 60 day period through March, April and May 2020. Feedback was gathered through Council’s ‘Have Your Say’ website page, social media , key stakeholder meetings and a Farmers Market session.

9 Cultural Considerations

9.1 Pre-draft stakeholder and community engagement sessions were conducted during the review process. This included workshops with Ngā Manu Tāiko and local iwi.

9.2 In preparing the 2020 Reserve Management Plans a further workshop was held with Ngā Manu Tāiko on 9 June 2020 with feedback received 12 August 2020.

10 Conclusion

10.1 The final draft of the Reserve Management Plans is presented to Council for adoption.

11 Attachments

• There are no attachments.

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 31 August 2020

Community Committee and Manawatū Youth Council Minutes - August 2020

Purpose

To present minutes from recent meetings of Community Committees for information.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the minutes of the Community Committees and the Manawatū Youth Council meetings.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand



58 2 Background

2.1 Under the Council’s Community Committees Policy, a number of Community Committees were established as advisory bodies in their communities to assist the Council in its responsibilities to that community.

2.2 The Community Committees are an informal link between the Council and the community whereby an exchange of information, opinions, proposals, recommendations and decisions can take place. Community Committees are empowered to present comprehensive submissions to Council’s Long Term Plans and Annual Plans.

2.3 The Manawatū Youth Council was recently formed to replace the Manawatū District Youth Ambassadors initiative that was founded in 2012.

2.4 The purpose of the Youth Council is to:

• Strengthen engagement between Manawatū District Council and young people and build young people’s knowledge of Community, Council and Central Government processes to enable them to participate in community decision-making processes.

• Assist and advise the Manawatū District Council on how it can be: a District full of opportunities that empower young people; a District that inspires young people; and a District that uses meaningful engagement to gain insight into the needs of young people.

• Develop the skills and capabilities of its members as leaders within our community.

• Encourage youth participation in civic affairs and provide a youth perspective into District issues, policies and future planning.

• Create tangible positive outcomes for our youth and wider community.

2.5 A Liaison Councillor is appointed to each Community Committee, and to the Manawatū Youth Council. The role of the Liaison Councillor is to assist with advice on Council processes, and to provide updates on matters of interest.

3 Discussion and Options considered

3.1 Each active Community Committee has a Terms of Reference which includes how often the committee meets and its administrative procedures.

3.2 The Community Committees provide a copy of the minutes of their meetings to Council for information.

3.3 As part of their close working relationship with the Council, the minutes of Manawatū Youth Council meetings are provided for information.

4 Operational Implications

4.1 There are no capital / operating expenditure implications or maintenance costs associated with this report.

5 Financial implications

5.1 There are no financial implications associated with this matter.

59 6 Statutory Requirements

6.1 There are no statutory requirements associated with this matter.

7 Delegations

7.1 The Council has authority to consider this matter.

8 Consultation

8.1 There are no community consultation requirements associated with this report.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this report.

10 Conclusion

10.1 Each Community Committee provides the Council with a copy of the minutes of their meetings. The minutes received recently are appended for Council information and receipt.

11 Attachments • Minutes from recent Community Committee and Manawatū Youth Council meetings

60 Rongotea Community Committee Minutes. Meeting was held at the Community Centre, Douglas Square at 7.30

Monday 3rd August 2020.

Present: L. Berry (Chairman and acting Secretary) H. Wheeler, N. Rees, A. Gloyn, B. Thatcher.

Also, Councillors A. Quarrie and Alison Short. Community Liaison Officer J. Hawthorn.

MDC Senior Planner Matt and Kirk.

Apologies T. Ross, S. and J. Liverton, M. Munn, B. Proctor.

Correspondence. An email reply was received from the Rural Connectivity Group Acknowledging a request that they look into better cell coverage for Rongotea, they said we were identified as an area to receive coverage but could not provide a time frame (that’s positive I think)

General business. It was suggested that when the Palm trees are removed from the square that they be replaced with other trees such as Kowhai or maybe a Walnut so the villagers can harvest the walnuts.

Please check that the trees and hedges on your property do not overhang the footpath blocking pedestrians, there are some properties that particularly need attention.

Discussion was held on the walkway. When it is completed, it will be 1.8 km long. We are currently waiting for it to dry out and settle before the lime goes on.

Councillor Alison Short then introduced the Manawatu District Council planning team.

These guys have been tasked in planning where villages and towns grow. Our thoughts were that we enjoyed our village the size it is, however we realise it has to grow, so we intend to have our say in which direction and what size sections should be and of course the big one - ALL sections must be hooked up to village services to save pollution in our country side.

The Council have drawn a circle about 500m around our Village and suggest this is where growth could be. Is this what you want ??

Have your say come to our next meeting on the Monday the 7th of September, 2020

Or go to Web sites below:

Complete Overview of District Plan Review – https://arcg.is/14nXmi

Rongotea – https://arcg.is/CD0KS

MINUTES OF THE KIMBOLTON COMMUNITY COMMITTEE MEETING HELD ON MONDAY 10TH AUGUST 2020 AT 7.30PM AT KIMBOLTON HALL

PRESENT: Tony Waugh (Chairman), Sarah Burge (Secretary), Graeme Jensen, Neil Manning, Paula & Dennis Eden, Rodney Wilson, Stewart Morton, Linda Campbell, Janine Hawthorne (MDC) and Cllr.Andrew Quarrie.

APOLOGIES: Emma Jensen and John & Maxine Gerke.

Tony opened the meeting at 7.30 and welcomed everyone to the meeting.

HE MINUTES of the meeting held on June 8th 2020 had been circulated and were agreed as a true and correct record.

MATTERS ARISING: *Have not heard back from Berenice re.payment of insurance of hall from WRS. *Tony has not pursued the quote for the extra lamp posts as it will be part of next years budget so will get quotes then. *Tony had done research on Graemes suggestion of green waste composting at the Waste Transfer Station and does not think that we will have enough green waste to make it viable and it is a complex operation and a lot of work, we may be better off getting it chipped and taken away – Tony will now look further in to this option. *Civil Defence – MDC has a contact person in each community and they co-ordinate all matters in an emergency situation. *The railings down from the school have now been replaced and are due to be painted when weather allows. *Chris Tapp has been asked to make a cover for the organ and will be doing this.

There was no Treasurers Report as Maxine was not at the meeting.

The Post-Covid 19 Community get-together had gone off well and was a very successful evening with good attendance. A motion of thanks was given to MDC for funding this for us.

The CCTV cameras are now installed and operating, one at the Waste Transfer Station, one overlooking the community notice board area, and there are now two at the hall, one looking in each direction, our original plan was for one here and the other has been very generously paid for by a member of the community – Sarah to write a letter of thanks for this. The Waste Transfer Station footage can be viewed by MDC and the others by the police. Our thanks to Tony for making this happen.

Telephone Directories – One hundred printed and, by selling advertisements to go in these, once distributed we should make a profit of around $600.

Annual Grant Application to MDC for $3000 they give us for projects - $1000 for Lookout signage, $580 to replacing street banners which have broken and $2500 to go towards Hau Whiti Reserve. The Lookout signs are now being printed and will be put up when they are ready.

Neil mentioned that he had noticed a lot of litter had been dropped on the roadsides since Lockdown and Janine confirmed that Higgins are contracted to carry out roadside cleaning. A sign will be put up at the Lookout asking people to take their litter home as the bin was removed as people kept dumping domestic waste there. all Heating – Tony has been looking in to this and has received a quote for $2300 from Mates Rates Insulation for the insulation of the roof space, which will help with heating and a quote for $46225 from Jones Refrigeration for four heatpumps which they considered the most economical way of heating the hall, Tony to get a second quote to compare with this.

Hau Whiti Reserve – Tony and Rodney have produced a plan of action for this, first cutting back and clearing the area which MDC have agreed to do for us and the second part which is installing a pathway and Tony McIntyre has quoted $8866 to put the path in which will then connect the reserve with the village. Janine suggested that we apply to MDC for this to be included in the Long Term Plan.

Hall Kitchen Upgrade and tables – funding for this to also be submitted in Long Term Plan. Stewart suggested putting carpet down in the supper room for warmth and making it more modern and a quote to be obtained for this and also new flooring for the kitchen as this would be a great improvement in itself.

Sunday 23rd August our mayor is coming up to the café and members of the community are invited to meet with her and ask any questions they may have, if successful this may be a regular event.

Cllr.Quarrie then gave a short report from MDC.

There being no other business the meeting closed at 9.05pm

DATE OF NEXT MEETING MONDAY 12TH OCTOBER 2020 AT 7.30PM AT KIMBOLTON HALL ALL WELCOME

63 DRAFT Minutes Kiwitea Community Committee Meeting 17-Aug-2020 7pm Kiwitea School Present: Vicki Stack, Mark Dickins, Helen Worboys, Michael Ford, Darrell McMaster, Pam Corpe, Paula Scott, Gayna Brown, Desiree Silk, Glen Terry, Jo Terry

Apologies: Janine Hawthorne No. Item Actioned by 1 Confirmation of That the minutes from the previous meeting held on Monday 15 June Moved: P Scott the previous 2020 be accepted as a true and accurate record. Seconded: D ilk minutes 2 Matters arising We received a letter from MDC regarding the insurance. The Parks from previous Team budget covers damage to building up to $10,000, damage minutes between $10,000 - $100,000 is covered by the insurance reserve - but no cover of contents. Contents should be insured by the Committee, but we agree we do not have any contents worth enough to insure at this point. 3 Finance Income of $1000 from MDC for a post covid gathering. Surplus to be refunded to MDC. Online banking has been set up. Administrators are P Scott, D Silk, J Terry. Payment made to J Terry for the purchase of the urn last year. $245 Invoices to go out to Moas and MRSS for hall use. Selvidge Solutions is using the hall to make a large cover. He will make a donation to the committee for use. Jo to provide bank account details. Paula Bank balance as at 17 August 2020 = $1644. Jo 4 Inwards Desiree Silk, Kiwitea School - Fundraising and Community funds in 17/8/20 Correspondence School FR bank acct Stacey Eagle, updating us on our Action report. 17/8/20 Janine Hawthorn - Forwarding insurance information from James 28/7/20 Adamson Leanne Nagy - receipt for deposit of funds ($1000 from MDC for Post 30/7/20 Covid Gathering) Michael Ford - footpath report from MDC - update on Kiwitea footpath 30/7/20 from School to Hall James Adamson - Reply to our enquiry re Hall Toilet costings, and 3/8/20 start date for roof 5 General Business It was decided to use the coloursteel colour KARAKA for the roof and Paula gutters of the hall. Paula to advise James of this choice. The Committee and School are very excited about the plans to build a footpath from School to the Hall. Jo is to ask James for some plans for the new disabled toilet so we Jo can request some quotes for this project - to go to Council with the estimate they are asking from Trev's Plumbing.

64 After much discussion regarding the letter from Kiwitea School Moved: G Terry regarding the Seconded: P $30,000 being held in the Perry Line Account (Fundraising), it was Corpe unanimously decided that we would offer the suggestion thus: Passed $7,000 should go Kiwitea School for replacing the bark in the playground; $3,000 should go to the Kiwitea Playgroup for replacing the bark in the playground, and purchasing a sign. $20,000 should go to the Kiwitea Hall Committee for upgrades to the hall. Our reasoning behind this is that the funds were raised by for community and as the hall benefits the entire community and is in much need of upgrades to things like the kitchen and bathrooms, this will ensure the whole community benefits from these funds. Jo will Action: Jo write an email to Principal of Kiwitea School with these suggestions.

Glen received a call from David Thomson, asking if it would be Paula alright for him to wash the hall. This is a job he has done annually in the past. Glen responded that he shouldn't feel he has to do that as we are planning a working bee after the roof has been replaced, but David was adamant he wanted to do it. We are very thankful to David. Paula will arrange to get a small gift of thanks to David -

6 perhaps some chocolates or similar. Gayna will discuss hall cleaning with the Principal of Kiwitea School. Gayna It was suggested School pay a cleaner to do a good clean once a term. The Committee made a list of ideas where we like to improve our Paula hamlet and Hall for the 10 year plan to go to Council. Paula and Jo Jo will get together to complete the Plan for Kiwitea and submit. Council Matters Cr Michael Ford reported on Council happenings. There is a review of the Halls in the District being completed at present and Council will look to dispose of the lesser-used Halls. Kiwitea Hall use is classed as medium. We must ensure the bookings book is kept up to date with all usage logged so our reports can be accurate. We really do not want to lose our Hall as it is very important to our Community. Mayor Helen reported that the Mangaweka new bridge tenders have closed and approval of a tender bid is imminent. Cr Michael advised that the Stock Grazing and Movement bylaw review was being deliberated on Thursday 20th August. Council realised the first draft was somewhat unrealistic and have taken submissions and comments into account. Cr Michael gave an update on the earthquake strengthening projects around Feilding. An engineer from Auckland is due to come down next month to explain the process to the public if anyone is interested in attending. This engineer has strengthened many buildings around the world and can complete the work while the buildings remain in use. The Centralised Wastewater project is moving along well. Cr Michael and Mayor Helen gave the Committee a run down on some plans. There is a possibility Ohakea could be included which would 7 be beneficial all round. District Planning continues. Currently 2 rural zones and Council are deciding if there should be just one rural zone. We need to look after 8 our 1 & 2 class soils. Should we protect lesser class soils to the same extent? Mayor Helen reminded us that Council is calling for nominations for Paula Young Achievers. Nominations close on 19 October. Paula and Gayna 9 Gayna to take this notice to School for suggestions.

65 There are two Turbos games coming to Manfield on 1st and 8th of November. This is a real boon for the district and for Manfield. The building of the Resource Recovery Station (Transfer Station) further down Kawakawa Road has begun and is hoped to be up and running by December. Police Report No report - just a reminder to be vigilant. Pam noted there had been a burnt out mini on Haynes Line which has left scorch marks on the road. Upcoming Events Post Covid Gathering on 6 September - flyers have gone out - thanks to our friendly mailman for doing that job. The menu is evolving. Election day is the same day as Pet Day for School so we are expecting the hall to be used for polling. Closing The next meeting will be Monday 21 September 2020. The meeting closed at 8.54pm

66 Minutes

Bainesse/Rangiotu Community Committee Meeting

19th August 2020 @ 7pm

Rangiotu Memorial Hall

Present: T Donaldson, R Taylor, G Dorn, J Taylor, A Horsfall (Chairman), A Sterling (secretary), B Law,

Guests: Cr A Quarrie, W Mudford, Cr S Casey

Absent: D Mitchell, J Mudford

No. Item Action (who)

1 Procedural Matters

1.1 Apologies That the following apologies be accepted: AHorsfall/TDonaldson

F Reid, J Hawthorn (MDC), Carried

1.2 Correspondence Inward:

MDC – Free data for Healthline contact numbers – e mailed to the community MDC: Free dental days offered – e mailed to community MDC: Creative Communities Scheme – A Sterling/B Law applications open MDC: 10 year plan for funding application Carried process. Deadline 1.9.20

That the inwards and outwards correspondence be approved.

1.2 Confirmation of That the minutes from the previous meeting held ASterling/JTaylor Previous Minutes on 15th July be accepted as a true and correct record. Carried

1.3 Matters Arising Drainage scheme –Meeting was held Wed last week. Cr Quarrie to ring R Griffin as an AGM requires to be held

Civil Defence- Names are to be collated ready for the September meeting.

Letterhead- It was agreed that a colour version may have more clarity, and the slide be included in the school photo.

Hall Committee- A Post Covid gathering is being organised for the end of September. It will be a drop in event, come as you are, bouncy castle,

67 No. Item Action (who)

food, and a natter. Any local businesses or services can be advertised there also.

Beautification- The area has been sprayed. T Donaldson has a nurseryman that can advise us of a plan for planting. A plan of a hedge planting, as a screen to hide the metal dump was muted. The area with dumped piles of metal has been tidied up by Higgins.

3 Other Business

A plaque with ‘corrections and additions’ for the war cenotaph have been finished. It was suggested that it be unveiled on Armistice Day11 November. A photo and letter of thanks, to be sent to the Rongotea Lions Club, by the Hall Committee.

10 year plan funding application will be downloaded and completed by the due date of A Sterling 1.9.20

W Mudford voiced concern over sport events closing local roads. If signs were erected around the supposed closure 2 weeks in advance this would rectify some confusion. Not everyone gets the newspaper.

Local Constable Mike Linton, Neighbourhood Support Trish Balmer, and the Emergency Management Officer will be attending our meeting on September 16th.

4 Council Matters

Update from Liaison Councillor on current MDC activities.

Cr S Casey, outlined the following:

Stock movement by-laws will be discussed tomorrow at MDC.

Mangaweka Bridge will be tendered. Trust to be formed to look after the bridge.

Earthquake prone buildings – letter has been sent to owners and now have 7 ½ years to strengthen or remove the building.

Skate park is now open in Feilding

Library –There has been debate over the costing , $5m set aside but there is no plan on what you will get for that money.

68 No. Item Action (who)

Pool and library are open at Covid level2

Cr A Quarrie outlined the Red Poppy Trust – As there is a significant area of interest where an infantry division set up camp for up to 1000 soldiers for a period of 18 month during the war. The area could be eligible for signage through the Red Poppy Trust.

Meeting Closed Time: 8.30pm

Next Meeting 16th September @ 7pm Rangiotu Memorial Hall

69 Himatangi Beach Community Committee 2020

Community Committee Minutes

Venue: Zoom, 20/08/2020 at 7pm

70 Present:

Stuart Campbell, Jason Kennerley, Penny Harrington, Reuben Ebrey, Janine Hawthorn, Philson Marsh, Hamish Waugh, Rene Van DeWeert.

Apologies: That the following apologies be accepted:

Sue Smith

Moved : Jason Kennerley Seconded: Reuben Ebrey Carried: yes

Correspondence:

Inward: - Email from Rebecca Bell about LTP

- Email from Fire Service about Fire Lane.

- Email from Mathew Bayliss about Dune Restoration.

- Community Petition.

Outward: - Email of letter from fire brigade to Stuart.

- Email to council about water funding.

- Email to Rec Services, Janine and James about bollards.

Moved: Jason Kennerley Seconded: Reuben Ebrey Carried: Yes

onfirmation of Previous Minutes:

That the minutes from the previous meeting held on 16th April be accepted as a true and correct record.

Moved: Jason Kennerley Seconded: Reuben Ebrey Moved: yes

Matters Arising:

Water Supply funding: Hamish Waugh spoke about the way water will be supplied around the country in the future and why these changes are being made. He also discussed the options the council have been investigating to improve the water in Himatangi. The current water supply meets the drinking water standards. There is silica and iron in the water which cause discoloration on surfaces when left to dry, this is common in coastal water supplies. The options to improve the water supply are to either - install a filter to the current water supply which would be expensive and have on going costs, - dig a deeper bore to try and get to a better quality of water, this however may not improve the water quality at all and has a high level of risk. - connect to the new water supply in Sanson once this is up and running.

Of the three options the connecting to the Sanson supply has the most appeal as the costing for laying pipes is fairly uniform so is easier to plan for as well as guaranteeing a high quality water supply.

The council has applied for funding from the government and they are working through the costings for the project. The government would only partly fund the project so the rest of the funding would need to come through the council.

The ohakea/sanson scheme would need to be hooked up first before an extra section of pipeline could be installed to Himatangi Beach. The earliest that work could start would be after Christmas next year.

Water Meters: Discussions were made about the possibilities of water meters to reduce wasting of water as the water pressure in the village drops significantly when the village is busy.

Fire Lane: The GIS team at council will be registering fire lane in the next few weeks.

Bollards/sight rails Hamish will talk to Mathew Bayliss to discuss repair options.

Temporary 50km zone: Hamish will have a look to see if the temporary sign can be put back to the original speed until the speed can be changed if needed officially.

Recycling centre The council will move the bins in the recycling centre to try and get the bins further into the recycling centre area. The committee has suggested that the back of the recycling centre be increased by 10m allow all the bins to fit inside the recycling area.

Doggy do bins Hamish to talk to Mathew Bayliss.

Funding Information:

73 Janine talked to the committee to explain how community funding works.

Petition: The petition from the community was submitted

Finances: Project fund: $9562.58

Community Tagged Funding

$3000 has been allocated for the Community patrol $3635 Stage 3 signage $3000 Stage 4 signage

The community committee has asked to have this money be released from stage 3 and 4 signage so it can be used for bollards. This will be ratified by an email to the committee.

$10000 for tennis court redevelopment.

Moved : Reuben Seconded:Jason

Carried: Yes

Community Plan: Review of community Plan Projects ( whats been completed, whats been planned, timeline, issues, actions)

Projects in order of priority

74 Bollards upgrade Skate park make safe Security Cameras privacy screens for public showers improvements to the paths by the creek outdoor fitness equipment signage to show street name history improvements to the road to the beach tennis court upgrade

MDC Community Project funding

Balance: $ 29197.58

Surf Club Report: None

Fire Brigade Report: none

Community Patrol Report: The Foxton Beach community have a project underway to install cameras that will be monitored by the Levin Police. Himatangi Beach could piggy back onto this scheme if we can get the funding to pay for our own cameras. The cameras are 12000-15000 each. The community committee will apply for funding in the long term plan and the trust will apply for funding through central energy trust.

There have been some young people ripping up the berms around the village. Higgins have repaired and the people involved are known.

