AGENDAbullerdc.govt.nz/wp-content/uploads/2018/09/180920-Council-Agenda... · how t etbis water ppy, whic s cmpiance it te et rinki Wter Stanrds ”. If the Drinking Water Standards

AGENDA:Meeting of Buller District Council

Wednesday 26 September 2018,commencing at 5.00pm

at: Clocktower Chambers:Palmerston Street, Westport

Public Copy

BULLER DISTRICT COUNCIL26 SEPTEMBER 2018

INDEX

ITEM: PAGE:

Apologies .......................................................................................................................

1 Members Interest ............................................................................................1

2 Conformation of Minutes ................................................................................2

3 Action List ....................................................................................................28

4 SignificantProjectsReport ............................................................................32

5 Capital Budget Carry Overs ...........................................................................39

6 Assets&InfrastructureMajorProjects-QuarterlyStatusReport ................43 -September2018

7 BullerDistrictWaterSupplies-QuarterlyStatusReport ...............................59 -September2018

8 Assets&InfrastructureCapitalWorksPortfolio2018-2019Baseline ...........72

9 Assets&InfrastructurePropertyPortfolio2018-2019Baseline ....................89

10 ReviewofCouncil'sClass4GamblingandTotalisatorAgency ..................115 Board(TAB)VenuePolicy

11 WestCoastCivilDefence&EmergencyManagementGroupUpdate ........132

12 ChiefExefcutiveReport-September2018 .................................................136

13 MayorsReport .............................................................................................139

14 PublicExcluded ..........................................................................................157

1Agenda: Buller District Council: Meeting - 26 September 2018


Agenda Item No 1

Prepared by - Keith Marshall -ChiefExecutiveOfficer

MEMBERS INTEREST ________________________________________________________________________

Councillorsareencouragedtoconsidertheitemsontheagendaanddisclosewhethertheybelievetheyhaveafinancialornon-financialinterestinanyoftheitemsintermsofCouncil’sCode of Conduct.

Councillors are encouraged to advise the Executive Assistant to CEO, of any changes required to their declared MembersInterestRegister.

The following flowchart may assistCouncillors in making that determination (AppendixAfromCodeofConduct).

DRAFT RECOMMENDATION

That Councillors disclose any financial or non-financial interest inany of the agenda items.

What is the matter being decided?

Do not discuss or vote.

No conflict. Can discuss and vote.



NO

YES

YES

NO

YES

NO

NO NO

YES YES

Declaration of InterestsGuidance for Elected Members

Who is to make a decision? Council, Council Committee or

Community Board?

Do I have a financial interest in the matter? That is, do I have a reasonable expectation of gain or loss of money as a result of any decision on this matter.

It my financial interest in the matter being decided an interest that is in

common with the public?

Do any of the other exceptions in the Act apply?

Pecuniary conflict of interest.

Could I apply for an exemption or declaration?

Application granted

Can discuss and vote.

2 Agenda: Buller District Council: Meeting - 26 September 2018


Agenda Item No 2


CONFIRMATION OF MINUTES ________________________________________________________________________

1. REPORT SUMMARY

Minutesofthemeetingheld29August2018

2. DRAFT RECOMMENDATION

1. That Council confirms theminutes from themeeting held 29August2018.


MEETING OF THE BULLER DISTRICT COUNCIL, COMMENCED AT 5pm, 29AUGUST 2018, AT CLOCKTOWER CHAMBERS, PALMERSTON STREET, WESTPORT

PRESENT:MayorGHoward,Councillors GNeylon, PRutherford, RSampson,J Cleine, S Barry E Miazga, SRoche, DHawes, GHart and RNahr.

IN ATTENDANCE:Chief Executive Officer (K Marshall), Group Manager Environmental and CommunityServices (R Townrow), Manager Corporate Services (D Phibbs), Manager Utilities &Services, (T Robertson), Coordinator Three Waters (S Murphy) and EA to CEO (GMartyn).