75 Councillor Update:

- Cemetery strategy was adopted. - Draft stock movement bylaw has more work to be done on it. - The Mangaweka bridge has a approved a contract to rebuild the bridge, the tender is out for this. - The LTP was discussed in regards to the rates remitting policy as well as the infrastructure strategy. - The youth council has been selected and will be adding their input to the council on youth affairs. - Work to be done on earthquake strengthening of the council building - Feilding library is having an upgrade. - Work on the district plan around rural and village zoning. - Feilding based resourced recovery centre is underway - Waste water centralization project is progressing. Ohakea will be included into the scheme.

Meeting Closed: Time - 819pm Next Meeting: 17th September @ 7pm at the Himatangi Beach Community Hall.

Our mailing address is:

Himatangi beach Community Committee

4 Koputara Road

Himatangi Beach

Himatangi Beach, Wgn 4891

New Zealand

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77 MANAWATU DISTRICT YOUTH COUNCIL

MEETING NOTES

18 MAY 2020

Meeting commenced: 7:00pm

Present:

- All youth council members - Heather Gee-Taylor - Barbara Bowling

Apologies: None

Meeting Notes:

- Election of chairperson, deputy chairperson, and social media chair o Chairperson: Luca Luoni o Deputy chairperson/secretary: Sarah Lockhart o Social Media Chair: Katelyn

- Next face-to-face meeting to be Tuesday 2 June 2020, rather than Monday 1 June

- Leadership course options: o Weekend course as discussed, likened to the RDC o Leadership seminar in Wellington o Day course

- Rangitikei District Council documents: o Went through terms of reference, & code of conduct; . Code of conduct is suitable . Edits have been proposed for the terms of reference

- Logo; competition or ask the MDC designers to design one

Meeting adjourned: 7:59pm

References:

1. https://www.rangitikei.govt.nz/files/general/youth/Youth-Council-Terms-of-Reference- 2019.pdf 2. https://www.rangitikei.govt.nz/files/general/youth/Youth-Council-Code-of-Conduct- 2019.pdf 3. https://www.tryb.co.nz/

78 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

2 JUNE 2020

Meeting commenced: 5:35pm

Present:

- All youth council members - Heather Gee-Taylors - Barbara Bowling - Shane Casey

Apologies: Alex Short, Hillary Humphry

Meeting Notes:

o Brief introductions o In case of emergency o Toilets, exit, first aid/defibulator at front counter o No food in council chambers

- Katelyn: Social media update o Facebook – invites received today o Instagram – logo, colour run info, can post about it when know this

- Leadership weekend o Sixtus lodge – research to be done by Kate o Highland Home – research to be done by Zoe o Sunday, Monday, Tuesday – 1700 . Price, accommodation – 5th to 7th of July . Options re. venue and activities etc . Catering . Availability for school holiday period with options

- Young Achievers o Youth awards, end of October – Luca to forward to everyone the run sheet o School selection – contact schools, third Monday Oct o A chance for us to run the event – help honor the youth in the community o Bring questions/concerns to next meeting o Must set a theme for this year: last year was Kiwiana . 350 youth and parents, two speakers - 5 min speech each

79 - Colour-run; o Date to be set, can set at level one!

- General business o Public meeting last week re. council structure . Chief Executive – Richard Templar  $54m budget  $750m council assets, community halls, libraries, roading etc o By-law discussion; . Freedom camping . Goat tethering o Bus service; . Encourage youth to use it . Elder people etc

- Shane Casey FB, drone images on FB, skate park is halfway finished

NEXT MEETING TO BE HELD ON ZOOM, MONDAY 15TH JUNE

Meeting adjourned: 6:17pm

80 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

19 JULY 2020

Meeting commenced: 5:40pm

Present:

- All youth council members - Heather Gee-Taylors - Barbara Bowling - Shane Casey

Meeting Notes:

Logo: Katelyn & Kayla to meet next week - us to come up with something first. Overnight adventure come up with some ideas. Defer until we go away, bonding activity.

Leadership Weekend/Overnight: meet mid-morning, 10:20 meet councillor Humpries & Alex. Meet at Highland home at 11am. Three members going up at night. Heather, Alex, Eric all day. Shane comes up in the evening. Four people need a ride. 34 minutes from Feilding to highland home.

Role Description/Letter Head: To be changed to suit the Manawatu Youth Council. Will be actioned by HGT once confirmed by the rest of the council.

 Induction document – monitor that this has been actioned & included in terms of interest  Conflict of interest form – parents/yourselves are involved with possible conflicts  Police checks – over 18 years

Report to the full council; public forum.

Motion put forward by Luca

Motion: that youth council adopts terms of reference, code of conduct and role descriptions providing that the police checks for those over 18 are included in the description.

Seconder: Cassidy

81 Public council website: three documents to be accessible from the website.

Photo/names of people, contact number – essential, better for traffic.

Colour-run: 256 tickets have been sold so far. Sales $514 so far. Colour arrived today. Facebook name needs to be changed. Please share/list interest with the event so it is promoted. Have three friends to help on each station.

 Risks involved: throwing colour at people, physical activity. Reviewed and considered.  Have to adhere by the forms  Please approve tonight

Feilding districts promotions, regarding colour-run poster. Kayla – to help with this Eric has QR code.

Evolve wants to run the warm-up.

Colour Run Check List

Health and safety

Venue booked and confirmed

Sound system

Power access on site

Volunteer fire-brigade – 1 truck

Course design – 2.5kms, Makino pool slip and slide

Registration

Caravan; names and contact details, pre-registered don’t have to fill in. Scan ticket.

Wrist bands – Zoe to put on FB page so everyone can choose, plastic ones – vote on trip

Cater for 1000 people

Coffee carts; Stella’s Mum Alchemy Coffee

Food Truck; Little Fatty $15-$18/greasy food

Ice cream; Mr Kool

Sausage sizzle/Civil defence barbeque

82 Leadership weekend; Wendy Carr from Feilding Promotions, Vicky from Feilding Library

Ideas about how we can contribute to the community; two food banks in Feilding

Theme for Young Achievers Awards - Monday October 19th 2020; starts @ 7, can arrive from 6:40.

Considerations; certificates

- Kiwiana - Environment - Carnival

Sponsors: New World, Evolve, PGG Wrightsons, Rotary, Dean Williamson – Global HQ

Contact schools around applicants – date confirmed

Maximum of entrants/category

Information to go out Monday Term 3; Monday 20th July

Herbal Infusion – Alisha to contact. 20 minutes to play.

Motion put forward by Luca:

There is to be only two people/school/category (18 school, 14 maximum of people, 252 people max)

Alisha seconded

Motion put forward by Cassidy:

Motion that the theme is to be support Manawatu/semi-rural

Seconded: Olivia

Succession

People involved in this year, good to be around for next year. Youth council to have more responsibility, community of interest, have a say around council/have to be consulted with.

NEXT MEETING TO BE HELD ON ZOOM, MONDAY 19TH JULY

Meeting adjourned: 6:45pm

83 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

19 JULY 2020

Meeting commenced: 7:00pm

Present:

- All youth council members - Heather Gee-Taylors - Barbara Bowling - Shane Casey

Apologies: Alex Short, Hillary Humphry

Meeting Notes:

Young Leaders Colour Run 10am

o last year Paul, photos vision statements o Luca’s granddad to take photos o Zoe: contact Ms Hurst o Finishing line – banners/balloons o Heather to bring pigtails and tape o Alex: 10 sheets, contact details etc for the course o Tape them onto the counter of the caravan o Tressel tables; six people on the desk o Two spots: pre-registered and on the day registration o Heather & Shane: new vivids, sticky tape, and rubbish bags, scissors/knife o Alex buckets o Harrison: knife, scissors o Alex to bring tables o Speaker if want to play music at your station o Dress-up in colour o Someone in charge of each colour station o Dominos discount - $4 value pizzas o Flyers to hand out o Snacks for our crew: snacks o Friends at 1:30 at the latest o Evolve fitness o Tug of war rope match o Eric to put times up and what everyone needs to bring o Cassidy and Tegan who can’t make the meeting o Registration starts at 10

Logo design ideas

o Katelyn please find out about the logo

o Change FB name

o Wendy Crowl FDP – has funding through procurement community development space, money into skate park, skateboard art 3-4 week in August. Landscaping and grass seeded properly.

o Timeline from last year o Friday letter out and email to schools with categories

o Need to change times of dates from last year to this year

o Acknowledge the fire-brigade, Papa and caravan owners. o Two/school/category o Colour run will be finished at 4 o 9 Timona park, map to Timona park

NEXT MEETING TO BE HELD ON ZOOM, MONDAY 15TH JUNE

Meeting adjourned: 7:59pm

85 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

3 AUGUST 2020

Meeting commenced: 5:35pm

Present:

- Eight youth council members - Heather Gee-Taylors - Barbara Bowling - Shane Casey - Wendy Carr - Frances Smorti

Apologies:

- Katelyn Anderson - Cassidy Collier - Eric Schuster

Meeting Notes:

1. Tour of the district: is this something we would be interested in? - This is something that the council does – invitation to us has been extended - Rangiwahia/different areas around the district - Luca: poll on FB around dates/preferences – not Thursdays or the last Friday (rural day)

2. Statement for the council around what we have done this year - 25th Friday – first day of school holidays

3. HGT to push the information around code of conduct through to council - 1st October – some members of Youth Council to push this through - Include feedback from the colour run - Lots of information

4. Skate Park - MDC to do a grand opening – 20th of September, Sunday - Blessing/opening of the name

86 - Food/music/radio station - Things to do – Shaun Couples, professional skateboarder - Feilding on the map for the annual skate circuit - Volunteers to be the younger people/youth councillors: o Make sure people know where to go o Target is older children/youths - Skate park name: Mangakino Flow Park – name for anything with wheels o “skatey”, “hidden” o Nickname for the park: please think up something creative

5. Feilding Rural Day - 9th of October - Luca: poll, volunteering in community about the events is essential - Needle in a haystack – activities, hay from the Andy Short, sweeties from council budget - Should the day be changed? Weather is typically poor.

6. Youth Council T-Shirts - Zoe to look at the costing of t-shirts - Logo on the back and front, black t-shirts? - Normal t-shirt, collared, support local businesses

7. Logo a. Plain white and black 5 b. Blue 3 c. White with green person 0

Luca: “I make the recommendation that the youth council adopts the first option of the black logo with the small writing around it for the logo” Tegan seconded. Motion carried.

- HGT to get logo design out from design team in high quality version.

8. Young Achievers Awards – 19th October - Shane/Barbara/Trena around invitations to the school - Had to get logo finalised first - Luca follow up Hata Paroa to do kappa haka performance - Schools submit information through MDC website - HGT check test form - Each youth councillor to follow up with three schools, e.g. “hi I’m Tegan, with the youth council… is the internet alright, do you have any questions?” - good for leadership

9. Colour Run - Great feedback team!! Legends!! - Needs to be run in summer - Other activities to be run, to reduce bottleneck at the waterslide - Change course to start with the waterslide, use the hoses in the middle - $820 online sales and $1270 to be banked in youth council account

Zoe: I move that we bank the money received both electronically and physical be moved into the Youth Council Funds. Seconded: Luca Motion Carried

- Charities/money come into account - Cards: o ‘Richard Anderson’ - caravan (Rural Land & Lifestyle) o Makino Aquatic Centre – ‘team at Makino’: Zoe to write the cards

Suggestions for Next Year

- Feed truck/coffee - More than one drop – people missing out - Different tracks/options - Different registration/sign in - Site plan - Curtain sider truck - Hostel people were a huge help - Communicate with Paddy McGlocklahan from soccer club next year

10. Hosting Possible Careers Expo - Agriculture - Supply chain and logistics - Taking people out to the worksite, is this something we want to look into in the future? - More effective than putting all businesses in one place and taking a whole lot of people to it - Mayor Helen and Mayor Margaret; take Youth Council out for training with concept around hosting people in the future o Work experience after the hosted tour; opportunities for few days of work experience

11. Future Planning of Youth Council - Who is not going to be in district next year? - How are we going to recruit for next year? o Feilding Herald – working age people

88 o Social Media o Advocating and be proud of what you do. o Video/Tik Tok/Facebook/snapchat o Radio advertising - Young Chamber, Wendy to get contact, HGT to contact - Applications be in and elected by December - Flyer/forms for application for next year – young achievers awards

12. Pink Shirt Day – 16th October - Mufti Day – breast cancer - Big screen, live feed, police band, food trucks - Olivia/Cassidy community committee around mufti-day

13. Youth Focus Group - Shane chairs Youth Focus Group; discuss what’s hot/not regarding youth o Whanau Day o Cactus - Vision statement; meet both groups together to look at youth strategy - $25k funding for Youth Strategy - Napier/Rangitikei/Nelson/Whanganui has strategies - Youth coordinator; needs someone to pull all these groups together – long term plan - Council will consider if it is submitted in long term plan

NEXT MEETING TO BE HELD ON ZOOM, MONDAY 17TH AUGUST @ 7:00PM

Meeting adjourned: 7:31pm

89 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

17 AUGUST 2020

Meeting commenced: 7:02pm

Present:

- Youth council members - Heather Gee-Taylors - Barbara Bowling - Shane Casey

Apologies:

- Katelyn Anderson - Olivia Niamh Bishop-Matthews - Tegan Hardie

Meeting Notes:

1. Alex: potential stall at teachers conference? - Conference is on Friday 4th September - Connections/culturally responsive practice - Would we like to have a stall there? Yes. - 350 – 400 teachers, good for promotion of Young Council - 2 – 3 sentence blurb about what we are covering o Broad blurb about what the Youth Council does and achieves - Recruitment drive?!?

What is the youth council about?

- Youth council – representation of youth in the community - Advocating for youth - Voice for youth in the Manawatu - Learning about local government - Opportunity for leadership development within the community - Celebrating youth - Upskilling the group - Collaboration

Cassidy: action pamphlet: few bullet points about what we do: to be done by Monday week

o Skate park o Rural day o Colour run

90 o Leadership awards o Visuals

2. Tour of the District - Monday 4th October; meet @ 8:30, finished 4:30 – 5:00 - Shane to sort Youth-Line van – email request from Youth Council o Luca, cc HGT, to Shane o Mayoral request to Base Commander, through her Worship? - South of the district, then the north o Reservoir @ McDonald heights o Rangiwhaia reserve o Waste water treatment o Sanson toilets o Totara reserve o Himatangi sand-dunes/beach o Nursery o Kitchener Park o Ohakea

3. Rural Day - Needle in the haystack o Organisation o Alex Short, hay. Ice-block sticks – lollies o Sarah will join for the lunchtime shift 

4. Skate Park Opening - Wendy said it was mainly the skatepark was advertised to appeal to the older youth - Luca to send email to Wendy showing support

5. Youth Council T-Shirts - Zoe you legend, thanks for all the information!! - Nick Beetram: funeral headstone; about 15 tshirts - Do we get him to screen print the tshirts, or use Nick’s tshirts? o Warehouse tshirts; 15 plain black tshirts, $75-$90 o Unsure on-screen printing yet, shall hear from him tomorrow - Alex got last tshirts in PNorth – with screen printing - Send Zoe sizes on FB messenger

6. Youth Leadership Awards - HGT will allocate a school for us to follow up with - Submit a budget/get funding as required through sponsorship - $250/category = $8000 – covers cost of hall - Newspaper advertising

91 - Luca: Kapa Haka group, proceed with email – talk to HP about youth council - Band: Aleesha - Hall is booked - Speaker: someone who is inspiring who relates into the theme of the awards o Jacinta – speaker? o The Manawatu theme; ex-youth ambassadors o Hillary/Cassidy ESL students o Mayor Margaret might have thoughts o Ian McKelvie

7. Recruitment Drive - Good number of applicants and members/high caliber of members wanted - Chamber of commerce – youth - Kate to talk to assemblies - Incorporate people who are not in school, HP assemblies - Email teachers and get them to nominate top students - Incorporate into stall at teacher event? o Certain date for application – close November 1st o How to apply/application/contact details/council website with link on FB o Link to recruitment drive when we get allocated schools? - Alex to change name and logo! 

8. Discuss Youth Strategy on Tour of Manawatu

9. Pink Shirt Day/Cassidy: mufti-day fundraising plan

Meeting Adjourned: 8:16 next meeting August 31st or September 7th?

NEXT MEETING TO BE HELD IN CHAMBERS, MONDAY 7TH SEPTEMBER @ 5:30PM

Meeting adjourned: 8:16pm

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 02 September 2020

Housing Strategy and Community Development - Options

Purpose

To present options for resources to support the Housing Strategy and Community Development.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council:

• Approve a request of unbudgeted expenditure of $60,000 for consultant resources to bring forward the development of the Housing Strategy.

• Approve a request of unbudgeted expenditure of up to $80,000 for a fixed-term contract until 30 June 2021 to employ a Community Development Youth Support Officer for the establishment of Youth Council support and Youth Action Plan.

• Approve a request of unbudgeted expenditure of $20,000 per annum licence fee and $10,000 customisation costs for Smarty Grants implementation.

That Council decline the request for unbudgeted expenses to support the Housing Strategy and Community Development Strategy implementation.

Report prepared by: Michael Hawker Project Delivery Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

93 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

 

2 Background

2.1 Manawatū District Council (MDC) adopted a Community Development Strategy in 2019 with the vision of “Our District offers a high quality of life for all residents”. No additional staff or resources were approved for the implementation of the Strategy.

2.2 A report on Housing background was written for the Community Development Committee meeting on 25 June 2020. The Community Development Committee resolved “That the Community Development Committee receives the report and refers this to Council”. The purpose for referring the report was to obtain full Council input into the breadth of the scope for the Housing Strategy.

2.3 The Housing Background Report went to the Council meeting of 23 July 2020. The report illustrated the Housing Continuum concept under the headings of Social, Affordable and Market, for Council discussion on where on the continuum the Council wished to place its focus for development of the Housing Strategy. The result of the meeting was that:

• Council agrees to consider the total housing continuum as part of the Housing Strategy.

• Council notes that this was a broader scope than that identified in the Community Development Strategy.

• Council notes that the first step in the development of the Housing Strategy would be preparation of a Manawatū district housing stocktake.

2.4 The purpose of the Housing Stocktake report is to provide an evidence-based identification of the key housing issues for Manawatū District from which a Housing Strategy can be developed.

2.5 A budget allowance of $20,000 has been made for the Stocktake report to purchase data and any external labour. The MDC Economist and a member of the Manawatū Community Trust are co-authoring the Stocktake Report.

2.6 At the Community Development Committee meeting of 27th August 2020, the Committee received the presentation “Community Development Strategy – Implementation Update 2”on the progress of the Community Development Strategy. The presentation noted that the Community Development Strategy had increased the workload for staff. That COVID19 had interrupted progress and also increased the workload further due to the new COVID19 Response Community Plan. Changes had been implemented including new accountability reporting and reporting on advocacy as a united set of actions. A series of actions had not been

94 able to commence due to COVID19 and resource availability. The Committee expressed concern about capacity and resourcing within Community and Strategy team.

2.7 The Community Development Committee agreed that Officers develop a paper to accelerate progress on the Housing Strategy to be taken to Council and that Officers would also investigate options for reallocation within the Community Development portfolio as part of that paper. It was also noted that Officers were reviewing resourcing in this area as part of the 10 Year plan.

2.8 At the Council meeting of 3 September 2020, in considering the matter of the establishment of the Manawatū Youth Council. The Council resolved to establish Manawatū Youth Council and adopt the Manawatū Youth Council – Terms of Reference, the Manawatū Youth Council – Code of Conduct, and the Manawatū Youth Council – Role Descriptions.

2.9 The Council also noted that resourcing implications arising from establishment of the Youth Council would be addressed as part of a report back to Council on resourcing needs arising from the implementation of the Community Development Strategy.

3 Discussion and Options considered

Housing Strategy

3.1 Four options to accelerate progress on the Housing Strategy have been considered and they are:

• Complete the work on the Manawatū district housing stocktake and then use that to complete the Housing Strategy.

• Continue work on the Manawatū district housing stocktake and start the Housing Strategy after the first draft of the stocktake report has identified key issues.

• Stop the Manawatū district housing stocktake and allocate effort and resources to documenting a Housing Strategy without the stocktake evidence and analysis.

• Continue work on the Manawatū district housing stocktake and start the Housing Strategy in parallel.

3.2 The last option to do both the Housing Stocktake report and Housing Strategy in parallel is preferred as it would bring forward the completion of the Strategy. If an external contractor was available by the end of September to develop the Strategy and provide additional support for the Stocktake, it is possible that both the Stocktake and Strategy can be presented in draft to Council in December 2020. It is estimated that $60,000 be allocated for this assignment.

3.3 One risk for this option is the additional work required to synchronise progress on the Strategy with emergence of data findings. Another risk for this option is the availability of a suitable resource to meet the schedule.

3.4 One constraint on accelerating the Stocktake report is data availability and access. Making special requests for data from external agencies does not obtain significant schedule improvement from either more budget or people.

95 Community Development

3.5 An option to obtain (non-cash releasing benefits) of 250-300 hours per annum freed up for the Community Development Adviser is through using the Smarty Grants system to manage community development contracts and grants. The annual operating expenditure fee is $20,000 per annum. Costs of up to $10,000 would cover customising setup for MDC.

3.6 The overall annual time savings for the Community Development Adviser would allow that role to allocate this time to the expanded portfolio of duties related to the Community Development Strategy. In addition, Smarty Grants will assist with efficiencies in reporting on decisions and accountability to the Community Development Committee.

3.7 The development of a Youth Action Plan will provide direction, action lists and resourcing requirements for MDC youth initiatives. The Council has approved the formation of the Youth Council. There are no internal resources available to support the Youth Council.

3.8 The Youth Action Plan is due for presentation to Council in December 2020. So the proposed option is to have a fixed term contract from the date of employment starting until the end of 20/21 financial year to provide initial resources for Youth Council support and the start-up actions of the Youth Action Plan. The employment of any person from July 2021 onwards would be subject to 10 Year Plan decisions about resourcing the Youth Action Plan. An estimate of of up to $80,000 for salary, employment expenses (ACC, Superannuation etc) and equipment.

4 Operational Implications

4.1 Selecting any or all of these options will require staff employment, contracting, monitoring and reporting.

5 Financial implications

5.1 Budgets for Community Development have been fully allocated.

5.2 Any additional expenditure for these resource options would be an unbudgeted expense for Council for the 2020/21 financial year.

5.3 Any additional money granted for the 2021/22 financial year would be added to the budget.

6 Statutory Requirements

6.1 There are no statutory requirements related to this report.

7 Delegations

7.1 Council has the authority to approve any unbudgeted expense.

8 Consultation

8.1 There are no consultation requirements related to this report. The development of the Housing Strategy may require consultation with the public.

96 9 Cultural Considerations

9.1 There are no cultural considerations related to this report.

10 Conclusion

10.1 Council has the authority to approve, partially approve or decline the request for additional unbudgeted expenses to accelerate the Housing Strategy schedule and provide more resources for the increased Community Development Strategy workload.

11 Attachments

• Housing Stocktake Report Timeline

97 Table 1

Week Starting Data Collection Data Preparation Report Other Milestones

17 Aug 2020 Data Triage Drop Box Set Up Work Plan Complete. for File Sharing Start Quantitative Data Collection (82 Data Sets from 15 entities)

24 Aug 2020 Send oﬀ Special Data Requests

31 Aug 2020 Collect Quantitative Review Report Check In Data Narrative & Initial Issue Identiﬁcation

7 Sep 2020 Collect Quantitative Report Draft Data

14 Sep 2020 Collect Quantitative Report Draft Check In Data

21 Sep 2020 Qualitative Data Compile Data Report Draft Collection Tables

28 Sep 2020 Qualitative Data Compile Data Report Draft Check In Collection Tables

5 Oct 2020 Compile Data Report Draft Data Collection Tables Completed

12 Oct 2020 Compile Data Report Draft Tables

19 Oct 2020 Additional Data Review 1st Draft Assess if peer 1st Draft Report Collection review needed Completed

26 Oct 2020 Additional Data Final Report Writing Report Layout Collection Design Starts

2 Nov 2020 Prepare Tables for Final Report Writing Check In Publication

9 Nov 2020 Final Report Writing

16 Nov 2020 Final Report Writing Check In

23 Nov 2020 Final Report Writing & Review Final Report

30 Nov 2020 Final Report Report Ready for Publication & Agenda Council Report Prepared

7 Dec 2020

14 Dec 2020 Report Presented Council Meeting To to Council Present Stocktake

21 Dec 2020

28 Dec 2020

1 98 Table 1

Data Source Collected By Notes

BRANZ Tyson

Core Logic Stacey

Kaianga Ora (HNZ) Stacey

Infos DB Stacey

Massey University Tyson Send Request

MBIE Tyson Send Request

MSD Stacey Send Request

RBNZ Stacey Send Request

Stats NZ Stacey

Treasury Tyson Kiwisaver support

IRD Tyson Kiwisaver support

GIS & Rating DB Stacey Yields, Stock

SINCOSS Joint Meeting Homeless

Property Joint Meeting Managers Assoc

Mortgage brokers Joint Meeting & Banks

991

Council

Meeting of 17 September 2020

Business Unit: Community and Strategy Date Created: 02 September 2020

Section 17A Review of FDP Information Centre Contract and New FDP District Development Services Contract Recommendation

Purpose

To present the District Development Services Contract for Council consideration.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1. That Council receives the report “MDC s17A Information Centre Service Review FINAL 14 MAY”.

2. That the Council awards the contract for District Development Services to Feilding and District Promotion Inc for Eight Hundred Thousand, Seven Hundred and Fifty Three Dollars plus GST ($800,753 plus GST) covering the period 1 October 2020 to 30 June 2022.

3. That the Chief Executive of the Manawatu District Council be delegated authority to approve minor amendments to finalise and sign the contract.

4. That the Council notes the total value of the contract is $835,335 including rental photocopier payment and in-kind services.

Report prepared by: Michael Hawker Project Delivery Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

100 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

 

2 Background

2.1 At a Council Workshop on 19 March 2020 there was a presentation outlining District Development Services, the Community Development Strategy, and the Economic Development Strategy. This also outlined services currently provided by Feilding and District Promotion Inc (FDP) and the contract sums at that time. There was a discussion about what services were desirable to be delivered by FDP, this included adding services that covered both Economic and Community Development. The CBD Security Service and Information Centre Services were agreed to both continue.

2.2 A Section 17A Review was then conducted on the Information Centre service provided by FDP, as that had become unbundled from a broader delivery of economic development services. It was therefore timely to review its governance, funding and delivery before the current contract was due for termination on 30 June 2020.

2.3 The Section 17A Review Report was presented for Council to discuss at its Workshop on 20 May 2020. The Section 17A Review recommended that an enhanced status quo be adopted for the contract. The report noted that there would be benefits to bundling the Feilding-based Information Centre contract as part of the Priority Services funding agreement as having it a stand-alone service is inefficient given the size of the contract.

2.4 At the same Council Workshop on 20 May 2020 options for a possible Feilding and District Promotion Contract Structure were presented for discussion, which had been informed by the Section 17A report. The results of the discussion were:

• Council were supportive of the approach to have an overarching contract for Information Centre Services, Economic Development and Community Development with FDP and that this was to be directly negotiated by officers.

• Officers to go back to FDP to discuss a comprehensive funding contract with Council.

2.5 At the Community Development Committee meeting on 25 June 2020 there was a report on the Community Development Strategy Priority Service Applications assessments and decisions made within delegation by the Assessment Panel. The report noted that the FDP proposal for Priority Services would be referred to Council for final approval as part of a wider contract. The Assessment Panel agreed on a maximum sum of $170,000 from the Community Development budget to negotiate further on the deliverables.

101 3 Discussion and Options considered

3.1 Since these Council meetings and the direction provided by Council, FDP and MDC staff have been working together to define a wider contract to cover District Development services in the broad areas of

• Community Development Services linked to priority services of the Community Development Strategy

• “Grass-roots” Economic Development and Support Services

3.2 In many cases the services to be included in the contract support District Development overall, and parts of both the Economic Development Strategy and the Community Development Strategy.

• For the Community Development Strategy the assessment panel saw FDP’s was mainly within the two outcomes of Wairua and Whānau.

• For the Economic Development Strategy the “grass roots” economic services relate the goal of “business are able to access the support they need”.

3.3 The Results Based Accountability approach which has been introduced for the Community Development Priority Services contracts has also been used to cover all the services in the FDP contract.

3.4 If the contract is approved then as the contracted services cover District Development in general, FDP will report to Council 6 and 12 monthly.

4 Operational Implications

4.1 There are no additional operational implications resulting from this report.

5 Financial implications

5.1 The total amount for the agreement covering the period 1 October 2020 to 30 June 2022 is $800,753 excluding GST. The amount for the first year will be $364,753 excluding GST and the second year $436,000 excluding GST.

5.2 The contract sum per annum for all the services is $436,000 excluding GST. The amount allows FDP to employ enough staff to provide the wider range of services in the contract.

5.3 As part of the FDP contract, MDC is providing “in-kind” 20 hours per week of MDC staff time to help deliver the events component of the contract services. The value of this “in-kind” support is $33,550. The Council, utilising its photocopier rental contract, pays $1,032 per annum for photocopier rental on behalf of FDP.

5.4 The total value of the contract is $835,335 including rental photocopier payment and in-kind services.

5.5 The first year of the contract would be funded by a combination of existing budgets for the financial year 2020-2021 plus budget carry forwards from the financial year 2019-2020.

102 • $170,000 from the Community Development Budget

• $104,000 from the Economic Development Agencies Contracts Budget

• $15,084 from the Feilding CBD Security budget

• $147,000 from the 2019-2020 carry forward of $156,786 from the Economic Development Opportunities budget.

5.6 For the financial year 2020-2021 the first quarter of payments have already been made through rolling over existing contracts from 2019-2020. This is deducted from the contract sum for 2020-2021.

5.7 The second year of the contract for the financial year of 2021-2022 would be funded from the current level of District Development budgets plus a proposal in the 10 Year Plan to increase the District Development budget by $147,000 over the current level of budget.

6 Statutory Requirements

6.1 Section 17A of the Local Government Act 2002 requires that councils periodically undertake a formal review of how they deliver their services. This was enacted as part of the 2014 amendments to the Local Government Act 2002.

7 Delegations

7.1 Council has the authority to award the contract.

8 Consultation

8.1 There are no consultation requirements relating to this report.

9 Cultural Considerations

9.1 There are no cultural considerations relating to this report.

10 Conclusion

10.1 The Section 17A Review of the Information Centre Service is complete and ready for Council to receive.

10.2 A thorough process has been conducted in developing a contract between MDC and FDP covering a range of District Development services.

11 Attachments

• MDC s17A Information Centre Service Review FINAL 14 MAY.

• District Development Services Contract with FDP

• District Development Services Contract Schedule 2

103 • FDP Proposal to Priority Services Funding

104

SERVICE DELIVERY REVIEW

VISITOR INFORMATION SERVICES

PREPARED FOR MANAWATŪ DISTRICT COUNCIL MAY 2020

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1. INTRODUCTION

Appointment and Terms of Reference Manawatū District Council engaged Third Bearing Limited to undertake a service delivery review relating to the Feilding-Based Information Centre contract held by Feilding and District Promotion Incorporated.

The terms of reference for the review was to fulfil the requirements under section 17A of the Local Government Act 2002 as it related to the contract. Wider issues – such as options for expanding the service – were covered as part of context but were not to form part of the assessment required under section 17A. Similarly, we were to consider the other activities undertaken by Feilding and District Promotion as part of context for the review, but not include them as part of the review itself.

A service delivery review should determine whether the existing means for delivering a service remains the most efficient, effective and appropriate means for delivering that service. The legislation requires that a service delivery review must periodically assess “the cost- effectiveness of current arrangements for meeting the needs of communities within its District or region for good quality local infrastructure, local public services, and performance of regulatory functions.”

Section 17A requires consideration of the following options:

a) funding, governance and delivery by Council

b) responsibility for funding and governance is undertaken by Council and delivery is undertaken by another Council

c) responsibility for funding and governance is undertaken by Council and delivery is undertaken by a CCO, wholly owned by your local authority

d) responsibility for funding and governance is undertaken by Council and delivery is undertaken by a CCO, where Council is a part owner (the other owner or owners might be a local authority or other organisation

e) responsibility for funding and governance is undertaken by Council and delivery is undertaken by some other person or agency (such as a private or community sector agency)

f) responsibility for funding and governance is delegated to a joint committee or other shared governance arrangement, and delivery is undertaken by some other person or agency

g) any other reasonably practicable option for funding, governance and delivery (section 17A does not limit the options to those above).

These options have been considered in this report.

Work Programme and Reporting The assignment was undertaken from March 2020 to a draft report presented in late April 2020. Our work was carried out by Tracey Hunt, Derek Walker and Tyson Schmidt.

We reviewed information provided to us by Manawatū District Council and Feilding and District Promotion, and held interviews with representatives of both organisations (including Her Worship the Mayor Helen Worboys). In addition, we examined recent reports on similar services in other parts of New Zealand.

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Abbreviations, Tables and Currency Units The following abbreviations are used throughout the text:

CEDA – Central Economic Development Agency

CCO – Council Controlled Organisation

CHBDC – Central Hawkes Bay District Council

FDP – Feilding & District Promotion

KPI – Key Performance Indicator

KRO – Key Reporting Outcome

LGA – Local Government Act

LTP – Long Term Plan

MDC – Manawatū District Council

PNCC – Palmerston North City Council

RDC – Rangitikei District Council

TDC – Tararua District Council

Probity Manawatū District Council and Feilding and District Promotion have provided guidance in respect of our terms of reference and assisted us with our work. We gave consideration to their advice and requests but are satisfied that none influenced our report or its conclusions inappropriately.

Acknowledgements The co-operation and assistance of the Feilding and District Promotion, Her Worship the Mayor Helen Worboys, and the staff of Manawatū District Council is gratefully acknowledged, especially given how busy all of these people were as part of the Covid-19 lockdown.

Disclaimer Third Bearing Limited has prepared this report in accordance with the instructions of its client on the basis that all data and information that may affect its conclusions have been made available to us. No responsibility is accepted if full disclosure has not been made. We do not accept responsibility for any consequential error or defect in our conclusions resulting from any error, omission or inaccuracy in the data or information supplied directly or indirectly.

This report has been prepared solely for our client for the stated purpose. Third Bearing Limited, its officers, agents, subcontractors and their staff owe no duty of care and accept no liability to any other party, make no representation or warranty as to the accuracy or completeness of the information or opinions set out in the report to any person other than to its client including any errors or omissions howsoever caused, and do not accept any liability to any party if the report is used for other than its stated purpose.

SERVICE DELIVERY REVIEW MANAWATŪ DISTRICT VISITOR INFORMATION 3 SERVICES 107

2. CURRENT SITUATION

Current contract 1. Manawatū District Council (MDC) has a contract (MC1158 attached) with Feilding and District Promotion Incorporated (FDP) to provide a Feilding-based Information Centre service. The contract value is $104,940 excluding GST. The contract term is from 1 July 2019 to 30 June 2020.

2. The description of services for the contract are to provide a Feilding-based Information Centre covering the Manawatū (available Monday to Saturday) and a Manawatū District- focused website.

3. These services support the outcome of growing tourism spend in the Manawatū District, including directly at tourism businesses such as accommodation, transport and attractions, but also with tourism-related businesses such as supermarkets, gas stations and shops. This has an impact on the wider District economy by the tourism and tourism-related businesses spending with supplier businesses such as law firms, financial services, cleaning etc.

4. The contract lists two key deliverables:

implementation of the work plan attached to the contract, and

monthly activity report (or similar).

5. The three Key Performance Indicators (KPIs) listed in the contract are:

1) Increase the number of visitors to the Feilding Information Centre a) Visitors are: i) Web ii) Social Media iii) Email iv) Walk In v) Phone. 2) Increase the conversion rate of visitors: a) number of information centre visitor queries referred to local businesses. 3) Revenue from sales of bookings and merchandise. 6. A full list of services and functions listed as part of the work plan is included as Appendix One to this report.

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History 7. FDP (and its predecessor Feilding Promotion Inc)1 has provided a form of visitor information services to the Manawatū District community for nearly 30 years. One of the most recent and most significant changes to the delivery of visitor information services occurred in 2014 when MDC undertook a review of its economic development services. The aim of the review was to improve economic development and tourism in the District through two distinct actions; the creation of an economic development strategy and the review of the economic development services delivered.

8. MDC and PNCC have a long partnership of joint funding tourism and economic development services. Considering this, the two Councils collaborated to complete the service delivery component of the review. As a result of the review and community consultation the Councils established a single Central Economic Development Agency (CEDA) in 2016. CEDA operates as a Council Controlled Organisation (CCO) which was considered the best mechanism for providing the level of independence and control they sought.

9. CEDA was tasked with delivering a range of economic development and tourism services across the City and District. Both Councils also agreed that in addition to the services purchased from CEDA, they would continue to provide their own individual economic development activities specific to serving their own communities.

10. MDC decided in 2016 that provision of visitor information services for the Manawatū District would also be transferred to CEDA to deliver. At the time FDP were the existing visitor information services delivery agency, and CEDA sub-contracted back to FDP. The value of the contract at the time was $80,000 per annum. The contract remained sub- contracted to FDP until 30 June 2019.

11. In 2019 the visitor information services contract was due for renewal, and MDC entered into a direct contract with FDP for the year 1 July 2019 to 30 June 2020. This is the current contract and has a value of $104,940. The direct contract occurred when Palmerston North City Council took the Palmerston North i-site in-house and CEDA were no longer contracted to provide information centre services as one of its core functions.

Other funding for FDP 12. During the economic development review MDC also considered the future funding and delivery of local events. Many of these events were either solely run by FDP or run in partnership with other organisations. MDC recognised that these events provided enjoyment, a sense of pride and economic and social opportunities for residents and visitors and that it was important a range of local events continue to be provided. Furthermore, new events would be encouraged particularly those held throughout the wider District that celebrated villages and promoted Community Plans.

13. To ensure the continuation of local events and local economic development services MDC transferred $100,000 of existing funding to the Community Development Fund. Funding for events and any local economic development services would be made available upon application.

14. In 2016 FDP secured a Partnership Funding contract with MDC for $165,000 per annum. This contract was reviewed and renewed in 2018/19 for a further 1 year and will expire on 30 June 2020.

1 In 2016 Feilding Promotion Inc ceased and a new entity was established called Feilding and Districts Promotion Inc to reflect that its work extended beyond Feilding and promoted the entire Manawatū District.

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15. Each of these services have multiple key reporting outcomes and measures – an average of just over 9 KROs per service with one service having 19 measures (for a service that receives the fourth highest amount of funding out of all 13 services).

Table One. FDP services purchased by MDC through Partnership Fund

Service Annual funding Number of KROs

Business development

Business awards $15,000 19

Business newsletter $9,000 9

Feilding CBD Beautification $5,000 5

Free CBD Parking Facilitation $1,800 5

CBD After Hours Security Service Administration $15,048 8

Community Liaison $15,000 10

Strategic Plan $3,800 5

Tourism & Events

Saleyards Tours $3,700 8

Local History/Heritage Promotion $2,000 4

Rural Day Event $14,000 12

Christmas Carnival & Parade/Living Christmas Event $35,000 17

External Event Support & Opportunities $40,000 5

Farmer’s Market Administration $14,973.98 14

16. The majority of these services have a direct connection to the contract to provide a Feilding-based Information Centre service. For example, FDP’s delivery of the saleyards tours and rural day events are of direct interest to visitors, and the business development activities help to ensure FDP is engaged with the business community and therefore better able to connect visitors to these businesses.

17. FDP also applies to other Council funds to undertake activities not covered by the Partnership Fund or Information Centre contract. For example, in 2018/19 FDP received grants from the MDC Events Fund – $4,450 to support the Gravel & Tar cycling event and $1,000 to hold a community event in support of the New Zealand Grand Prix at Manfeild Park – and from the Creative Community Scheme fund ($3,300 for the Feilding Mural Crew).

18. While the Partnership Fund and individual event funding enables FDP to fulfil a range of other outcomes for MDC, perhaps most importantly this range of funding also ensures it can operate at a scale that makes certain ‘back-office’ costs economic.

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Fit with MDC economic development plans & strategies 19. While the visitor information service contract is not specially identified in MDC’s Long Term Plan, it is likely to be considered part of the “grassroots level” economic development and general promotion activities supported by MDC.

20. MDC’s Vision, District Development Group and Economic Development Activity aspirations are supported by the provision of visitor information services. Visitor information plays an important part of promoting and developing the tourism component of the District’s economy. Pre-trip planning, encouraging visitors to book with and/or visit a local business, extend stays, and participate in local activities all positively contribute towards growing tourism businesses, associated tourism businesses, and to the Council’s vision of a thriving Manawatū, and prosperous local economy.

21. CEDA is noted in the Long Term Plan as leading the economic development for the Manawatū. FDP is not specifically mentioned however would be considered included in the group of “key partners” and “external agencies [that Council works with] to develop, improve the local economy.” We note that Long Term Plans are high level documents and do not generally contain specific detail on every aspect or contractor associated with activities provided.

22. MDC’s Economic Development Strategy 2017 states that the Manawatū is well positioned to grow the visitor/tourism sector along with other sectors including food, agriculture, defence, education, services and logistics. Tourism is noted as having limited scale compared to other stronger aspects of the District’s economic development. However, growing niche tourism is identified as having some potential to be further developed including initiatives like the “Country Road” scenic routes and experiences road tour throughout Northern Manawatū, and farm tourism as part land diversification strategies. CEDA is listed in the Economic Development Strategy as the partner that will: promote/enhance the Manawatū brand to attract and retain new businesses, residents and visitors/tourists to the District.

23. Although not specifically identified in the Economic Development Strategy, visitor information services could be considered a small part of the District’s Economic Development Infrastructure. The Strategy identifies Economic Development Infrastructure as the combination of Social and Physical Infrastructure that collectively supports economic development of the District. Alongside physical infrastructure like roads, and libraries and sports facilities; social infrastructure like the provision of services is used to leverage economic development.

24. The actions involved with the delivery of visitor information services support the aspirations of MDC’s Community Development Strategy. Visitor information services provide visitors with a one-on-one service experience and are considered the human interface that connect visitors with the local community. MDC’s expectation that the contractor will deliver information services that aim to exceed visitors’ expectations of the service and welcome aligns with the Community Development goal of “we are a welcoming community.” The promotion of local events and attractions that promote the District’s heritage and local people can positively contribute towards a sense of community pride and belonging amongst the wider host community.