PUBLIC FORUM:

Jeni Greenland, Elected Chair of Waimangaroa Water Board addressed Council withregards to the Waimangaroa Water supply and Agenda item 12, Waimangaroa Water Supply – ProjectUpdate.TheWaimangaroaWaterBoard (WWB) was established in April 2008andMsGreenlandadvisedthattheboardwasformedtorepresenttheconsumersoftheWaimangaroaWaterSupplywhowillworkwiththeBullerDistrictCouncilandtheDistrictHealthBoardtomakedecisionsonhowtoestablishawatersupply,whichisincompliancewiththeHealthDrinkingWaterStandards.

Ms Greenland, spoke to report and firstly commended Group Manager Assets andInfrastructure(MDuff) for the report. Spoke to page 156 of the report, “the location is on Council reserve and almost certainly draws from the same aquifer source, being upstream only a small distance”- MsGreenlandadvisedthatthisdistanceisover150mawayto the proposed bore site and there is no hole there and assuming, could be the mother of all evils in thiscase. MsGreenlandwanted tomakeCouncillorsaware that thecouncil’sadministrations preferred option has not been drilled and there is no certainty there is waterinthatlocation.MsGreenlandreferredCouncillorstopage157ofthereport, “In addition, a 12 month water quality test period was recommended to monitor microbiological and nitrate-n across all seasons” the details of this report also stated ‘beforecommittingtothatsiteasadrinkingwaterbore’.MsGreenlandalsoadded that the rates figures that have been presented are GST exclusive. The report is a fairrepresentation of the situation.

Ms Greenland continued to address council with a multitude of problems that theWaimangaroaresidentsarefacingwithregardstothepublicdrinkingwaterissuesinthearea.

Concernswereraisedoverthepredicted rate increase andhowthis isnotgoingtobeviableforthecommunity.AbriefratepayersurveywasconductedbyWWBandasked‘Will the predicted rate increase to $1150.00 (incl GST) to fund treated drinking water be affordable by you?” Theresponsewasanoverwhelming Noby61/2.

Buller District Council has not yet drilled a test hole, let alone a production bore at their preferred site. This raises concerns that water may not even be at that site. Therecommendations via the last technical report stated that a 12 month testing regime to be carried out before committing to the site as a production bore.


TheWWBfeelthattheallocatedbudgetfortheprojectis under-costed and the budget willblowout. Thiswouldmeanfurtherrate increases for the residents and the design stagehasnotcommenced.WWBhasstatedfromthebeginningthattheprojectneedstobeaffordable,able togrowand forward thinking i.e. generatepowerelsewhere in theschemetooffsettheyearlycosts.Watermeteringhasnotbeencostedinoradvisedhowthiswillbeimplemented.WWBmembersaresplitontheirdecisionifindividualpropertiesshould be monitored.

MsGreenlandaskedif Council has considered looking closer at Option C.

TheWWBweretoldbytheMinistryofHealthorCanterburyDistrictHealthBoard(cannotconfirm)that‘The community can reject a project if the cost of the scheme outweighs the benefits’ so wheredoes that leave the Waimangaroa community?

The added insult is the Government is currently discussing themandatory adding ofchlorine to water drinking supply. Waimangaroa residents do not want chlorine orchemicalsaddedto theirwatersupplyatall. MsGreenland isawareof2residentsofWaimangaroawhoareallergictochlorine,doweforcethosepeopletodrinkandwashinit?

WWBwantCouncilontheirbehalf to let thegovernmentknowhowthe‘RealCoaster”feels about chlorine or any other toxin beingaddedtoourwatersupply.Tothatend,anunsolicited petitionwas tabled showing 90+ people do notwant chlorine or any otherchemicaladdedtotheWaimangaroawatersupply.

MsGreenland’s research led her to theHumanRightsCommissionwho had publicly releasedadiscussionpaperin2011andtheirstanceis:

“Affordable water requires that direct and indirect costs including both connection and delivery cost related to water should not prevent a person from accessing safe water and sanitation and should not compromise access to other basic services including food, health and education.”

Onpage6ofthepaper,theydefinethefollowing:

‘Affordability, which means access to water facilities and services must be accessible at a price that is affordable for all people’.

‘Acceptability, which refers to water and sanitation services being culturally and socially acceptable’.

‘Applying the Human Rights approach includes participation of citizens in water related matters’.

Ms Greenland asked the Councillors to consider what is a fair price for visitors andresidentsalike toaccesscleanwater. MsGreenlandaskedCouncillors topleasenotdecide in haste to keep a subsidy, ensure that the right system at a fair price is put in place.