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Table Two. Fit with statutory and non-statutory plans & strategies

Manawatū District Council Long Term Plan 2018-28

MDC’s overarching vision is “Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand.” This vision is achieved through groups of activities and activities including: District Development Group The vision for District Development is to: build a strong and vibrant community by supporting groups, activities and events, and by ensuring our regional and local economy enhances our quality of life. The Long Term Plan includes a range of District Development actions of which the following are most relevant: • Working with and funding external agencies to develop, improve and promote the local economy • Supporting and promoting community and economic development at grassroots level. Economic Development Activity The vision for Economic Development is “Council is committed to working with our community and key partners to deliver a local economy that is prosperous and diverse and offers a high quality of life for all.” Several Economic Development actions are provided with the most relevant being: • Promoting and providing funding for the promotion of the Manawatū District as a great place to live and do business.

Growing Manawatū - Manawatū District Council Economic Development Strategy 2017

MDC’s vision for economic development is “The District economy of Manawatū is prosperous and diverse, offering a high quality of life for all residents.” The Economic Development Strategy has three Strategic Outcomes with most relevant to Information Services being: Strategic Outcome 2: Our [Economic Development] infrastructure enables and supports a wide range of economic activity. Utilising our economic development infrastructure, we will develop businesses that improve quality of life and provide employment to attract and retain residents who want to strengthen our communities. The Strategy has 4 Economic Goals and a range of actions of which the following are the most relevant: Goal 1: The local economy is growing and diversifying. Action: We will promote the Manawatū District to attract new businesses, residents and visitors to the District. Focus areas include: • Attracting more visitors to enjoy the outstanding rural landscape and the Country Road • Encourage development of additional visitor/tourism infrastructure.

Manawatū District Council Community Development Strategy

MDC’s vision for Community Development is: “Our District offers a high quality of life for all residents.” This Strategy has four outcomes and a set of goals that are based on Te Whare Tapa Whā Model. Wairua Outcome: We are connected and inclusive. Our strength is in the diversity of our people and our heritage. Goals: • We are a welcoming community • Everyone has s sense of belonging and are proud of where they live.

Manawatū-Whanganui Economic Action Plan - Accelerate 25

The Manawatū-Whanganui Economic Action Plan’s overall success is identified as “a stronger and more prosperous Manawatū-Whanganui by 2025: for our people; for our mokopuna; for New Zealand.”

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The Manawatū-Whanganui has a several key opportunities that if realised could significantly add to the GDP of the economy. Tourism and Visitor Services are identified as an Opportunity.

New Zealand-Aotearoa Government Tourism Strategy: Enrich New Zealand-Aotearoa through sustainable tourism growth

The National Tourism Strategy aims to: “enrich New Zealand-Aotearoa through sustainable tourism growth” and has five integrated outcomes and a range of actions. The most relevant are:

Outcome 3: New Zealand-Aotearoa delivers exceptional visitor experiences. Action: To ensure the sustainability of the tourism sector New Zealand-Aotearoa needs to develop and promote high-quality, authentic visitor experiences that draw on New Zealand-Aotearoa’s unique visitor proposition.

Lessons from other Districts 25. We looked at eight recent reports from other parts of New Zealand to see if there are any lessons relevant to this review. The eight reports were:

Review of Ruapehu District Council Economic Development Arrangements, September 2017 (Morrison Low)

Ashburton District Council s17A Review of Economic Development and Tourism, April 2016 (Peter Winder)

Kāpiti Coast District Council Review of iSites at Paraparaumu and Otaki, 2013 (Rob McIntyre)

Marlborough District Council Destination Marketing Review, May 2017 (ILG)

Marlborough District Council Review of Economic Development, Tourism and Events Services, March 2018 (Martin Jenkins & Associates)

Northland Region Review of Economic Development, July 2017 (Martin Jenkins & Associates)

Central Hawkes Bay District Council Visitor Information Services Review, 2019 (CHBDC assisted by Third Bearing Limited)

West Coast Economic Development Arrangements Review, June 2017 (Third Bearing Limited)

Manawatū District Council and Palmerston North City Council Economic Development Delivery Options, December 2014 (Morrison Low).

26. Key lessons from these reports relate to ensuring clarity of roles and responsibilities between entities responsible for economic development, funding pressures from reduced booking and ticketing revenue, structures or entity type not being as important as alignment of purpose, and ensuring sufficient business and other stakeholder voice in the setting of strategy and direction for economic development activities.

27. A number of the Districts and regions covered by the reviews had multiple groups and organisations involved in the funding and delivery of economic development activities. While consolidating functions was considered by the reviewers, a more common theme was a need for improved clarity of roles and alignment between the existing groups and organisations. This included MDC’s and PNCC’s report on economic development delivery options noted that fragmentation and lack of clear responsibilities across economic development players was an issue that needed resolving.

28. A range of entity types are involved in the delivery of economic development, including trusts, incorporated societies, CCOs and Councils themselves. While the largest cities

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tended to all have CCOs undertaking economic development, there is no clear pattern across other Districts and regions in terms of entity type. None of the reviews we considered placed entity type as more important than clarity of roles and strategy.

29. Smaller Districts – especially those without large flows of international visitors – were dealing with reduced commission revenue from bookings and ticketing services as a result of greater direct booking through digital applications. This often led to consideration of visitor information sites being incorporated with other Council or community facilities, especially where information services were delivered as standalone services (such as the Kāpiti i-Sites). Where these services were part of wider operations the focus tended to be more on revenue diversification and adapting to digital delivery. The number of i-Sites in New Zealand has steadily declined over the last decade, stabilising at just under 80 nationwide.

30. Finally, a number of the reviews pointed to a need to ensure that there is sufficient business voice in the setting of strategy and direction for economic development activities. While Councils are often the contracting bodies and responsible for monitoring performance against KPIs, engaging businesses and other key stakeholders as part of regular strategy setting ensures that there is buy-in and understanding of the overall direction being taken.

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3. COST EFFECTIVENESS 31. There is limited ‘apples-to-apples’ benchmarking information available to test whether MDC is paying more for visitor information services than other districts. The range of ways these services are delivered, and the differences in visitor markets between districts also means that caution should be exercised when applying simple efficiency measures.

32. Current contract deliverables are a detailed list of functions, rather than measures of impact or influence these functions are having on the outcomes. Effectiveness on this basis is an assessment of whether these functions are being provided in line with the expectations of the contract. Our view is that FDP is delivering the functions specified in the contract.

33. We also considered using contract KPIs as a way to measure cost-effectiveness:

The measure of increasing visitors to information centre can be used to demonstrate efficiency on a per visitor basis, but this does not demonstrate how effective the services are given this cost.

We could not find information available on conversion rate of visitors being referred to local businesses – this is not collected or monitored, and not clear if even possible to do so.

34. Delivery of visitor information services to 9,875 visitors between 1 July 2018 and 30 June 2019 cost $10.39 per visitor based on contract value (i.e. not including other revenue).2 This is high compared to an area such as Ashburton District Council which recorded a very low per visitor cost ($1.19) even against comparator i-Sites at the time (around $5 per visitor), but those services had much higher numbers of visitors and higher revenue from other activities. On the other hand, MDC’s cost per visitor is about the same as Central Hawkes Bay’s visitor services ($10.26 per visitor) which had a comparable volume of visitors to their centre.

35. There is a base cost to having a visitor information centre, no matter how many visitors come through. Other reviews and centres we looked at indicated a range of between $80,000 to over $130,000 for Council contributions to visitor information centres – MDC’s contribution of $104,940 a year is not an outlier when compared to these. There were examples of other visitor centres costing less to run, but with less visitors coming in, being merged with other Council functions or closed altogether. These tended to be more standalone operations rather than operating alongside other services, though there is no clear trend here.

36. However, the trend from almost all of these reviews was for Council contributions to be making up a higher proportion of total revenue as income from bookings and ticket commissions dropped. Cost-effectiveness in this context could therefore be judged in terms of mix between Council income and other revenue, with a goal of reducing (or at least not increasing) Council’s share over time. If the total cost of visitor information services remained the same, but more external revenue could be generated, then the service would be more cost effective to MDC.

37. We also looked at satisfaction measures used by MDC for testing how satisfied residents are with economic development services. These do not directly capture satisfaction with FDP or the visitor information services, but these are part of the wider economic development services. In 2017/18 64% of residents surveyed agreed with MDC’s approach to economic development activities, and in 2018/19 this had increased to 69%. This indicates that there is not significant concern with the delivery of these services.

2 Given the reduction of visitors as a result of Covid-19 the cost per visitor for the 2019/20 contract period is likely to increase significantly.

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38. MDC’s current visitor information service does not seem to be an outlier in terms of cost and there does not seem to be high-level dissatisfaction by the community. Cost effectiveness is therefore a matter of increasing other revenue for the service, and ensuring that there are not cheaper delivery options delivering the service.

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4. DELIVERY OPTIONS 39. We identified five criteria to assess the various service delivery options against. These were developed based on assessment criteria used in the other reviews we looked at, and also from key points raised in the interviews we held. Table Three lists the criteria.

Table Three. Criteria used to assess service delivery options

Local engagement Needs to be tied in to local business community (especially tourism-based providers), and effectively access support from local networks (businesses, volunteers etc).

Practicality Ease of implementing the option, costs and impacts of change do not outweigh likely benefits.

Alignment Level of direction & accountability is appropriate for strategic importance and risk level, complexity of arrangements is not too high for the complexity of service.

Leverages scale Is able to take advantage of other activities to deliver additional benefits and lower overhead costs.

Leverages funding Is able to access other funding sources to supplement Council funding.

40. Section 17A of the LGA requires consideration of some specific delivery options. We have also supplemented this with extra options that relate to the Manawatū situation. The options considered are shown in Table Four below.

Table Four. Criteria used to assess service delivery options

Delivery option Description No service MDC no longer funds any visitor information services External provider – status quo Contract remains with FDP and is continued as-is Contract remains with FDP but improvements are made to the External provider - enhanced status quo contract terms and KPIs A process is run to select a new external provider, still delivered External provider - new external provider under contract to MDC MDC establishes a team within Council to deliver visitor In-house delivery by Council information services (either separately or as part of existing services such as the library) CCO MDC establishes a CCO to deliver visitor information services Visitor information services are contracted to a shared services Shared service organisation to deliver (either existing, or a new one) MDC contract visitor information services to another local Contract to another local authority authority, most likely PNCC, RDC, or TDC Visitor information services is delivered as part of the existing Joint committee governs delivery by existing governance and delivery arrangements with CEDA (including CCO - CEDA funding transferring over to CEDA) A new joint committee is established between local authorities to Joint committee governs delivery by new oversee delivery of visitor information services by a CCO (or other CCO organisation)

41. Our assessment of the options against the criteria is outlined in Table Five. This uses a basic traffic light method to identify which options are the most viable. A red assessment indicates a serious issue that in our opinion would take significant effort or resource to overcome, and a yellow indicates an issue that would require some effort or resource to mitigate. Some of the green assessments also include comments where we have made assumptions that would need to be satisfied in order to fulfil the criteria.

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42. We did not undertake a weighted assessment across the criteria due to the traffic light assessment showing a clear preference for remaining with an external provider for the service. Issues with the other options tend to relate to:

Practicality. A number of the other options would require cost and effort to implement that was out of scale with the potential benefits. For example, establishing a new CCO would be a very costly exercise (both in terms of cost and effort) in order to improve delivery of a contract of just over $100,000 a year.

Alignment. Three of the options were assessed as red against the alignment criteria, primarily due to being too complex for the nature of the service. While these more complex arrangements could increase direction-setting and accountability, there are other ways of achieving this that better match the scale and importance of the service. We also assessed the ‘no service’ option as red under the alignment criteria on the basis that MDC wants to continue to provide visitor information services in some form into the future.

Local engagement. The ideal option would have a level of independence and trust to enable as wider a range of engagement with local businesses as necessary to successfully perform the services. While we recognise that none of the options would guarantee complete local engagement, delivery options that are not local or do not have a track record of working closely alongside local businesses were assessed as either yellow or red.

External provider – enhanced status quo 43. The only option to receive green against all the criteria was External provider – enhanced status quo. This assessment is on the basis that the current delivery approach is appropriate for the scale of the contract and level of direction and accountability needed, but improvements could be made in some areas – leveraging of funding, setting of expectations and monitoring these, and clarity around the nature and level of local engagement. These improvements are discussed in more detail in the following section of this report.

External provider – status quo 44. Our assessment of the status quo was that it met most of the criteria but needed some effort put into the setting of expectations and monitoring of the contract. The status quo is also based on assumptions that MDC is satisfied that the current provider is working closely with local businesses (suggestions were made that this could be improved), and that it is able to leverage other sources of funding (but again, this could be improved further). Overall, the use of a contract for service to fund this service is in alignment with the level of direction setting and accountability needed.

External provider – new external provider 45. Allowing other providers to bid or tender for the contract would open it up to competition, potentially sharpening the offering and provide better value for money. It is unlikely to save MDC money, but another external provider may be able to deliver more for the current level of funding. This is premised on any new external provider being selected on the basis of having at least the same level of engagement with local businesses, and that they are of sufficient scale to make a contract of just over $100,000 a year effective (i.e. they have other functions that enable them to share the load of any back-office functions). Any new external provider would also have to be of an entity-type that allows it to access other grants and funding, or can develop other lines of revenue to offset decreases in booking and ticketing commissions.

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46. There are two issues with this option in our view. The first is whether the effort to open the contract up to competition is worth any potential benefits gained. Effort in this case applies both to Council processes, but also to the providers who would be preparing proposals to secure the contract. This issue could be mitigated by opening it up to competition every two to three years rather than annually, reducing the costs on providers and Council. The second issue is that MDC would also have to take into account the impact on the Partnership Fund agreement that FDP holds, and whether this should also be included in any competitive process.

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Table Five. Summary of delivery options analysis

Criteria

Local engagement Alignment Practicality Leverages scale Leverages funding

No service means no engagement – would Halting provision does not match No service Would be very easy to implement N/A N/A have to be done by business themselves importance of service to District

Premised on provider working closely with Deficiencies in setting expectations and No additional costs to implement rollover Current provider undertakes similar Current model could look to extend beyond External provider – status quo local businesses monitoring of contract exist. of contract activities that assist with scale booking fees etc

Would not be difficult to sharpen up External provider - enhanced status Premised on provider working closely with Enhance setting of expectations and Current provider undertakes similar Current model could look to extend beyond existing contract, accountability and link to quo local businesses monitoring of contract activities that assist with scale booking fees etc wider activities

Assumes selection of new provider would Needs to be accompanied by improvements Some additional cost in contracting out External provider - new external Only if selected party has other Assumes external provider is an entity-type have existing local engagement at a similar in setting expectations and monitoring of again. Competition may sharpen offering provider complementary activities that can access other grants and funding or improved level contract and provide better value for money.

Requires Council to connect effectively with Risks ‘getting lost’ due to small scale of Would be costly to establish new team and Council has significant scale to support in Unlikely to be able to draw on grants or In-house delivery by Council local businesses activity compared to Council overall service terms of back-office and other activities membership fees from businesses

If specifically established Strong ability to direct but overly complex Given no existing CCO suitable, would be Too small unless combined with other Would be able to attract other grants and CCO

Delivery options Delivery and tasked to do this for nature of service very costly to set up a new one services fees

If specifically established Only if provided to existing shared service Only if provided to existing shared service Would be able to attract other grants and Shared service (e.g. MWLASS) If done as contract then same as status quo and tasked to do this that has other complementary activities that has other complementary activities fees

Contract to another local authority Significant effort will be needed to ensure Not as straightforward as a contract with an Contractually not difficult but the time and Other Council would have scale to support Not as flexible to source external grants and (e.g. PNCC) local business community is engaged external provider – adds extra political layer effort to change makes it less attractive in terms of back-office and other activities other income, especially from businesses

Joint committee governs delivery by Requires CEDA to connect effectively with Contractually not difficult but the time and Would be able to attract other grants and If done as contract then same as status quo CEDA already undertakes similar activities existing CCO - CEDA local businesses effort to change makes it less attractive fees

Joint committee governs delivery by Only one of the parties is likely to be closely Too small a contract to justify setting up a Too small a contract to justify setting up a Council has significant scale to support in Not as flexible to source external grants and new CCO connected to local businesses joint committee between TLAs joint committee between TLAs terms of back-office and other activities other income, especially from businesses

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5. ENHANCING THE STATUS QUO 47. In this Section we provide more detail on what enhancing the status quo looks like. We have identified four main enhancements:

improving the KPIs

ensuring business voice is adequately factored into direction and strategy setting for the services

clarifying how visitor information services fit with wider economic and community development goals

potential to bundle the contract rather than keeping it stand-alone.

48. Each of these enhancements are intended to be low-cost changes, not something that requires significant effort or additional spend by either MDC or FDP. They do not all need to be implemented at once, and could be staged over time to further lessen the cost and effort required to make the enhancements.

49. Our view is that there is good underlying logic to the current contract. MDC’s statement of how the outputs relate to desired outcomes is easy to follow. The suggested enhancements seek to reinforce this logic, rather than change or replace it. We are also aware that contracts like this are often more relational in nature and performance should not be reduced to a technocratic exercise of judgement against one or two quantified measures.

Improving KPIs 50. Some easy, basic improvements could be made to the measures and monitoring of the contract that would help both MDC and FDP better understand service performance. We have also identified some deeper improvements that MDC may want to consider, but recognise that the scale of the contract may mean that these are not seen as feasible improvements.

Visitor numbers 51. There is currently good information collected by FDP on the number of visitors to the Information Centre (both physical and digital), and whether these are domestic or international visitors. This is useful for understanding activity levels and what is happening.

52. Our view is that FDP should not be measured against increasing the number of visitors to the Centre.3 Instead, any emphasis on increasing visitors should be focussed on an agreed segment of the visitor market or type(s) of visitor. This would help FDP target and tailor some of its activities and information to assisting visitors that generate more value for local businesses. This is more likely to create long-term value for the Manawatū District rather than a broad-brush increase in overall visitors.

53. We accept that the effort required to agree on which segment or type of visitor to tailor services toward may be too onerous given the size of the contract. If that is the case, then we recommend removing the emphasis on ‘increasing visitor numbers’, and instead just have visitor number information required as part of the contract.

Conversion rate of visitors 54. We could not see evidence of the conversion rate of visitors (numbers referred to local businesses) being collected or measured by either FDP or MDC. Our view is that even if it could be measured, it would only capture direct referrals and not provide the richer picture

3 Our argument is based on the agreed contract work plan being primarily ‘passive’ in approach – making information available to visitors who come to the Centre – rather than FDP being required to actively drum-up more visitors. We understand that the ‘active’ attraction of visitors is part of CEDA’s role.

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of whether these referrals are spending at multiple local businesses and/or staying longer in the District.

55. The options are to either remove this measure from the contract (since it is not being collected or monitored), or replace it with a more relevant measure. A more relevant measure could be based, for example, on a survey of local businesses or visitors to determine what role referrals are playing and if there is any change in behaviours as a result of different approaches being taken to refer visitors. We recognise that this is a more complex measure and may not be worth the investment to put in place. Alternatively, a survey of visitors could be undertaken like Tararua District Council does to determine satisfaction with the information service.

Other revenue targets 56. While the other two KPI measures place emphasis on increases over time, the measure relating to revenue from sales of bookings and merchandise (i.e. revenue other than Council funding under the contract) is simply a statement with no expectation on direction of travel. Our view is that this measure is more directly under the control of FDP than the other two, and is more important as the trend elsewhere is for continued reduction of other revenue and unless this is increased it will mean more reliance on MDC funding into the future (or will put more pressure on other delivery options to be considered).

57. A basic improvement would be to agree a level of increase in other revenue expected from FDP under the contract and set the KPI accordingly. If MDC wanted to put more effort into this area, a strategy to increase other revenue could be agreed with FDP and a KPI tailored to specific actions for implementation of the strategy. As noted earlier in this report, this improvement would help with later judgements of cost-effectiveness.

Ensuring business voice 58. One of the lessons from the other reviews we looked at is to ensure a strong business voice is included in the setting of direction and strategy for economic development services. While this voice can be obtained through normal local government processes (consulting on Long Term Plans or being able to be heard at Council meetings), there are benefits in having more formal arrangements to capture the business voice. Not only does it help ensure their views are taken on board, it can also help underpin higher levels of local engagement by the provider through greater ‘ownership’ by local businesses.

59. Ensuring sufficient business voice can be achieved in a number of ways:

requiring the service provider to engage business as part of setting their work plans

involving business in the setting of targets and expectations as part of contract establishment and/or renewal by MDC

MDC seeking input from business when undertaking monitoring of performance against the contract.

60. Our preference is for business to be involved at the strategic end of the process – setting the targets and expectations as part of contract establishment and/or renewal. This would be easier to achieve if this was not an annual process but instead took place every two or three years. It could be as simple as involving business representatives in one or two workshops to discuss key expectations and activities when setting contract deliverables, or could be more formal through the establishment of a group or committee to consult with the business community and provide written input to Council processes. The latter is only feasible in our view if the contract is bundled in with the wider Partnership Fund activities so the services can be viewed ‘as a whole’.

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Clarifying fit with wider goals 61. There would be benefits in clarifying how the visitor information services contract fits with wider goals and strategies. This relates not only to economic development goals, but also those for community development given that FDP also receives funding from MDC for activities that contribute to goals set under MDC’s Community Development Strategy. Other reviews we look at also emphasised how important clarity of roles and fit with strategy were, underpinning any judgement of cost-effectiveness.

62. Our interviews also showed that such clarity would give both MDC and FDP more confidence around how visitor information service can best achieve these wider goals. Comments made to us in interviews suggest that neither MDC or FDP think of performance purely in terms of the contract deliverables, but instead view it in terms of FDP’s full set of activities and – generally unspecified – understandings of how they should be working with other stakeholders.