Questions fromcouncillors:

Councillor E Miazga, sought clarificationwithregardstothewatertankoptionandhadresidents considered footingthebillthemselves?MsGreenlandadvisedthatithadbeenconsidered as there are many other factors that needed to be considered in regards to publicaccesstowater,fireandemergencyrequirements.

Councillor J Cleine, questioned inMsGreenland’sopeningwhereshestated “that the board was formed to represent the consumers of the Waimangaroa Water Supply who will work with the Buller District Council and the District Health Board to make decisions on how to establish a water supply, which is in compliance with the Health Drinking Water Standards”. IftheDrinkingWaterStandardswerechangedtoincludechlorine,would the WaimangaroaWaterBoardno longerwant toadhere to thedrinkingwaterstandards?MsGreenland,advised that if itwasa lawbygovernment, then theycan’tnothave it.However would like to think that Buller District Council would have submitted and supported their residents of theDistrictwho did notwant this to be included into anyamendments to the standard.

Councillor D Hawes, commended the board for forming and being proactive in their approach. Councillor D Hawes, sought clarification around the affordability and the ongoing cost to the residents. Is there a level of affordability for the residents? Ms Greenlandadvised that thequestionhadbeenposedandno residenthasprovidedafigureofaffordability.However,shebelievestheresidentswouldbecontentifthecostingswerein-linewithReeftonorInangahuaproposedcostings.

Mayor G Howard, sought clarification from Ms Greenland her views on the draftrecommendationthatwillbebeforecounciltonight.MsGreenlandadvisedthat she has concerns over point 3. as shevieweditasCouncilwouldbeadvisingoftheirpreferredoption already selected and theWWBwouldnotgetanyinputinto the decision.

Councillor GNeylon,askedhowrobusttheexisting watersupply is and should a storm hit could Waimangaroa residents be facing issues?MsGreenlandadvisedthatyes,itcouldbegonetomorrow.

Mr PeterEddie, addressed the Council and advised that he has carried out his ownresearch on the effects that chlorine hasinwaterand advisedthatin2005HollandstoppedusingchlorineandstartedfilteringandUVtreatingtheirwater.Ithasbeenwellprovenitincreasestheriskofcancerby93%.IthasbeenwelldocumentedintheUSAthatchlorine is a contributor to heat attacks.

Mayor GHoward, invited Mr Eddie to supply any form of creditable document to the Council for their consideration.

Mrs Lynn Brooks chose to take the opportunity to thank Mr Ed Colling for the servicing andcaretakingofthewatersupplyforthepast20years.


APOLOGIES:

Nil

1. MEMBER’S INTERESTNil

Agenda Item No.12 to be brought forward on the Agenda and discussed prior to Item No.3

G Neylon / E MiazgaCARRIED UNANIMOUSLY

2. CONFIRMATION OF MINUTES

Councillor RNahr,wasnotpresentatthemeetingheld18July2018,andrequestedthat her name be transferred to the Apologies.

RESOLVED that the minutes of the 18 July 2018 meeting be confirmed.

J Cleine / S Barry CARRIED UNANIMOUSLY

3. CHIEF EXECUTIVE REPORT

RESOLVED that the report be received for information.

P Rutherford/G HartCARRIED UNANIMOUSLY

4. ACTION LIST

Discussion:

CouncillorG Hart, No.2,PunakaikiFreedom Camping Petition,will it be amended due to the change around theFreedomCampingFundnowwiththe announcement ofthe$580,000 has been granted? ChiefExecutiveOfficer(KMarshall) advisedthat thisprojectcannowberevisitedandmanagementarecurrentlyworkingonwhatthismightlooklike.

Councillor PRutherford,advisedthatNo.8canbe removed from the action list as theLocalGovernmentCommissionhaveconfirmedadateof11September2018tomaketheannouncementtoCouncilregardingthe‘OneDistrictPlan’.


Councillor S Barry, questioned if No.1stillrequiredtobeontheaction list or if this willbeincludedinthePGFfundingaroundtheHarbour.Chief Executive Officer (K Marshall) willhavefurtherinformation at the September meeting around this matter andthetimeframeforaworkshop.