63. While we understand that the scale of the visitor information service means it is unlikely to be explicitly mentioned in MDC’s Long Term Plan or Economic Development Strategy, and that the contract itself has a ‘logic’ that shows how it connects to these, we could not find anything that shows how the service connects to other related services, contracts, or key stakeholders.4 To an outsider this creates a ‘gap’ in understanding how the jigsaw of economic and community development activities fits together (and probably also to insiders). It also reinforces a ‘silo’ approach to considering performance of the service, rather than viewing it as part of a set of services that work together to achieve MDC’s goals.

64. As a basic step MDC should consider the bundling or timing alignment of this contract with the FDP Partnership Fund agreement. This would allow tighter consideration of the visitor information service performance alongside the other related activities that FDP carries out. If another provider was chosen to deliver visitor information services then timing alignment of the contracts would provide some of these benefits.

65. Ideally the setting of, and judging of performance against, the visitor information service would be done alongside other key economic development (and where relevant, community development) activities. This would be underpinned by an intervention logic that shows how each activity supports or relies on the others, revealing where the most important coordination and connection points between activities are. Contracts or performance agreements could then reinforce the need for providers to work together on these key coordination and connection activities, helping provide clarity to the providers on expectations.

66. MDC may also want to be more explicit about how visitor information fits with its goals and strategies as part of the upcoming Long Term Plan and any refresh of its Economic Development Strategy.

Bundling of contract 67. MDC currently provides funding to FDP through three mechanisms:

Partnership Fund for business development and tourism & events activities.

Contracts to provide a Feilding-based Information Centre service.

Funding via various other MDC funds for one-off activities or events.

68. Our view is that there would be benefits to bundling the Feilding-based Information Centre contract as part of the Partnership Funding agreement. We understand from the history of the contract why it is currently separate, but from a commercial arrangement perspective

4 The contract workplan does include some statements around how specific actions fit with the likes of CEDA or community groups.

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it does not seem efficient given the size of the contract. The similarity of activities covered by the contract and the Partnership Funding agreement also suggests that there would be benefit to consider these as one when setting expectations and monitoring performance (both to MDC and to FDP).

69. Bundling the contract in this way would not stop MDC from subjecting the service to competitive pressure every three years or so. The Feilding-based Information Centre contract could be put out for competitive tender as a standalone service every three years, and if FDP is successful then it can be included as part of the Partnership Funding agreement. Making this happen would simply require timing alignment.

70. We do not see a need to include funding for one-off activities or events in with the FDP Partnership Fund agreement. These are generally smaller activities and are not focussed on achieving long-run benefits, and they are also not of a scale that makes them important for ensuring a sustainable ‘base’ for FDP.

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6. RECOMMENDATIONS

Summary 71. There are four key issues arising from this service delivery review:

Scale – any provider is unlikely to be effective if the only funding they received was the current visitor information contract. Other reviews have shown that if scale of other provision does not exist, then these services tend to become merged into other Council services.

Local engagement – other reviews, the current workplan, and comments from interviews show how important it is that the provider is closely tied into the local business community.

Clarity of roles – no-one we spoke to viewed FDP’s performance in terms of only the visitor information service. Trying to assess performance of the service as a separate service seems commercially inefficient and also does not align to how stakeholders think of FDP.

Risk around other revenue – the service will become less cost-effective if other revenue decreases over time (increasing reliance on funding from MDC). This is a trend occurring across New Zealand, resulting in a number of visitor centre closures or mergers.

Delivery option 72. We recommend that MDC adopt the External Provider – Enhanced Status Quo option for delivery of visitor information services. This would see FDP retaining the contract but improvements being made to sharpen the focus on performance.

73. There would be some benefit in having other external providers tender for the service, potentially sharpening the offering and providing better value for money through a competitive process. If this option is adopted then we suggest:

making basic enhancements to the contract (see below)

consider offering a two or three year contract term to lower transaction costs for both MDC and prospective providers

given Covid-19 interruptions and how close the current contract is to the end of its term, any tender would be better undertaken at a future contract renewal point (for example, the current contract could be rolled over for another 12 months and a tender held before June 2021).

Enhanced status quo 74. Regardless of whether MDC chooses to remain with the status quo or to go with a new provider, we recommend that improvements to the contract:

Replace the focus on increasing overall visitor numbers in the contract KPIs with one that focuses on growing an agreed segment(s) of visitors.

Delete the measure relating to conversion of visitors (given this information is not currently collected or monitored).

Agree a medium-term target with the provider for increasing other revenue. This is important for long-term cost-effectiveness.

Agree a method of ensuring business voice is heard as part of setting expectations and assessing performance against the contract.

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Bundle the visitor information services as part of FDP’s Partnership Fund agreement. If another service provider is chosen then the term of the visitor information contract should be aligned so it can be considered alongside FDP’s Partnership Fund agreement.

75. More comprehensive improvements could be made to the contract but our view is that the effort and resource needed to implement them probably outweighs the benefits at this stage.

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APPENDIX A. CONTRACT WORK PLAN The following information forms Attachment 2 to the Feilding-Based Information Centre contract between MDC and FDP.

Measures (KPI’s) Outcomes (Requirements) Deliverables 1) Increase the number of visitors to Support growth in Manawatu Feilding based Information Feilding Information Centre District tourism spend. Centre available Monday – a) Visitors are: Saturday i) Web ii) Social Media Feilding & District focused web iii) Email site iv) Walk In v) Phone 2) Increase the conversion rate of visitors: a) # information centre visitor queries referred to local businesses 3) Revenue from sales of bookings and merchandise.

MANAWATU DISTRICT COUNCIL SUPPORTS A FEILDING-BASED INFORMATION CENTRE BECAUSE:

1) Support growth in tourism spend by: a) helping to attract more visitors by providing remote information at the pre-trip planning stage and encouraging them to book with and/or visit a local business; b) helping visitors to extend their stay; c) encouraging visitors to do more local activities; d) exceeding visitors’ expectations of service and welcome, providing a human interface with the local community, encouraging repeat visits, and resulting in ongoing word of mouth promotion to new visitors. 2) The increased spend from these visitors includes spend with: a) tourism businesses such as accommodation, transport and attractions; b) tourism “related” businesses such as supermarkets, gas stations and shops. 3) Those businesses in turn spend on supplier businesses such as law firms, financial services, trades, cleaning, food, beverage, hardware and electronics sales outlets.

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SERVICES AND FUNCTIONS OF FEILDING INFORMATION CENTRE

The Feilding Information Centre is a primary contact point for international and domestic visitors as well as the local community.

The following are a list of services that the Feilding Information Centre provides:

1) Service Availability a) Staffed Physical Office in Feilding CBD i) Monday to Friday 9:00 am to 4:30 pm ii) Saturday 9:30- am to 12:30 pm b) Web Site i) 24 hours by 7 days 2) Promotion of the Manawatū district a) Being the first point of contact for visitors the Information Centre welcomes and orientates them to the District. b) Update http://www.eventfinda.co.nz/ with all registered events weekly c) Prepare weekly “What’s On” report for Guardian newspaper d) Maintain and update information on Events Sign and Notice Boards – Manchester Square, Fergusson Street, Entrances to Feilding 3) Servicing destination marketing activity a) The Information Centre acts as the enquiry point for visitors researching a trip to the district and wider region. b) Channels to include are physical office, phone, email, website, social media, and postal mail. c) This service is to link with the destination marketing delivered by CEDA. 4) Information services – out-of-district-visitors a) The Feilding Information Centre is the first point of reference for visitors arriving in the District. b) The service includes an ambience and sense of welcome to encourage visitors to stay and enjoy the District. c) This service also touches on visitors hosted by local residents, people thinking of moving to live in a district. Businesses considering relocating are to be referred to CEDA. d) Examples of how visitors use this service include: i) Helping them with navigation, accommodation, locating a particular shop or business and weather information. ii) Itinerary suggestions. iii) Providing information on activities, events, transport and things to see and do in the area and the region. iv) Communicating to visitors the responsibilities they have including freedom camping, beach and land- access responsibility codes. v) Providing general information on all other North and South Island areas. vi) Providing information or referrals on local lifestyle, services, education, workforce and support services for potential new residents. vii) Providing referrals to CEDA for potential new businesses considering re-locating or starting in the district.

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5) Information services – local community a) The Feilding Information Centre provides information to the local community: i) Answering questions about community groups, local events, local businesses and support agencies. b) Maintain database of all local clubs, organisations, schools, food and beverage businesses, attractions. 6) Booking activities/accommodation/transport a) As well as local events and accommodation providers, also provide bookings on Intercity, Interislander, Bluebridge and KiwiRail (Tranzsenic) b) Act as booking agent for public transport operators such as Intercity. c) This service is often primarily used by the local community, especially older citizens who do not want to use internet or phone booking services. d) NB: Revenue from sale of merchandise and bookings is to be separately accounted. 7) Sale of merchandise a) Provide a retail section to provide the opportunity for visitors to buy souvenirs or mementos of the district; and for residents to buy gifts to send or take away with them to represent their place of residence. b) This is to help promote the brand awareness and visitor opportunities in the district. c) NB: Revenue from sale of merchandise and bookings is to be separately accounted. 8) Sale of local and national event tickets is included a) Sale of tickets to local and national events through an on-line ticketing agency such as Ticket Direct and i- ticket. b) Provide booking service for local tours, namely Saleyards Tours. 9) Liaising and working with community groups and non-profit groups a) The Feilding Information Centre assists community groups, clubs and associations by holding pamphlets and making a database of club details available to interested members of the community. b) The Feilding Information centre also helps with promoting and selling tickets for any fundraising events or programmes these organisations run (through notice boards, social media posts and website updates). 10) Brochure display a) The Feilding Information Centre displays brochures for tourism operators, usually on a paid-for-display basis. b) Free regional and national brochures. 11) Other user-pays business promotion are not included in this service a) Businesses undertake other advertising, such as video clips, posters, window displays.

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APPENDIX B. VISITOR CENTRE NUMBERS This Appendix contains visitor number statistics provided to us by FDP for 9 months of the 2019/20 contracted year. The March 2020 figures only record figures until the Covid-19 lockdown in late March (i.e. are not a full month).

Walk ins Written Phone Subtotal Jul-19 494 138 74 706 Aug-19 413 131 72 616 Sep-19 399 144 92 635 Oct-19 378 199 101 678 Nov-19 390 201 90 681 Dec-19 327 165 99 591 Jan-20 411 137 61 609 Feb-20 457 143 73 673 Mar-20 347 107 60 514 3616 1365 722 5703

Local Domestic International Subtotal Jul-19 585 112 10 707 Aug-19 511 96 11 616 Sep-19 574 51 9 632 Oct-19 615 55 10 678 Nov-19 582 68 38 681 Dec-19 509 67 15 591 Jan-20 495 85 29 609 Feb-20 549 75 49 673 Mar-20 419 59 32 510 4839 668 203 5697

Contact Direct Events Travel Broch Accom Merch TD FP Subtotal Jul-19 349 38 155 94 33 2 0 5 33 706 Aug-19 309 36 90 79 30 2 1 7 64 616 Sep-19 297 44 46 138 42 1 9 12 56 632 Oct-19 362 42 61 130 45 3 8 3 43 678 Nov-19 365 38 86 88 44 0 1 4 64 681 Dec-19 329 62 46 83 27 0 1 0 43 591 Jan-20 277 69 51 121 55 0 11 12 13 609 Feb-20 349 45 72 68 54 12 12 25 46 673 Mar-20 226 53 63 67 50 9 3 6 33 510 2863 427 670 868 380 29 46 74 395 5696

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MANAWATU DISTRICT COUNCIL

(“The Council”)

FEILDING and DISTRICT PROMOTIONS Inc

(“The Provider”)

DISTRICT DEVELOPMENT SERVICES AGREEMENT

PDistrict Development Services Agreement Page 1 131

AGREEMENT made this day of 2020

between

MANAWATU DISTRICT COUNCIL (“the Council”) and

FEILDING and DISTRICT PROMOTIONS Inc (“the Provider”)

1. Scope of this Agreement

This agreement constitutes the entire agreement between the parties relating to the provision of the specified services and supersedes all previous agreements, contracts, correspondence and understandings.

The term of this agreement, unless terminated pursuant to the provisions of this agreement, is specified in Schedule 2.

2. Services

The Provider will provide the services as set out in Schedule 2.

3. Payments

The Council will make a payments as specified in Schedule 1. Payments for the term of this agreement to the Provider are only made upon receipt of a tax invoice per annum. All payments are exclusive of GST and payable subject to the terms and conditions of this agreement.

4. Reporting

The Provider will: a) Report information at six monthly and 12 monthly intervals utilising the reporting template provided by the Council. b) The six monthly reporting to be for the period 1 July to 30 December with the report due by 28 February. c) The 12 monthly reporting to be for the period 1 July to 30 June with the report due by 30 September. d) The 12 monthly reporting to include a copy of the Provider’s most recent audited accounts. e) The Provider is to formally present and speak to the reports at Council’s March and November meetings respectively.

PDistrict Development Services Agreement Page 2 132

5. Acknowledgement

The Provider will always acknowledge the Council’s assistance, support and funding in any publicity, advertising and financial reporting associated with the services.

6. Third Party

The rights contained within this agreement may not be assigned to a third party without prior agreement from Council.

7. Indemnity

The Provider will indemnify the Council for damages and costs incurred by Council due to the Providers breach of agreement or negligence.

8. Confidentiality

The Parties to this agreement will: a) Keep confidential all information and correspondence it receives regarding this agreement and will not disclose this information to any party. b) Comply with all applicable privacy laws in handling information, including information that is capable of identifying individuals. c) Nothing in this agreement shall prevent the Council’s fulfilment of the legal obligations conferred upon it by the Local Government Act.

9. Definitions and Interpretations

a) Manawatu District Council is identified by “MDC” or “Council” within documentation associated with this agreement. b) “District Development Services Agreement” identifies the formal agreement between the Council and the Provider for the term of the agreement. c) The Economic Development Strategy and Community Development Strategy Goals and Outcomes are the Council approved outcomes that determine the Council’s desired agreement purpose. d) The Provider is the party contracted to deliver the contracted outcomes. e) For the purpose of clarification Schedules 1 and 2 form part of this agreement.

10. The Parties to this Funding Agreement will:

The Council: • Operate in an open and publicly transparent manner. • Communicate freely and openly with the Provider on matters arising from this agreement. • Regularly meet with the Provider to monitor the programme utilising staff from the Community and Strategy Team assigned to the agreement. • Negotiate agreements in a timely and professional manner.

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• Make payments upon receipt of invoices from the Provider as set out in Schedule 1 of this agreement. Subject to the Provider, fulfilling its obligations outlined within this agreement.

The Provider: • Ensure that in performing the service, the Provider utilises all funds in a manner designed to achieve maximum effect, utility and accountability. In achieving this objective, the Provider shall have regard to, and shall do all things reasonably required of it by the Council, to ensure the foregoing aims are achieved. • Operate in an open and publicly transparent manner. • Manage all administrative matters associated with its operations. • Positively publicise the support it receives from Manawatu District Council. • Operate in a financially prudent manner and keep full, up-to-date and accurate records. • Accurately identify in their financial records the use of Council funding. • Will enter into regular/scheduled contact with the Community and Strategy Group of Council, and such other third parties as may be specified by the Community and Strategy Group, for the purposes of ensuring that the Council and all interested third parties remain suitably appraised of the management, operation and financial status of the Provider. • Be available at mutually agreeable times to facilitate contact with Council staff and relevant third parties. • Negotiate agreements in a timely and professional manner. • Fulfil the reporting requirements set out Clause 4 of this Agreement. • Enter into an employment and performance agreement with their employed staff, and/or volunteers that will incorporate all legal and statutory obligations, including Health and Safety in employment. • By signing this funding agreement, the provider acknowledges they have identified the health, safety and wellbeing risks associated with the service/work they are undertaking, and have controls in place to eliminate or mitigate these risks. The Provider acknowledges that failure to fulfil its obligations pursuant to this Agreement may result in the termination of this Agreement and any outstanding portion of the contract payments may not be paid.

11. Disputes

Should any dispute arise the Parties shall use their best endeavours to resolve the dispute between them but if they are unable to do so then the dispute shall be determined by arbitration pursuant to the Arbitration Act 1996.

12. Termination of Agreement Council may terminate this agreement: a) By written notice to the Provider in the event that the Provider is in breach of any of its obligations and duties under this agreement and has not remediated that breach within seven (7) days of the Council giving notice of the breach and requesting the breach to be rectified; or

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b) Where it considers there are serious performance problems by the Provider when measured against the roles and Key Performance Indicators set out in this agreement and against accountabilities set out in this agreement; or c) The Provider, through its agents, officers, employees or contractors commits a criminal action that may under summary conviction attract a term of imprisonment; d) Where the Provider breaches the same provision within this agreement on more than two occasions; e) Upon the bankruptcy, liquidation or insolvency of the Provider. f) Upon communication of an intention by the Provider to repudiate, the Provider’s obligation(s) contained within this agreement.

Termination pursuant to this clause shall not be subject to the dispute resolution provision. Termination may also occur by mutual agreement between the parties.

13. Variations It may be necessary, for either party, to renegotiate this agreement within the period of the agreement. It is intended that such renegotiations shall focus on Performance Outcomes and Measures and will address any Performance Outcomes and Measures that were not envisaged at the time of signing the agreement. A review of the agreed Performance Outcomes and Measures will occur annually to ensure that they remain relevant. Renegotiation will be subject to Council direction.

Signed by and on behalf of Manawatu District Council

Brent Limmer General Manager – Community and Strategy

Signature

Signed for and on behalf of the Provider by Jason Smith Chair

Name Position

Signature

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Schedule 1 – Payment

The Council will make a payments as specified in Schedule 1. Payments for the term of this agreement to the Provider are only made upon receipt of a tax invoice per annum.

All payments are exclusive of GST and payable subject to the terms and conditions of this agreement.

Payment Due Date

Year 1 Annual Fee for District Development Services as per Schedule 2 $436,000.00 starting 1 October 2020 and Ending 30 June 2021 Less Payments Made for Rolled Over Contracts July to October 2020

Less Payments for Partnership Contract 1 July to 30 September -$41,250.00 2020 Less Payments for Information Centre 1 July to 30 September 2020 -$26,235.00 Less Payments for CBD Security 1 July to 30 September 2020 -$3,762.00

Year 1 Fee to be paid for 1 October 2020 to 30 June 2021 $364,753.00 20 October 2020

Year 2 Year 2 Fee to be paid for 1 July 2021 to 30 June 2022 $436,000.00 20 July 2021

Agreement Total $800,753.00

MDC is providing “in-kind” 20 hours per week of MDC staff time to help deliver the events component of the contract services. The value of this “in-kind” support is $33,550.

MDC will pay the photocopier rental payment of $86.07 per month utilising the MDC photocopier rental contract.

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Schedule 2 – Services And Performance Outcomes and Measures

PPriority Services Funding Agreement Page 7 137 Manawatu District Council: Schedule 2: Services, Performance Outcomes and Measures Date: 1 October 2020 Version 2

District Development Initiative Focus Action List (To be prioritised over the term of the contract) Business Community Building and Maintaining Active Business Agency & Stakeholder Partnerships Building relationships and linking stakeholders especially • CEDA • Chamber of Commerce • Women in Business • Feilding Business Initiative • Other community agencies Business Support & Mentoring Business after 5 Facilitate business mentoring Linking businesses to CEDA and the Chamber Informing the business community through OnTrack Support Business Development - Working with CEDA & Council to retain and attract businesses Facilitate Business Covid-19 Recovery • Facilitate workshops for SME • Guide SME to be on-line prepared • Guide SME for Business Resilience and Continuity, Emergency planning, new working styles, productivity tips Business Capability Facilitation Visitor Information Information Centre Counter Service Promote domestic tourism Information source for community queries Administer community & business directories Disseminate information from community & business groups through FDP networks Promote Feilding & District Business Promotion of Business Interests Facilitate discussion & communication for businesses, property owners and Council. Promote the Feilding CBD to attract shoppers & customers. Farmer’s Market Administration: • To manage, grow and promote the market. Feilding CBD Physical Environment Facilitation Feilding CBD Physical Environment Stakeholder Engagement Community Events Coordinate, promote and deliver: • Biennial Business Awards • Rural Day Event • Christmas Carnival & Parade and The Living Christmas Event Manage and promote tours of the Feilding Saleyards Support new initiatives, events and projects that will benefit the local community and enhance economic development. Support business to benefit from event opportunities

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138 Manawatu District Council: Schedule 2: Services, Performance Outcomes and Measures Date: 1 October 2020 Version 2

District Development Initiative Focus Action List (To be prioritised over the term of the contract) Community Support and Liaison Assist community groups and individuals with event and project management enquiries such as: guidance for funding applications, assisting with MDC applications such as road closures, identifying event management resources and support available, networking and local contacts, support planned promotional activity. Support Local Youth Support Gateway Programme CBD After-Hours Security Service Administration Administrative services for the recording, communicating and response to security concerns that arise from after-hours CBD security rounds.