Councillor SRoche, No.7Westport FloodProtection, is still requiring follow upalthoughthepresentationfromRegionalCouncil todayaroundtheCarterBeachprotectionwasreceivedwell,weneedtofocuson the Westport area also. Mayor GHoward,advisedthatthepresentationwasonly one of four discussions that is required to be held. Weshouldstillreceivepresentationsorinformationon,Granity& Hector Coastal Protection, Westport Flood Protection and finally we havereceivedsomethingonCarterBeachProtection.

Councillor RSampson, requested to be added to the assigned members forNo.6Ngakawau/HectorWaterSupply.

Councillor RNahr,No.5ReeftonRSACommittee. CouncillorGNeylon advised that this could be removed, however will be brought back to council via the Inangahua Community board.


J Cleine/S Barry CARRIED UNANIMOUSLY

5. DELEGATIONS AMENDEMENT

Discussion:

Councillor J Cleine, raised concerns around the point 2. as there has been nodiscussion around the project and is unsure what this looks like on delivery.Generally a significant project of this would be discussed at length. Group Manager Environmental and Community Services (R Townrow), provided clarification on the expenditure includingabrieftimelineoftheprojects.ThiswouldincludeitemsliketheFreedomCampingBylawandmayincludeaRegionalBylaw.We are seeking input from DOC and other members of the community. Compliance monitoringwillincreaseandsomeofthe fundmayassistwiththis.

Councillor DHawes, sough furtherinformationontheproposalthatwassubmittedto gain this funding? GroupManagerEnvironmentalandCommunityServices(RTownrow), advisedthattherewasnodetailedproposalsubmitted,and advise that the submissionwas for high level funding around temporary infrastructure, this includesportabletoiletsandrubbishfacilities,additionalBylawandsignage.

Councillor S Barry, questioned if the signage would be District wide? GroupManagerEnvironmentalandCommunityServices(RTownrow) advised that the intentisDistrictwidesignage and also include Punakaikicompliancemonitoringasthis is a problem area.


Councillor RNahr, questioned whythereisapproval needed for these delegations? MayorGHoward advised that the delegations that are currently in place do not providethisamountofdelegationtothePortManagerandthesizeandnatureofthe funding received does not give the Chief Executive the delegation to complete such matters in the timeframe provided. Chief Executive Officer (KMarshall),clarified that the current delegations donotallowapprovalforthisexpenditureasitdoes not fall under the current Annual Plan therefore requires the approval ofCouncil.

RESOLVED that Council:

1. approve a delegation of $25,000 for the Port Manager.

2. approve special procurement delegations for the Chief Executive to enable delivery of the Responsible (Freedom) Camping fixes by 1 December 2018.

Mayor G Howard / G NeylonCARRIED UNANIMOUSLY

6. SIGNIGICANT PROJECTS REPORT

Discussion:

Councillor J Cleine, sought an update on the IT,InformationManagementproject.Manager Corporate Services (D Phibbs) advised that we are currently in consultationwithGreyandwillbegoingbackout to request for proposals shortly.

Councillor S Barry, requested an updated regarding the time schedule around the earthquake strengthening of buildings worksandwhenthiswouldbelikelytobetobecarriedout?ManagerUtilities&Services,(TRobertson),advisedthatthishasbeenapprovedinthe2018/19budget,thereforeworksshouldbecarriedoutthisfinancial year.

Councillor GHart left the room at 6.32pm


J Cleine/S RocheCARRIED UNANIMOUSLY

Councillor GHart returned to the room at 6.35pm

7. DELEGATIONS OF POWER UNDER THE BUILDING ACT 2004

Discussion:

Councillor J Cleine, advised that the title of report is a bit misleading as this title only refers to point 1. of the recommendation. Councillor J Cleine advised that he hasnotcomfortablewithprovidinglettersofsupportforPGFapplicationsthatthe


Councilhasnotbeenmadeawareof.CouncillorJ Cleine believes that they should reflectthatthewholeCouncilsupportthe project.

Councillor GHart,advised that all decisions should at the very least go through the Economic Development Committee for approval if not full Council.