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139 Manawatu District Council: Schedule 2: Services, Performance Outcomes and Measures Date: 1 October 2020 Version 2

Name of service, programme or initiative District Development Services covering the Service Areas of Community Development, Events, “Grass Roots” Economic Development, District Information Centre and CBD Security Service Administration Total Agreement Amount $800,753.00 excluding GST Term of contract 1 October 2020 to 30 June 2022 Feilding and District Promotion are an active partner in the growth and development of Feilding and the Manawatu District. Their mission is to create a supportive network that demonstrates the strong commercial and retail activity in the Manawatu Region. Performance Outcomes and Measures

Quantity Outputs Quality Outputs Skills & Knowledge Attitude & Opinion Behaviour Change Circumstance Change Population Outcomes Direct Clients Service Component How Much How Well1 Better Off2 Initiative Focus Feilding & District Business Community # active clients3 (total) Business Community # newsletters distributed (total) Business Support & # businesses who engage % businesses report they are Mentoring for business support highly satisfied/satisfied with the FDP support

% businesses who engage for business support Business Capability Total # people/businesses #/% clients who strongly #/% clients who strongly Facilitation4 who access training or agree/agree6 they agree/agree they have mentoring5 improved their skills and enhanced core business knowledge as a result of capability as a result of FDP linking to mentoring FDP linking to mentoring and support. and support

# businesses support sessions7 delivered

Promote Feilding and # of articles in Feilding district businesses Herald

# of social media posts Engagement stats8

1 Note that numerators and denominators for all how well measures will be added to reporting tools. They are not captured in this table. 2 Note that numerators and denominators for all better off measures will be added to reporting tools. They are not captured in this table. 3 Clients = Local businesses who are part of the FDP business database, and are in receipt of regular community business information via Ontrack or other. Businesses within Feilding & District who we have contact information for. New businesses will be engaged with and endeavours will be made to fill the gaps with businesses that we have not engaged with previously. 4 This is linking people/businesses with support available from CEDA, Chamber, MSD, private business coaches and filling any gaps there are. 5 Linking people/businesses with others in this space and fill gaps when needed. 6 Uses 5-point Likert scale from strongly disagree to strongly agree. When we provide the service, otherwise were we helpful in guiding them to the right place? The last sentence is How Well not better off. 7 Business support sessions are seminars and workshops designed to support businesses with gaps such as online presence, business planning, marketing etc. 8 Engagement stats = ? Facebook engagement statistics Page 3

140 Manawatu District Council: Schedule 2: Services, Performance Outcomes and Measures Date: 1 October 2020 Version 2

Quantity Outputs Quality Outputs Skills & Knowledge Attitude & Opinion Behaviour Change Circumstance Change Population Outcomes Direct Clients Service Component How Much How Well1 Better Off2 Initiative Focus Visitor Information FDP provides, # visitor enquiries (total) % visitor enquiries (by type) destination marketing, visitor information services, Feilding Information Centre % visitor enquiries that resulted in bookings % visitors who report they were highly satisfied/satisfied9 with the service and information they received

Feilding CBD Physical Facilitate opportunities # subject matter experts Environment for MDC or subject engaged matter experts to engage with locals

# local businesses engaged % local businesses who were #/% local businesses who #/% local businesses highly satisfied/satisfied with strongly agree/agree who make submissions the subject matter experts they improved their to Council on business information awareness of business and community related and community related issues issues # issues facilitated % issue facilitations completed

CBD After Hours CBD Business Security # businesses who are % businesses report they are Security Patrol Administration actively supported10 highly satisfied/satisfied with Service the support and service11

Community Support Community Events: Total # community events NPS score #/% clients strongly #/% clients and Liaison public events, and supported agree/agree that strongly/agree that economic projects for Manawatu district events Manawatu District Feilding and the promote a strong sense events have a positive Manawatu District. of community spirit influence on community interactions and relationships #/% clients who strongly agree/agree they feel proud to belong to the Manawatu District

9 Using 5-point Likert scale from highly dissatisfied to highly satisfied. We can set up an iPad with survey like the Feilding Health Care. 10 Note; wording to defined – i.e. actively supported refers to them being part of the regular patrol service? MDC to be confirmed if accurate. This is not something that should be measured by FDP as this relates to contract between MDC & First Security. 11 Note; this measure may only apply to businesses that require direct engagement from the Patol service i.e engagement to support and remind them of better locking up procedures and/or alarms and lighting. How is this measureable? Page 4

141 Manawatu District Council: Schedule 2: Services, Performance Outcomes and Measures Date: 1 October 2020 Version 2

# promotions supported for % organisations report who are #/% organisations #/% organisations community events highly satisfied/satisfied with strongly agree/agree strongly agree/agree the the service they have improved promotional support had events management as a a positive impact on result of engaging of community engagement promotional support for their event Total # public events delivered

Saleyard Tours Total # tours

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Manawatu District Council Funding Application 2020-2021

Feilding & District Promotion (FDP) appreciates the ongoing support and funding provided by the Manawatu District Council (MDC). The free-flowing communication and inclusion in working groups in the last three months has been immensely helpful with FDPs change of management, and the working relationship has clearly strengthened. Moving forward FDP wishes to expand its offering to the local community. There has been an openness from MDC to share where it sees FDP adding value. FDP propose that its contract be structured as per below.

FDP Master Agreement General Supply of Services to Community, Businesses & Visitors

Community Development Economic Development Information Centre CBD Security Admin Event Services Services Services

FDP Master Agreement $144,000 The funding under the Master Agreement is to be used for FDP’s operations and to pay the salary of the Manager while a review is undertaken and proposal drafted to MDC for the Economic Development Services Contract. FDP’s current funding for the basic operations of FDP is woefully inadequate. While any profits made in other areas have been used to keep the organisation afloat, the level of funding is below what is required to run the organisation properly. Further, as FDP does not plan on making large profits on events in the future (as has been the case historically also, particularly in view of its not-for-profit status) it is undoubtedly better that funding be allocated correctly from the beginning of the next financial year.

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Community Liaison: $15,000 FDP has, and will continue to, assist community groups and individuals with event and project management enquiries such as: guidance for funding applications, assisting with MDC applications such as roading closures, identifying event management resources and support available, networking and local contacts, support planned promotional activity as budget allows.

On-Track Newsletter/Magazine $15,000 With the success of the digital publication of the On-Track newsletter during the Covid-19 lockdown, FDP will reimagine this publication as a community magazine (printed and digital) that has content about (and for) the business community, as well as community groups and agencies. This magazine straddles both Community and Economic Development portfolios. It ties in the four goals of the Community Development Strategy as well as touching upon relevant economic development matters, including assisting businesses to access the support they need, and advising of accessible options for professional development and acquisition of skills for the workforce.

Information Centre $90,000

• To provide a high-quality Visitor Information Centre for visitors and locals in Feilding. o Provide a 6 day per week visitor information service (Monday- Friday 9am-4:30pm & Saturday 9:30am – 12:30pm, open year-round, closed Sundays & public holidays). o Exceed visitors’ expectations of service and welcome, providing a human interface with the local community, encouraging repeat visits, and resulting in on-going word of mouth promotion to new visitors. o Ensure knowledge of local information is constantly updated among IC staff to deliver a high quality of advice. o Manage the Feilding & District Information website and ensure content is up to date, relevant and attractive. o Manage the Feilding & District social media pages – Facebook and others as required and ensure content is up to date, relevant and attractive. o Update Eventfinder with all registered events on weekly basis and ensure listing is fed to FDP website. o Prepare weekly ‘What’s-On’ district events column for relevant newspaper and other media. o Maintain and update FDP Events signage at Feilding entrances and CBD noticeboards. o Provide and regularly update a New Resident Information pack in conjunction with MDC. o Provide general information and advice about travel and tourism in the wider North Island and South Island regions.

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o Provide local information about community groups, events, local businesses and support agencies. o Maintain a database of local clubs, organisations, schools, hospitality businesses and attractions. o Liaise with and work collaboratively with community and non-profit groups to promote awareness of their activity as required through websites, noticeboards, pamphlet display and social media. • Support economic growth in Manawatu District through tourism spend. o Increase the number of visitors to Feilding Information Centre: walk-in, social media, website, email, phone and postal enquiries. o Increase the conversion rate of visitor enquiries in terms of number of bookings and enquiries made. o Increase revenue from bookings and merchandise. o Provide full and accurate information about travel, transport, accommodation, attractions, businesses, hospitality and other services required by locals and visitors to Feilding and the Manawatu District. o Interact with visitors in a positive way to ensure length of stay is extended and advice is excellent. o Encourage visitors to do more local activities. o Actively promote working, living, shopping and play in the Manawatu District to locals and visitors alike

Note: With the increased availability of on-line bookings and the public becoming more confident in finding information on-line, there has been a marked change in the numbers of people coming into the IC to purchase tickets for performances, travel etc. FDP would like to review these KPIs during the coming year and adjust those KPIs as required to meet needs of visitors.

• Support and promote the regional destination marketing programme, tourism and events activity at a local level. o Information Centre acts as the first point of call for visitors researching travel and tourism options in the Manawatu District and wider region. o Display marketing materials and include listings online for CEDA destination marketing activity and direct visitors to regional www.manawatunz.co.nz website for further information. o Actively assist visitors and locals with regional itinerary planning and regional visitor information. o Display local, regional and national brochures for tourism operators.

• Support and promote CEDA’s regional economic development strategy and services available to new and existing residents and/or businesses. o Actively refer visitor enquiries relating to new business start-ups or re-locations to appropriate CEDA staff member. o Maintain up to date CEDA staff contact details and service information at IC for visitor enquiries.

Note: FDP sees this area as an opportunity to help at a grassroots level, and more detail is included in the Economic Development Section of this application.

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• Compliance: Health & Safety and regulations. o Communicate to visitors their responsibilities at a local and regional level for complying with regulations such as freedom camping, waste disposal, beach, river and land access and activity. o Ensure the IC complies with relevant Health & Safety regulations and has Hazard ID register. o Provide local event organisers and community groups with information and advice about local government regulations relating to public events and use of public spaces.

• Provide booking, ticket sales and/or referral services for public transport, local accommodation and local events/activities. o Act as a ticketing agent for Intercity, Inter Islander, Bluebridge and KiwiRail (Tranzscenic). o Sell DOC hut passes and products as required. o Sell tickets to local and national events through online ticketing agencies Ticket Direct and Dash. o Provide booking service for local Saleyards Tours.

• Support and promote local tourism branding, marketing and District identity. o Provide a range of local tourist souvenir merchandise that promotes Feilding and the wider Manawatu District and New Zealand tourism, cultural heritage and lifestyle. The needs of the community and visitors are ever changing and the team in the Information Centre work to change with them. The Information Centre team have the understanding of the local area’s attractions, accommodation, businesses and events to ensure they can help answer all queries. An Information Centre is more than just a place to book travel or ask for directions. It is the hub of the community, where people can meet, chat to a friendly local, ask advice and have a sense of belonging.

CBD After-Hours Security Service Administration $15,048 Continue to provide administrative services for the recording, communicating and response to security concerns that arise from after-hours CBD security rounds.

Saleyard Tours: $5,000 Manage and promote tours of the Feilding Saleyards. This activity will be promoted more to the domestic tourism market and to the local community in the coming year. This amazing asset has the potential of drawing large numbers of people to Feilding, which in turn will positively impact the business community and local economy.

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The promotion and organisation of the Saleyard tours aligns with the Economic Development Strategy’s listed opportunities for Visitors, Education and Agriculture. There is an opportunity to increase the numbers of visitors to the Feilding Saleyards by promoting this attraction to the domestic tourism market.

Community Development & Events

Annual Skate Competition and Festival: $10,000 With the excitement of the new skate park, FDP sees a great opportunity to deliver a festival of fun for youth and whanau in our community. This event provides an opportunity to collaborate with a range of groups within Feilding and the wider district, by creating a day of creativity, fun and activity based at the skate park and surrounding area. FDP sees this as a great opportunity to partner with the Manawatu Youth Task Force and have opened that discussion with them. Possible activities:

• A skate and scooter competition. • Invite a well-known skateboarder or freestyle scooter rider to host the event and showcase cool tricks. Have a lesson with them to learn some tricks. • Have local artists create graffiti and youth-inspired murals to enhance the area and create an engaging space that youth feel part of. • Encompass the surrounding facilities i.e. the Makino Pool, Lions Mini Golf, playground and the Library to host activities.

Manawatu District Top Town Games: $15,000 The vision of this event is to bring the rural communities together and create a fun event that engages the whole district. Modelled on the fantastic 1980s nationwide event of Top Town this event includes teams from various villages in the district racing through an “obstacle course” of sorts, with stages incorporating the various parks in Feilding. This event would have a strong family focus which would culminate in a prizegiving event including the representation from school bands etc.

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Biennial Business Awards: $14,990 The Business Awards (rebranded the People’s Choice Awards in 2019), straddles both Community and Economic Development by tying into the goals, of “being actively engaged” and “the local economy is growing and diversifying”.

The aim of the People’s Choice Awards is to: • Improve customer service. • Engage business community as multiple sectors that all assist regional growth. • Gain buy-in from businesses who want to be involved and see real value from being involved. • People talking about the success of the event. • Continually developed as a concept to ensure relevance, interest and involvement.

Rural Day Event: $14,000 Coordinate, promote and deliver annual Rural Day event held during October in Manchester Square, Feilding. This event will have a range of fun activities that encompass the Community Development Strategy Goals of being “connected and inclusive” and “actively involved”.

Christmas Carnival & Parade and The Living Christmas Event: $30,000 Coordinate, promote and deliver Annual Christmas events: Living Christmas, Feilding Christmas Parade & Carnival held in late November & mid-December. This greatly anticipated, annual event is a huge highlight on the community’s calendar and fits in under the Community Development Strategy’s outcomes of being, “connected and inclusive” and “actively engaged”.

External Event Support & Opportunities: $40,000 To ensure FDP has the capability and resources to respond to and support new initiatives, events and projects that will benefit the local community and enhance economic development.

Farmer’s Market Administration: $15,000 To manage, grow and promote the market. The contribution of the Feilding Farmers Market to the local economy and community spirit is immense.

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The Markets success is due to the collaboration and inclusion of the stall holders and the public in the planning and promotion. Our Market is iconic to Feilding and a fantastic attraction that brings people from far and wide. FDPs goal is to continue to grow and promote the Market as a place where all people are welcome and where customers and stall holders feel a sense of belonging and pride.

Creative Communities Project

The Creativity Project: $29,575 This project is a continuation of the larger initiative being run by Joe McMenamin that has been granted funding from Creative New Zealand. The funding for the initiation of this project is to be used by 30 September 2020. The mission of this project is to ‘improve the health and wellbeing of Manawatu residents using art and creativity.’ 1. Community education We provide an art and creativity community education program. We offer a range of classes and workshops for different age groups. These classes and workshops are taught by local artists and creatives. Courses or places are available for free, 50% subsidised and full price. We partner with community organisations to get the free and subsidised places to those in the community who need it the most. 2. Support for art and artists We invite artists and creatives to teach a class or workshop. They are paid for their work. Artists can propose ideas for classes or would could come up with class ideas and approach artists who would suit. This provides artists with income and connection with the arts community. 3. A community for artists and people who do the classes and workshops One of the best parts about doing a class is the friendships people make with others in the class. We aim to build a community around the classes where students come together on a regular basis, enjoy a cup of tea and a biscuit and find a sense of connection. The venue for classes would be the Art Studio & Gallery. There is also the gallery space which can be used to have community art exhibitions.

Art workshop examples 1. Skateboard screen printing workshop. In this 3-hour workshop 6 young people get to design their own artwork and screen print it onto a blank skateboard. This workshop could co-inside with the opening of the new Feilding skatepark. The finished skateboards could be shown in a community exhibition event at the opening. Tutor

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cost $180, material costs $80 per student. Participants pay $55 (50% subsidy) and keep the skateboard at the end of the workshop.

2. Creative writing workshop. In this 3-hour workshop 10 students will learn creative writing skills and techniques and the tutor will help develop their writing style. Tutor cost $180, Material cost $20 per student. Participants pay $19 (50% subsidy).

3. Crochet a beanie for winter. In this 3-hour workshop 10 students will learn how to crochet and make their own beanie. The tutor will teach a number of different techniques and help students develop their own unique beanie. Tutor cost $180, Material cost $30 per student. Participants pay $24 (50% subsidy).

4. Charcoal drawing workshop. In this 3-hour workshop 10 students will learn a range of drawing techniques while they walk around Feilding drawing some of the beautiful old buildings. Tutor cost $180, Material cost $20 per student. Participants pay $19 (50% subsidy).

Economic & Business Development Services

FDP sees a gap in the Economic & Business Development offerings in the Manawatu District, particularly at the grass roots level. We believe that we can add value by offering support and facilitation. The relationship between FDP, MDC, Manawatu Chamber of Commerce and CEDA (as well as other local community agencies) has strengthened significantly during the Covid-19 lockdown period. The recovery phase of Covid-19 has highlighted a gap that FDP can fill. FDP is working alongside the MDC Welfare and Recovery Teams to help support the business community. It is important that the support offered is to all businesses and not just a select few. Therefore, the FDP Executive Board have decided to change the Business Promotions subscription to a donation. We appreciate the support of local businesses, but feel that, to be fair, our business promotions and economic development must focus on all businesses in Feilding and the District. There is an expectation from some business promotion members that their subscription entitles them to extra benefits. At this time, more than ever, there is a need to support and promote any business that needs and wants assistance - exclusivity and special treatment play no role in collective well-being and recovery. FDP would like time to develop an Economic & Business Development Strategy and budget. This strategy will be driven by what the local business community want and need and to aid the MDC Recovery programme. Some of the resources and workshops we are looking at providing are (not limited to):

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Workshops

• Marketing • Business continuity planning • Systems and processes • Productivity • The importance of an online presence and how to create one Other offerings

• Relationship building and networking. To gain the trust of the businesses, FDP must be visible and approachable. Visiting businesses to offer support, advice and a friendly ear. • Targeted business after 5’s. Inviting inspiring people to talk about their successes and failures • Facilitation of other offerings e.g. CEDA, Manawatu Chamber of Commerce, professional service providers FDP is working alongside the MDC Economic Recovery team and the Economic Task Force and would appreciate time to work through ideas in collaboration with these groups and the business community before giving council a comprehensive plan. FDP ask to meet with MDC to discuss ideas and a draft proposal towards the end of July, once we have had the opportunity to discuss with the above teams and the local business community. Dialogue prior to then would be appreciated.

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Council

Meeting of 17 September 2020

Business Unit: Corporate and Regulatory Date Created: 03 September 2020

Carry Forward Requests 2020-21

Purpose

Discuss and approve the requested financial budget carry forward expenditure along with relevant funding as listed on the attached document from the 2019-20 year to the 2020-21 year, noting that these values may be subject to audit change.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council approves the requested financial carry forwards as listed on the 2020-21 Requested Financial Carry Forwards report appended to the report of the General Manager – Corporate and Regulatory dated 3 September 2020, subject to any changes requested by Audit and that the Council notes the outlined funding sources for this funding.

Report prepared by: Amanda Calman Chief Financial Officer

Approved for submission by: Shayne Harris General Manager - Corporate and Regulatory

152 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand



2 Background

2.1 The 2019-20 financial year resulted in a range of both operational and capital budgets being underspent. Managers have reviewed the underspent budgets and identified those budgets that are required to be carried forward to ensure levels of service are maintained.

3 Discussion and Options considered

3.1 As part of the year end process, Budget managers reviewed each project budget and identified projects that were unable to be completed within the financial year. This list was then approved by the relevant Group Manager before being presented to the Executive team.

3.2 Under section 47.1 of the Delegations Manual, the Chief Executive has delegated authority to approve individual carry forward requests up to $500,000. In the interests of transparency, all items including those under $500,000 have been included for your information in this report.

4 Operational Implications

4.1 The carry forwards will be added to the budgets approved in the Annual Plan and are reported quarterly known as the revised budget.

4.2 The Annual Report completed at 30 June 2021 will not include these approved budget items into the budget, however the expenditure will be shown, this will reflect as an overspend to the Annual Plan.

5 Financial implications

5.1 The approval of the requested carry forwards will result in an increase in budgeted expenditure, this will be reflected within the Annual Revised Budget which will be reported to Council and Audit and Risk Committee each time the financial reports are presented

5.2 Loan funding will be required above the existing to fund some of the capital works, this will result in the 2020/21 debt drawn down being higher than the debt resolution that was approved as part of this 2020/21 Annual Plan. However, this additional debt was approved as part of the 2019/20 Annual Plan and was undrawn.

153 6 Statutory Requirements

6.1 There are no statutory requirements associated with this report.

7 Delegations

7.1 Under section 47.1 of the Delegations Manual the following clause applies:

47.1. The Council delegates to the officers and committees listed below, the power to incur expenditure on the Council’s behalf pursuant to Schedule 7, clause 32 of the LGA:

8 Consultation

8.1 There are no community consultation requirements associated with this report.

9 Cultural Considerations

9.1 There are no cultural considerations required.

10 Conclusion

10.1 As at 30 June 2020 there were budgeted projects which were not able to be completed, there is a need to carry these budgets forward.

11 Attachments

• 2020-21 Requested financial carry forwards

154 Requested financial carry forwards for 2020-21

Summary New $ 5,188,442 Source of Funding: Loan Renewal $ 3,802,976 Source of Funding : Depreciation Reserve Renewals Parks $ 39,000 Source of Funding : 50% Depreciation Reserve & 50% Loans Renewals Roading $ 4,962,906 Source of Funding : Depreciation Reserve & NZTA Growth $ 5,835,097 Source of Funding : Growth funds (DC's)/Loans Total Capex $ 19,828,421 Total Opex $ 2,055,987 Source of Funding: Targeted and General Separate Funds $ 21,884,408

Capital Value Type Expenditure / Job Name Type Expected funding Requester requested Description CAPEX CDEM radio repeater- Renewal Depreciation fund Brent Limmer $ 1,533 purchase delayed by COVID and resulting delay in completion of the PNCC radio Upgrade of radio repeater tower where MDC will rent space to locate radio repeater. Once ower completed, we resilience can complete agreement with PNCC about renal of space. CAPEX Feilding WWTP - Irrigation- New Loan Funded Glenn Young $ 3,713 Buffer planting work ongoing, carry forward requested for balance to 20/21FY. Feilding WWTP - Irrigation

CAPEX Civil Defence Emergency New Loan Funded Brent Limmer $ 3,995 Carry over need to complete upgrade of CDEM trailer. Mgmt-Alternate EOC Fibre Connection and Cabling

CAPEX Rongotea WWTP Renewals- Renewal Depreciation fund Glenn Young $ 5,489 Carry forward requested for centralisation impacts. Wastewater asset replacement Rongotea

CAPEX AF-KP New Works-Signage New Loan Funded Carl Johnstone $ 6,174 Kitchener Park Trust are identifying the park signage designs, to be completed as part Upgrade of master plan. CAPEX Roading Growth-Roading Growth Development Darryn Black $ 6,624 Roading Growth - Road One Growth Works Precinct 4 contributions New Road One This carry forward will find the remaining commitments for valuation and design services relating to Road One (new road construction in Precinct 4)

CAPEX Himatangi Water Asset Renewal Depreciation fund Glenn Young $ 9,444 Carry forward requested for investigation works for silica removal. Renewals-Himatangi Beach Water Reticulation Renewals

CAPEX Purchase of New Recycling New Loan Funded Glenn Young $ 11,150 Recycling bin are yet to be completed. Bins-Ongoing purchase of new recycling bins

CAPEX Kaimatarau RTS New Loan Funded Glenn Young $ 12,504 Rural transfer station works yet to be completed, carry forward requested to Improvements-Kaimatarau 20/21FY. RTS Improvements

CAPEX WS Unplanned Renewals- Renewal Depreciation fund Glenn Young $ 14,209 Carry forward requested for completion of 19/20 works. Villages-Water Unplanned Renewals - Himatangi Beach

CAPEX Kimbolton WWTP Renewals- Renewal Depreciation fund Glenn Young $ 14,980 Carry forward requested for centralisation impacts. Kimbolton - Wastewater Treatment Renewals

CAPEX Himatangi Beach Res New New Loan Funded Carl Johnstone $ 15,435 Kaikokopu Stream Walkway delayed due to Horizons consenting issues. Works-Kaikokopu Stream Walkway - Phase 2

CAPEX Mt Lees New Works- New Loan Funded Mathew Bayliss $ 16,000 Work was unable to proceed until the tenants of the Mt Lees Homestead has vacated Establish Potable Water the facility. Planned work was then further delayed by Covid. Supply for House CAPEX Tangi Res Renewals- Renewal 50% Depreciation Mathew Bayliss $ 17,000 work required on the Tangimoana Motor Park will not be completed until the Tangimoana Beach Funded, 50% procurement of the new lease for the camp grounds. Motorcamp - Hotwater rates/Loans Cylinders, water supply and tank supply renewal (in the event camp not sold)

CAPEX General New Assets-General New Loan Funded Amanda Calman $ 17,451 new asset capital spend not used New Assets CAPEX General Renewals-General Renewal Depreciation fund Amanda Calman $ 18,907 Building general asset budget not spent Renewals CAPEX Feilding CBD Renewals- Renewal 50% Depreciation Mathew Bayliss $ 22,000 Feilding CBD Renewals will not take place until the Feilding Town Centre Concept Street Tree in ground Funded, 50% design has been completed. Lighting replacement rates/Loans

CAPEX Sub Roading Footpath Renewal Depn Funding & Darryn Black $ 28,289 Foortapath Renewal Renewal-Sub Roading NZTA District Footpath Renewals This carry forward is required to complete a footpath renewal on Churcher St near Port St, as part of the Stage 2 Port Street upgrade work CAPEX Feilding Wastewater - New New Loan Funded Glenn Young $ 28,645 Carry forward requested to complete works on Homelands Ave. Work-Feilding Wastewater - New Projects

CAPEX Desludging Oxidation Ponds- Renewal Depreciation fund Glenn Young $ 30,057 Carry forward requested for centralisation impacts. Desludging Longburn Oxidation Pond CAPEX Software - Document New Loan Funded Mel Rush $ 31,680 SharePoint program of work delayed due to Covid. Request carryover to go towards Management-Document development/upgrade to SharePoint Online. Management CAPEX Emergency Management New Loan Funded Brent Limmer $ 34,000 Work delayed by COVID - work expected to be completed in year 2020/21. Civil Def-Radio Tower Upgrade

155 CAPEX Feilding Cem New Works- New Loan Funded Carl Johnstone $ 36,015 Detailed design of exenstion delayed until completion/ adoption of Cemetery Feilding Cemetery - Management Strategy. Extension Phase 1 CAPEX Roading Growth-Roading Growth Development Darryn Black $ 39,379 Roading Growth - Turners Road Growth Works - Turners contributions Road This carry forward will fund continuing land acquisition and planning activities.

CAPEX AF-KP New Works-Southee New Loan Funded Mathew Bayliss $ 41,450 Delays from LINZ to complete the additional survey work to complete the purchase of Land acquisition land aquisition associated with Kitchener Park CAPEX Indoor Pool - Main Renewal Depreciation fund Mathew Bayliss $ 43,000 Carry forwards required due the delays during the level 4 lockdown to complete main Plantroom-Year 2 - plant room renewwals. Replacement roof for main plant room CAPEX Feilding WW Retic Renewals- Renewal Depreciation fund Glenn Young $ 45,052 Carry forward requested for next stage of Homeland project. Feilding Wastewater Reticulation Renewals

CAPEX AF-KP New Works-Flood New Loan Funded Mathew Bayliss $ 46,305 Delays due to LINZ to complete the additional survey work to purchase land Protection Works associated with Kitchener Park. Works are in conjunction with the purchase of Southee Land. CAPEX Software Replacement- Renewal Depreciation fund Bryan Senior $ 54,028 Purchases were not completed in time General Software Replacement CAPEX Stormwater New Work New Loan Funded Glenn Young $ 55,364 New works not completed, carry forward requested to 20/21FY. Feilding-Stormwater New Work Feilding CAPEX Makino Precinct New Works- New Loan Funded Mathew Bayliss $ 56,082 Delays with Covid for the completion of BBQ area, seating and planting associated Construction of BBQ area, with the Makino Precinct and the new skate park construction. seating, planting

CAPEX Districtwide Cem New New Loan Funded Mathew Bayliss $ 57,000 New works to be carried forwards as the Cemeteries Management Strategy needed to Works-Districtwide be completed first. Cemeteries - Management System Integrated Workflow

CAPEX Subsidised Bridge Renewals- Renewal Depn Funding & Darryn Black $ 58,440 Subsidised Bridge Renewals Subsidised Bridge Renewals NZTA This carry forward is required to fund deferred renewal work on the Makikike Bridge.

CAPEX MDC Admin Bldg New Works- New Loan Funded Mathew Bayliss $ 61,957 A proportion of the Council Building strengthening project was brought forwards into MDC Admin Building - 19/20 to establish the project management and concept design. This amount has Administration Building been delayed as Council has requestef further information on the project. Strengthening, roof replacement and modernisation CAPEX Library New Works-Feilding New Loan Funded Mathew Bayliss $ 68,419 This budget was for the concept design and project management establishment for Library - Major renewal and the library redevelopment. This has been delayed pending the Council decision on if redevelopment of existing the project is to proceed. building on site.

CAPEX Sub Structures Renewals- Renewal Depn Funding & Darryn Black $ 79,912 Structures Component Renewals PVE S202 Makawakawa NZTA Bridge Component Renewals This carry forward will fund deferred renewal work on the Makawakawa bridge

CAPEX Himatangi Beach Res New New Loan Funded Mathew Bayliss $ 80,000 Delays due to Covid and the consent process with Horizons Regional Council for Works-Kaikokopu Stream stream diversion at Himatangi Beach and dune modifications. Reserve - Consent Renewal

CAPEX Makino Precinct New Works- New Loan Funded Mathew Bayliss $ 81,727 Makino Precinct New works were delayed to complet the footpath network that Footpath network - Council- connect to the new skate park side of Atream CAPEX Library Review Project- Renewal Depreciation fund Mathew Bayliss $ 90,602 Carry forwards requested based on the delays in confirming that the Library Library Review Redevelopment proceed. This amount is for the makerspace within the redeveloped Implementation - Design library. CAPEX Computer Hardware- New Loan Funded Bryan Senior $ 92,355 Carry over includes amounts for open POs as well (commitment carried over). Hardware CAPEX Strengthen EQP Buildings- New Loan Funded Mathew Bayliss $ 93,000 Strengthening work on Feilding Little Theatre was delayed by Covid 19 lockdown. Strengthen EQP Buildings CAPEX Feilding Wastewater Growth- Growth Development Glenn Young $ 100,266 Physical works on Churcher Street have been delayed due to Covid 19, contractor is Feilding Wastewater Growth contributions programmed to return to site August 2020 (subject to weather). Carry forward requested to complete remainder of works on Churcher St.

CAPEX Property Feilding Depot-New New Loan Funded Mathew Bayliss $ 103,000 Construction of new storage facilities and holding bays will not take place until the Storage Facilities and Feilding Depot on South Street has sold. Holding Bays CAPEX Halls New Projects-Feilding New Loan Funded Mathew Bayliss $ 122,900 Feilding Little Theatre building upgrade has been delayed by 2 -3 months due to Covid Little Theatre - Building 19 lockdown. Upgrade, strengthening and modernisation

CAPEX District WWPS Telemetry- New Loan Funded Glenn Young $ 127,446 Project is for ongoing SCADA system implementation. Works contracted to be carried Cheltenham - WWPS out in 20/21FY, carry forward requested for balance. Telemetry - Park CAPEX Subsidised Accelerated LED Renewal Depn Funding & Darryn Black $ 142,483 Subsidised Accelerated LED Streetlight Renewal Ren-Subsidised NZTA Streetlighting Renewals - This carry forward along with the 2020/21 budget will fund the final stages of the Accelerated LED Renewal district wide LED renewal programme for the Feilding CBD and rural flag lights. Programme

156 CAPEX Non Subsidised Roading Renewal Depn Funding & Darryn Black $ 142,835 Non Subsidised Roading Renewals Renewal-Non Subsidised NZTA Roading Renewals A for previous carry over request we are waiting for Chorus to invoice costs associated with Port Street Stage 1 and 2, we have put pressure on Chorus to supply this but they are not forthcoming and have not indicated total costs.

Once Port St is complete and the 3 year NLTP period is over (30 June 2021) we will surplus the remaining budget.

CAPEX Stanway/Halcombe RWS Renewal Depreciation fund Glenn Young $ 148,822 Carry forward requested for future development of the scheme towards DWSNZ for Renewals- Halcombe. Stanway/Halcombe RWS Intake & Capacity Improvements CAPEX Sub Renewal Surplus >NZTA Renewal Depn Funding & Darryn Black $ 186,000 Non Subsidised Renewals. Budg-Sub Renewal Surplus NZTA (above NZTA budgets) Carry forward from two sub jobs RD1047 001 and RD4034 001,

This budget may be used for non-subsidised renewal activities or for NZTA funded activities which may require extra local share.

We are also waiting for Chorus to invoice costs associated with Port Street Stage 1 and 2, we have put pressure on Chorus to supply this but they are not forthcoming and have not indicated total costs.

CAPEX Kowhai Park Growth Projs- Growth Development Mathew Bayliss $ 188,000 Delays due to the four week lockdown has meant the new playground at Kowhai Park Relocate and upgrade contributions will not be completed until March 2021. There is also seperate funding from ECCT playground $114,00 that has not been included in the Capex Reports that will need to be included. CAPEX Parks & Res Growth Development Mathew Bayliss $ 210,000 Carry forwards is requested due to th delays in securing an easement over private Walkways/Linkage- contributions land for the Kowhai Park to Kitchener Park walkway. Discussions are ongoing with the Walkways - Kitchener to land ower to secure access. Aorangi (fences and path)

CAPEX Makino Park Playground & New Loan Funded Mathew Bayliss $ 218,000 This budget line also includes the $200K from NZCT but is not shown on the Capex Skate-Beautify Makino report budget sheets. This is the carry forwards to complete the beautification of the Stream Makino Precinct that includes landscaping, pathing, seating and bbqs.

CAPEX Feilding Walkway Growth Growth Development Mathew Bayliss $ 237,000 Due to lockdown there were delays in purchasing the land from the Feilding High Proj-James Palmerto Rimu - contributions School and MoE for James Palmer Park to Rimu Park walkway that will connect to Port St to Root Street Land Precinct 4. Acquisition CAPEX Halls New Projects-Feilding New Loan Funded Mathew Bayliss $ 295,356 Construction was delayed to due covid lockdown, work is due to completed Civic Centre - Building September 2020. Upgrade Grant CAPEX Manfeild Park Development- New Loan Funded Mathew Bayliss $ 299,000 Work will not commence as it is connected to the South Street and Kawakawa Road Manfeild Park Development land sales. Costs CAPEX Roading Growth-Roading Growth Development Darryn Black $ 348,366 Roading Growth Growth contributions This carry forward along with 2020/21 the budget will support growth activities in Precinct 4

CAPEX Feilding Water Supply Growth Development Glenn Young $ 351,695 Physical works on Churcher Street have been delayed due to Covid 19, contractor is Growth-Feilding Water contributions programmed to return to site August 2020 (subject to weather). Carry forward Supply Growth requested for to complete Churcher Street.

CAPEX Stormwater - District wide New Loan Funded Glenn Young $ 351,807 Works in Tangimoana underway with stages 1 completed and stage 2 starting in new-Stormwater - District October 2020. Carry forward requested to complete Stages 2 & 3 Tanginoana. Wide Improvements

CAPEX Roading Growth-Roading Growth Development Darryn Black $ 403,458 Roading Growth - Precinct 4 Port Street Stage 2 Growth Works Precinct 4 contributions Port Street Stage 2 This carry forward will fund the completion of the road reconstruction project in Port Street. CAPEX Stormwater Growth Feilding- Growth Development Glenn Young $ 464,309 Physical works on Churcher Street have been delayed due to Covid 19, contractor is Stormwater Asset Growth contributions programmed to return to site August 2020 (subject to weather). Turners Road has Feilding been delayed due to landowner negotiations and is now programmed to commence in October 2020. Carry forward requested to complete remainder of works on Churcher Street, and continue works on Turners Road.

CAPEX Feilding WWTP Asset Renewal Depreciation fund Glenn Young $ 656,345 Carry forward requested for installation and integration of generator in 2020/2021. Renewal-Feilding WWTP Asset Renewal CAPEX Stormwater Growth Feilding- Growth Development Glenn Young $ 701,000 Carry forward from 18/19yr rephased into this year as per discussio Sept 2019 Stormwater Asset Growth contributions Feilding CAPEX Rimu Park Growth-Land Growth Development Mathew Bayliss $ 813,000 The Rimu Park land exchange will not proceed and the decision was made to Purchase contributions maintain the existing park, Funds will be requested to be reallocated in 20/21 to other land puchases along the Makino Stream for the walkway and reserve for Precinct 4. CAPEX Pharazyn Park Growth-Land Growth Development Mathew Bayliss $ 899,000 land purchase for 2.2 ha for the new Pharazyn Reserve in Precinct 4. Purchase is due Purhase (4 ha) contributions to be completed August 2020. CAPEX Feilding WTP Asset Renewals Renewal Depreciation fund Glenn Young $ 1,000,000 Balance of 2018/19 budget and commitments requested to be carried forward to across multiple years as per discussion in Sept 2019

CAPEX Roading Growth-Roading Growth Development Darryn Black $ 1,073,000 Roading Growth - Turners Road Extension Growth Works Industrial contributions Area - Turners Rd This carry budget will fund construction once land acquisition negotiations and planning work is completed

157 CAPEX WW Centralisation - Renewal Depreciation fund Glenn Young $ 1,670,508 Wastewater centralisation stage 1b (Mt Stewart to Feilding) closed with Renewal-WW Centralisation - recommedation to Council 6 August. Pipework supply tender has been awarded with renewal projects order subject to awarding stage 1b. looking to negotiate Stage 1a (Sanson to Mt Stewart) with preferred contractor for stage 1b. Carry forward requested for continuation of project into 20/21. Stages 2 (Rongotea) and 3 (Halcombe) design are underway. Centralisation resource consent has been granted. Iwi consultation regarding alignment is ongoing.

CAPEX Resource Recovery Centre- New Loan Funded Glenn Young $ 2,720,512 Completion forecast for December 2020. A request will be made to carry forward Construction Management unspent funds to 2020/21. Construction has commenced, works yet to be completed, and Post Completion carry forward requested to complete works in 20/21FY.

CAPEX Subsidised Bridge Renewals- Renewal Depn Funding & Darryn Black $ 4,324,947 Mangaweka Bridge Renewal Roading Bridge Renewal - NZTA Mangaweka Bridge Carry forward will fund the finalisation of the tender process and then construction over 2020/21 and 2021/22 Total capex carry forward requested $ 19,828,421

Value Type Expenditure / Job Name Requester requested Description OPEX Staff Training Michael Hawker $ 1,164 District Plan team training & development carry forwards due to COVID-19 delaying training events OPEX Economic Development Michael Hawker $ 1,239 Mayor's Taskforce for Jobs unspent budget. Internal-Mayors Taskforce for jobs OPEX Economic Development Michael Hawker $ 2,273 Food HQ support Internal-Food HQ

OPEX Consultant Costs Michael Hawker $ 2,303 District Development consultant expenditure -used to cover legal fees and minor ad- hoc expenses like Manfeild Park Trustee appointment process

OPEX Community Development Michael Hawker $ 2,314 Community Pool Operating Grants unallocated funds. Funds-Community Swimming Pool Grants

OPEX Community Development Michael Hawker $ 2,333 The Hook Bequest undisbursed funds to be carried forward. Funds-Hook Bequest

OPEX Staff Training Rebecca Bell $ 2,497 Staffing changes + Covid-19 meant that this budget was not spent last year, however with a new comms/engagement team, both of whom are new to local government, it is expected that there will be the need for more-than-usual expenditure on training and development. OPEX Computer software Mel Rush $ 2,852 Budgeted for software as required. Carry forward as investigation into DocuSign was delayed but is nearing an end and this will cover first year costs.

OPEX Urupa Grants-Urupa Grants Michael Hawker $ 2,927 Urupa & Private Cemtery grants.

OPEX Conferences and training Rebecca Bell $ 2,983 With a new Comms/Engagement team, both new to local government, sector engagement through conferences will help bring them up to speed. OPEX Youth Initiatives-Manawatu Michael Hawker $ 3,000 Manawatu Youth Ambassadors unspent funds. (This is carried forward to the Job Youth Ambassadors CD1010*001 for the 20/21 FY)

OPEX Conferences and training Michael Hawker $ 3,118 District Plan Review team conferences delayed due to COVID-19 OPEX Records mgmt Mel Rush $ 3,931 Purchase of social media archiving tools will happen in 20/21 as did not progress as quickly as hoped due to Covid. OPEX Main - Computer software Rebecca Bell $ 4,871 With our new team we are looking to expand our capability in comms/engagement. This will involve investing in new/different software options.

OPEX Development Contrib Amanda Calman $ 5,070 Maqiq integration PO 62032 for asset data, not yet completed Support-Development Contributions Support OPEX Consultant Costs Amanda Calman $ 5,070 ozone and magiq integration of staff hours data PO 59916

OPEX Health & Safety Training Mathew Bayliss $ 6,120 H & S training underspend due to Covid Lockdown OPEX Community Development Michael Hawker $ 6,262 The Robert Dickson Trust had no applications during the year. Funds-Robert Dickson Education Trust

OPEX Printing & Stationary Rebecca Bell $ 7,054 Anticipating significant costs associated with the town centre refresh project and the 10YP

OPEX Community Survey Rebecca Bell $ 7,131 We are looking at improving our methodology for the community survey which will likely cost more.

OPEX Staff Training Brent Limmer $ 7,232 COVID19 resulted in Controller training programme being posponed until 2020/21FY. Funds required to enable Mat Bayliss to complete planned training.

OPEX Economic Development Michael Hawker $ 8,740 Agri-Business Economic development support. Internal-Agribusiness Strategy OPEX Link Walkway/Cycleway to Michael Hawker $ 8,860 Unspent funds for studies on walkway/cycleway PNCC-Link Walkway/Cycleway to PNCC

OPEX Long Term Plan-Long Term Rebecca Bell $ 9,401 This is 10YP year when the project incurs the most expenses. The 20/21 budget Plan 2021-31 essentially only covers Audit costs. OPEX Community Planning Project- Michael Hawker $ 10,195 Community Planning Development. No community plans were created or updated Community Planning Project during the year requiring expenditure. New community plans are scheduled for the - Developing Plans 20/21 financial year.

OPEX Creative Communities NZ- Michael Hawker $ 10,913 Dept of Internal Affairs Creative Communities undistributed funds. Has agreement of Creative Communities New CCNZ to be distributed in 2020-2021. Zealand OPEX Youth Initiatives-Youth Michael Hawker $ 11,654 Youth Initiatives carry forward will be applied to the Youth Action Plan development Initiatives General OPEX Public Information Rebecca Bell $ 12,074 With all the significant projects coming up this year it is anticipated that we will have increased public information costs

158 OPEX Community Development Michael Hawker $ 12,115 COVID-19 impacted the amount granted by the Representative Grant Fund. About Funds-Representative Grant $7,500 of grants were returned to MDC due to event cancellations. The carry forward can be used next financial year as events resume.

OPEX IT Operational Projects- Amanda Calman $ 13,500 MagiQ LTP module upgrade PO 59916 portion not yet paid MagiQ LTP Enhancements 19/20 OPEX Sub Structures Maintenance- Darryn Black $ 15,000 Structures Maintenance - Bridges Subsidised Structures Maintenance - Bridges This budget is used for bridge maintenance, the carry forward request relates to costs for a specialist Bridge Inspection Unit (BIU) which is used to inspect the underside of large bridges with a snorkel type vehicle. The BIU inspection programme was affected by COVID 19 and they were unable to carry out MDC programmed work before June 30 2020. The programme for 2020/21 has been adjusted to accommodate this.

OPEX Sub Activity Management Darryn Black $ 15,660 Subsidised Activity Manangement Plans Plans-Sub Activity Management Plans Will be used for extra staff time comittments on the Roading programme and AMPs, underspend has come about due to Johns increased time coding to Mangaweka Bridge renewal. OPEX Records Management File Mel Rush $ 16,776 Digitisation Officers both moved into new positions at MDC in Feb/March, Covid Rooms-Digitisation Project stopped recruitment happening as quickly as possible.

OPEX Stormwater Condition Glenn Young $ 18,190 Carry forward requested for PO committment for Central District Surveys. Assess-ST District wide condition assessment OPEX Landfill Reinstatement-Re- Glenn Young $ 19,695 Carry forward requested for continued work associated with the Ranfurly Road instatement Ranfurly Rd landfill site. Landfill Site OPEX Himatangi Beach Res Op Carl Johnstone $ 21,477 Consenting issues have delayed progress of dune modification. Projs-Himatangi Dunes Recontouring OPEX Consultation costs Rebecca Bell $ 24,099 20/21 is a big year for consultation (10YP, Environmental Strategy, Town Centre Refresh, Bylaws, etc.) OPEX Halls Ops Projects-Feilding Mathew Bayliss $ 25,483 Operational maintenace associated with the Feilding Civic Centre capex project. This Civic Centre - Exterior project was delayed due to the 4 week lockdown and the delays with construction Repainting and commencing. waterproofing OPEX Economic Development Michael Hawker $ 27,538 Community Development Event Funding was significantly impacted by COVID-19. Internal-Economic development - Event Fund

OPEX Sub Footpath Maintenance- Darryn Black $ 30,899 Footpath Maintenance Sub Footpath Maintenance Other Contractors Budget will be used for the 2020/21 footpath maintenance programme

OPEX Internal Audit fees Amanda Calman $ 32,541 Internal audit costs, mostly commited on PO 62398 for Fraud audit, balance has a committed audit program plan, delays in completing work due to auditor illness and covid OPEX Districtwide Cem Op Mathew Bayliss $ 33,000 Feilding Cemetery New Works will be a carry forwards request as the Cemeteries Projects-District Wide Management Strategy needed to be completed first. Cemeteries - Develop Cemetery Management Plan

OPEX Long Term Plan-Review of Brent Limmer $ 35,493 Review delayed by COVID-19. Work restarted late June 2020. Unbugeted operational the Development expense of $40,000 approved by GM - Community and Strategy on 29 June 2020 for Contributions Policy project. OPEX Maintenance - General Rebecca Bell $ 35,493 There is no Strategy Team budget allocation in 20/21 for consultants. At the very least we will have legal expenses related to tranch 3 of the bylaw review.

OPEX Ohakea RWS Feasibility- Glenn Young $ 36,782 Carry forward requested for continuing work on the Ohakea Rural Water Supply Ohakea RWS Feasibility Scheme.

OPEX Feilding CBD Op Projs- Carl Johnstone $ 37,226 CBD redevelopment plan project in progress over two financial years. Redevelopment Plan OPEX Maintenance - General Carl Johnstone $ 40,140 Maintenance works have been delayed until condition assessments had been carried out in order to priotise works required within each hall. Covid 19 delayed the availability of contractors to carry our works.

OPEX Community Development Michael Hawker $ 47,132 The Community Develoopment Fund did not distribute all its funds to applications. Funds-Community COVID-19 did impact the number of applications received. Development Funds

OPEX Districtwide Ops Proj- Carl Johnstone $ 67,535 Open Space framework review delayed until completion of Reserves management Distrirctwide - Open Space plans completed. Framework Review OPEX Community Committee Michael Hawker $ 83,729 Community Committee Funding plans were significantly impacted by COVID-19. Funds-Community Committee Funds OPEX Feilding WW Infiltration- Glenn Young $ 90,665 Carry forward requested for already committed invoices and continuing I&I Feilding Wastewater investigations. Infiltration Investigation OPEX Community Planning Project- Michael Hawker $ 96,826 Community Planning Implementation projects were significantly impacted by COVID- Community Planning 19, the carried forward funds will be applied to the delayed projects. Projects - Implemation

OPEX Economic Development Michael Hawker $ 156,786 Economic Development Opportunity & Data carry forward to cover CEDA S17A Internal-Economic Review, Housing Strategy, Turbos Rugby Underwrite, FDP Contract Economic development opportunity & Development Services collaboration OPEX Broadband Project-Ultrafast Michael Hawker $ 211,522 UFB for Industrial area. The expendidture awaits the commencement of the Turners Broadband - Industrial Area Road project.

OPEX Michael Hawker $ 657,104 District Plan Review Program unspent carry forward to align with review schedule Total requested opex carry forward $ 2,055,987

159

Council

Meeting of 17 September 2020

Business Unit: Corporate and Regulatory Date Created: 03 September 2020

Financial Variances Report 2019-2020 over $50,000

Purpose

To inform Council of budget areas that finished the 2019-2020 financial year with a more than $50,000 expenditure variance.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the report and notes the budgets that have completed the 2019-2020 financial year with more than a $50,000 unfavourable to budget variance.

Report prepared by: Amanda Calman Chief Financial Officer

Approved for submission by: Shayne Harris General Manager - Corporate and Regulatory

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand



160 2 Background

2.1 Under section 47.1 of the Delegations Manual, the Council delegates to the Chief Executive the ability to approve changes to approved budget up to $50,000 and the ability to approve unbudgeted operational and capital spend up to $100,000

3 Discussion and Options considered

3.1 For the financial year ending 30 June 2020, a total of fifteen areas finished with an unfavourable to budget variance of more than $50,000, these areas are outlined in the attachment.

4 Operational Implications

4.1 There are no further operational implications to be considered.

5 Financial implications

5.1 There are no further financial implications to be considered.

6 Statutory Requirements

6.1 There are no statutory requirements to be considered.

7 Delegations

7.1 Under section 47.1 of the Delegations manual the following clause applies:

47.1. The Council delegates to the officers and committees listed below, the power to incur expenditure on the Council’s behalf pursuant to Schedule 7, Clause 32 of the LGA:

8 Consultation

8.1 There is no consultation required.

9 Cultural Considerations

9.1 There is no cultural considerations required.

161 10 Conclusion

10.1 For the financial year ending 30 June 2020, a total of nine areas exceeding the expenditure budget, four of these areas are impacted by higher depreciation costs.

11 Attachments

• Financial variances report over $50k 2019-20

162 2019-2020 Financial Variances against budget.

Key Over budget variance of$ 50k or Revenue Expenditure more

19/20 19/20 Budget Variance 19/20 Actual 19/20 Budget Variance Actual

Grand Total 56,722,745 60,497,357 -3,774,612 54,993,857 57,611,094 -2,617,237

Governance Team 0 0 0 0 0 0 1001. Governance and Strategy 2,268,357 2,262,653 5,704 2,341,414 2,264,059 77,355 Higher staff time incurred Governance Team 2,268,357 2,262,653 5,704 2,341,414 2,264,059 77,355

20. Infrastructure Support Service 2001. Infrastructure Group Mgt 42,195 88,315 -46,120 42,195 88,315 -46,120 2002. Professional Services Unit 0 0 0 0 0 0 2003. Asset Managers 111,078 195,582 -84,504 111,078 195,582 -84,504 2004. Operations Team 799,099 956,377 -157,278 734,091 956,377 -222,286 2005. Utilities Projects 0 0 0 0 0 0 2006. Roading Operations 0 0 0 0 0 0 2007. Roading Asset Management 0 0 0 0 0 0 2008. Utilities Asset Management 0 0 0 0 0 0 2009. Infrastructure Support Team 138,143 179,160 -41,018 138,143 179,160 -41,018 2020. Utilities Team 574,824 738,233 -163,409 574,824 738,233 -163,409 2021. Roading Team 550,768 669,872 -119,104 550,768 669,872 -119,104 2099. Invalid Cost Centre Postings 0 0 0 0 0 0 Infrastructure Support Service 2,216,106 2,827,539 -611,433 2,151,099 2,827,539 -676,440

21. Roading Network

2101. Roading Activity 14,667,254 15,499,209 -831,955 14,248,656 13,219,420 1,029,236 $1.1M Depreciation

2102. Feilding CBD Redevelopment 257,530 257,203 327 121,872 151,143 -29,271 Roading Network 14,924,784 15,756,412 -831,628 14,370,528 13,370,563 999,965

23. Solid Waste 2301. Solid Waste Management 0 0 0 0 0 0 2302. Kerbside Recycling 748,766 737,274 11,492 638,379 737,274 -98,895 2303. Recycling 260,755 256,514 4,241 158,644 256,514 -97,870

2304. Solid Waste Disposal 1,371,357 1,618,565 -247,208 1,438,695 1,649,580 -210,885

2305. Solid Waste Collection 751,043 821,301 -70,258 853,521 821,301 32,220 2306. Waste Education 107,200 145,460 -38,260 85,550 111,381 -25,831 2307. Commercial Waste Contracts 0 1,558,500 -1,558,500 0 1,220,826 -1,220,826 Solid Waste 3,239,121 5,137,614 -1,898,493 3,174,788 4,796,876 -1,622,088

Wastewater Less Nursery 7,532,706 7,653,468 -120,762 7,102,131 7,240,828 -138,697

Higher staff hours and lower revenue, Nursery 15,783 58,500 -42,717 189,746 99,614 90,132 old stock on hand written down

Stormwater and Drainage 1,465,649 1,962,028 -496,379 1,499,050 1,490,013 9,037

Depn $206k over, Staff time $523K Water Supply 4,666,175 4,554,864 111,311 4,502,643 4,274,864 227,779 over, maintenance $413k under

30. Community & Strat. Support Ser 3001. Community & Strategy Group Mgt 0 0 0 0 2,627 -2,627 3002. Strategy Team 0 0 0 0 118,500 -118,500 3003. Community Development Advisor 0 0 0 0 0 0 3004. Property and Parks 0 0 0 0 0 0 3005. Parks & Reserves Management 0 0 0 0 0 0 3006. Community Facilities Mgt 0 0 0 0 0 0 3007. Communications 0 0 0 0 4,500 -4,500 3008. Project Delivery 27,194 0 27,194 27,194 0 27,194 3009. Cultural Advisor 0 0 0 0 0 0

Community & Strat. Support Ser 27,194 0 27,194 27,194 125,627 -98,433

33. District Development 3301. Community Funding Developmnt 1,644,015 1,610,655 33,360 1,337,929 1,664,759 -326,830

*Report Contains Filters 163 3302. Economic Development 1,079,676 1,072,561 7,115 1,094,632 1,453,113 -358,481 3303. Feilding CBD Security 88,283 87,328 955 81,109 87,328 -6,219 District Development 2,811,974 2,770,544 41,430 2,513,671 3,205,200 -691,529

35. Emergency Management 3501. Civil Defence 455,522 273,353 182,169 701,894 717,403 -15,509 3502. Rural Fire 0 0 0 0 0 0 Emergency Management 455,522 273,353 182,169 701,894 717,403 -15,509

37. Community Facilities Depn $84k, personel $48k, overhead 3701. Libraries and Archives 1,364,869 1,384,972 -20,103 1,540,951 1,384,972 155,979 allocation 34K 3702. Halls and Recreation Complexes 681,440 689,570 -8,130 878,958 906,780 -27,822 3703. Makino Aquatic Centre 2,455,753 2,689,597 -233,844 2,456,563 2,689,597 -233,034 3704. Parks, Reserves & Sports Grnds 3,638,882 3,895,798 -256,916 3,181,295 3,414,479 -233,184 3706. Cemeteries 484,098 447,694 36,404 381,751 465,538 -83,787 3707. Public Conveniences 366,465 366,445 20 377,050 396,444 -19,394

3710. Property 747,666 750,127 -2,461 1,135,124 1,021,792 113,332 Depn $119k

Community Facilities 9,739,172 10,224,203 -485,031 9,951,691 10,279,602 -327,911

40. Environmental Management 4001. Environmental Group Manager 0 0 0 0 0 0 4002. Regulatory Management 0 0 0 0 0 0 Environmental Management 0 0 0 0 0 0

41. Regulatory 4101. Animal Control 677,796 666,386 11,410 653,584 666,386 -12,802 Consultants $272k, staff time $176k, 4102. Building Control 2,400,525 2,116,550 283,975 2,609,933 2,199,670 410,263 Revenue offset of $284k 4103. Environmental Health 326,420 325,954 466 381,682 325,953 55,729 Overhead costs allocated $88k 4104. Alcohol Licensing 76,141 123,100 -46,959 136,827 123,100 13,727 4105. District Planning 2,464,215 2,250,981 213,234 2,087,801 2,703,531 -615,731 Regulatory 5,945,098 5,482,971 462,127 5,869,826 6,018,640 -148,814

50. People and Culture Group 5001. People and Culture Group Mgt 0 0 0 0 0 0 5002. Human Resources 26 0 26 26 0 26 5003. Executive Support 0 0 0 0 0 0 People and Culture Group 26 0 26 26 0 26

60. Corporate and Regulatory Group 6001. Corp & Reg Group Management -3,876 0 -3,876 -3,876 0 -3,876 Corporate and Regulatory Group -3,876 0 -3,876 -3,876 0 -3,876

61. Business Support 6101. Finance 29,647 26,651 2,996 29,647 38,051 -8,404

6102. Information Management 18,876 19,741 -865 18,876 149,588 -130,712

Personnel costs over $34k, Staff 6103. Customer Contact Centre 2,226 600 1,626 2,226 -63,089 65,315 hours $101k, offset by lower consultants and telephone costs $65k

6105. Strategic Planning 0 0 0 0 0 0 6106. Governance Team 0 0 0 0 0 0 6108. Business and Information 0 0 0 0 0 0 6109. Regulatory Team -1,980 0 -1,980 -1,980 41,500 -43,480 6110. Internal Audit 0 0 0 0 0 0 Business Support 48,769 46,992 1,777 48,769 166,050 -117,281

62. Organisational Management 6201. Organisational Costs 1,356,503 1,486,216 -129,713 539,579 734,216 -194,637 6202. Administration Building 0 0 0 0 0 0 6203. Vehicle Fleet 13,683 0 13,683 13,683 0 13,683 6204. Better Business 0 0 0 0 0 0 Organisational Management 1,370,186 1,486,216 -116,030 553,262 734,216 -180,954

Chief Executive 0 0 0 0 0 0

*Report Contains Filters 164

Council

Meeting of 17 September 2020

Business Unit: Infrastructure Date Created: 24 August 2020

Active Mode Connectivity Palmerston North to Feilding

Purpose

To request the construction phase budget is brought forward from 2021/22 financial year of the LTP to the 2020/21 financial year.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1.1 That the report on Active Mode Connectivity Palmerston North to Feilding be received.

1.2 That Council approves bringing forward the 2021/22 financial year budget of $1,308,630 to the 2020/21 financial year.

Report prepared by: John Jones Roading Manager

Approved for submission by: Hamish Waugh General Manager - Infrastructure

165 2 Contribution to the Council Vision and Council Outcomes

2.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

    

3 Background

3.1 Improving active mode connectivity between the two Palmerston North and Feilding has been under investigation since 2005. A Strategic Case was completed by Beca on behalf of Palmerston North City Council (PNCC) and Manawatu District Council (MDC) in June 2018.

3.2 In December 2018 Beca Ltd (Beca) was commissioned by PNCC and MDC to prepare a Single Stage Business Case (SSBC) for improvements to walking and cycling (Active Modes) between Feilding and Palmerston North (a distance of approximately 15km).

3.3 As part of the Strategic Case a facilitated Investment Logic Mapping (ILM) process was carried out and two main problems were identified for the corridor:

• Legacy road layouts create an unsafe cycling and walking environment that results in low use of these modes

• Lack of active mode choice blocks opportunities for economic growth, tourism, health, recreation, and social wellbeing.

3.4 If these problems were to be addressed along the corridor, the following benefits are expected:

• Increased cycling use

• Strengthened Te Araroa national walking route usage

• Improved community and social wellbeing.

4 Discussion and Options considered

4.1 The Palmerston North City Council section runs from Roberts Line east of the North Island Main Trunk Line (NIMT) along Sangsters Road to Bunnythorpe. Then from the intersection of Kairanga Bunnythorpe Road/Dixons Line north on the eastern side of the NIMT to the intersection of Campbell Road/Waughs Road (Kung Fu Corner).

4.2 The Manawatu District Section continues north of Kung Fu Corner on the eastern side of the NIMT along Campbell Road to the railway crossing at Campbells Road (close to the intersection

166 of Campbells Road/SH54). Crosses Campbell Road east of the level crossing to connect to the existing off road shared path on the north of Campbell Road.

4.3 The preferred route as selected by Multi Criteria Analysis and agreed with stakeholders at a workshop on 2 May 2019 is 1A, 2C and 3A as shown in the map Appendix 1

5 Operational Implications

5.1 Given that the intent of the route is to ultimately serve as a Palmerston North to Feilding connection, the route was assessed as one project. The economic evaluation tested the impacts of timing delay between the delivery of the north (MDC) and south (PNCC) sections. An assumed a gap of 2 years between the first phase (from Feilding to the MDC boundary) and the second one (up to Palmerston North). The timeframe of the evaluation is 40 years and cost and benefits are spread proportionally to the length of each section.

6 Financial implications

6.1 This project has a budget of $1,308,630 in the 2021/22 year of the LTP. Council’s approval is required to bring this budget forward to 2020/21.

6.2 The Implementation Phase was estimated to be $1.1 in December 2017. That estimate did not allow for Kiwirail’s requirement for a 4.4km long post and wire mesh fence ($110,000). In addition the cost of materials, particularly bitumen and diesel, have increased significantly over the last three and a half years.

6.3 Waka Kotahi (NZTA) has approved an implementation phase (construction) budget of $1,400,000

6.4 The Financial Assistance Rate (FAR) is 53%. Therefore Council’s financial commitment is $658,000.

6.5 Construction of the shared walkway cycleway is expected to take 6 months and could be completed in the 2020 – 21 Financial Year.

7 Statutory Requirements

7.1 Council has statutory obligations under the Land Transport Management Act 2003 to contribute to an effective, efficient, and safe land transport system in the public interest.

7.2 Resource Management Act 1991 (RMA) is the main piece of legislation that sets out how Council should manage our environment. It is based on the principle of sustainable management. This involves considering effects of activities on the environment now and in the future when making resource management decisions.

8 Delegations

8.1 Council has the authority to decide matters relating to the Active Mode Connectivity Palmerston North to Feilding.

167 9 Consultation

9.1 The entire length of the preferred route will be located in the rail corridor which is controlled by KiwiRail. As a key stakeholder KiwiRail attended both workshops and are aware of this. KiwiRail has indicated that it supports shared paths in the rail corridor where they do not interfere with rail operations, and where they are safely designed for the public and railway staff.

10 Cultural Considerations

10.1 Council applied for a resource consent to extend four existing box culverts in the bed on several unnamed tributaries of the Mangaone Stream. The cycleway proposed by Council requires the extension of these culverts for the construction of the path.

10.2 The site was assessed as being within the rohe of Ngāti Toa Rangatira, Ngāti Raukawa, and Rangitāne o Manawatū.

10.3 Ngāti Toa Rangatira’s key focus is south of the Horizons Region. From an email received on the 7th February 2019, they support the position of other iwi in the Region and do not require consultation for consent applications made within their rohe in the Horizons Region.

10.4 Following consultation, the Applicant has obtained correspondence from Tanenuiarangi Manawatū Inc. (TMI) of Rangitāne o Manawatū advising they are comfortable with the mitigations proposed by the application and thus support the application.

10.5 The Applicant has undertaken consultation with Ngāti Raukawa and has received written correspondence that the mitigation process Council has in place satisfies any concerns regarding the proposed activity.

10.6 On the basis of the consultation and feedback obtained, the effects of the proposed diversions and land disturbance on cultural values is considered to be less than minor.

11 Conclusion

11.1 On approval of the budget tenders can be called for the construction of the Manawatu District Council’s section of the Active Mode Connectivity Palmerston North to Feilding. That is north from Kung Fu Corner on the eastern side of the NIMT along Campbell Road to the railway crossing at Campbells Road, close to the intersection of Campbells Road/SH54.

12 Attachments

• The preferred route as selected by MCA and agreed with stakeholders at a workshop on 2 May 2019 is 1A, 2C and 3A as shown in the map Appendix 1

168 Appendix 1

169