MayorGHoward, advised that this is becoming a regular occurrence due to the October deadline for PGF. Mayor G Howard advised of two drafted letters ofsupportandwillcirculatethesearoundtoallelectedmembers.

Councillor E Miazga, expressed that between the Economic Development Chair MayorandChiefExecutive,theirjudgementonaprojectwouldbesuitableandifaproposal needed to be circulated, this could be.

Councillor SRoche, advised that there is a need to be fullybriefedwithany form ofproposal,evenifthisisjustbythecirculationofanemailtoallelectedmembers.

Councillor S Barry, advised that the circulation of email to all should be best practice and is important for the process of this funding.

Councillor DHawes, expressed his issues around emails and lack of information poor timing to assess and formulate good decision making on the matter. Councillor DHawes believes that all matters should be discussed at the Council table and not via emails.

Councillor PRutherford,hassimilarfeelingsasfellowcouncillors and believes that more detailed information is to be received. Also Councillor PRutherford believes Council should be limiting the supportandshouldonlybebackingourownideas.

Councillor GNeylon, discussed the process aroundthefundingandhowtheinitialprocess seemed to have urgency around it and only applications that weresubmittedviacouncilweregoingtobeconsidered.Thoserulesthatwereappliedhave clearly changed. MayorGHoward advised that yes, this is the case and DevelopmentWest Coast is now administering the applications. Councillor SBarry, sought clarification around if applications arenowgoing toDevelopmentWest Coast, do they still require to come through Council for endorsement? Chief ExecutiveOfficer(KMarshall), provided explanation in regards to the point 3. and howthiscameaboutandclarifiedthatanyformofletterofsupportisnotthebasisof an application.

Councillor E Miazga, statedthatweneedtobesupporting people in our district. We need to be seen to support economic development in our district.

Councillor RSampson, wouldprefertobeprovided withmore information on the formsofprojectsbeingsubmittedtothePGF.

Councillor GNeylon, wouldliketoseecaution whenofferingaletterofsupporttoprojectsacross the district as there has been examples before of a shortfall in the funding provided for a project and due to Councils support the project driverssought out the Council to fund the balance.

MayorGHoward advisedthatrecommendationsone(1)tofour(4)wouldbevoted on as separate items.


RESOLVED that:

1. Amend the ‘Delegations of Power under the Building Act 2001” as per attached.

J Cleine/G NeylonCARRIED UNANIMOUSLY

Discussions of Point 2:

Councillor PRutherford,advisedthatCouncillorNeylon raises a very valid point withregardstothelettersofsupport.CouncillorRutherfordhasconcernsovertheapplicationsthatweretabledattheShantytownmeetingforprioritisationandbelieves that some of those applications may fall into that category.

Councillor DHawes, advised that Council do have the right to say no. Councillor Hawesdoesnothaveanissuewithpoint2.andadecisionwasmadebyCouncilfor those applications previously submitted.

Councillor RNahr, raised concerns that some of the applications did not have enough information on previous submissions and Councillor Nahrwouldnotfeelcomfortable providing a letter of support for projectsthatdidnotprovidethefullscope.

RESOLVED that:

2. Delegate to the Mayor and Chair of Economic Development Committee the authority to provide letters of support on behalf of Council, for the purpose of supporting an application to the Provincial Growth Fund, to projects that were considered for prioritisation by Council at its meeting of 30 May 2018.

E Miazga/S Barry

For: Mayor G Howard, E Miazga, S Barry, D Hawes,G Hart, G Neylon and R Sampson

Against: S Roche, P Rutherford, J Cleine and R Nahr

CARRIED

Discussion of Point 3:

Councillor GNeylon,advisedthathewould be happy for MayorGHoward towritea letter of support under the understanding that this is being carried out as the MayorasanindividualandshouldCouncilendorsementberequiredtherewouldbeaprocesstofollow.


Councillor SRoche, advised of being totally against that suggestion from Councillor GNeylon, due to the nature of sending a letter on Council letterhead it is then presumed that it has full Council endorsement. MayorGHoward advised that he wouldbefarmorecomfortableknowingthat he had the full support of Council to be providing such letters.

ChiefExecutiveOfficer (KMarshall) suggested that point3.asperbelow is not require to be put and to remove it completely from the recommendation.

3. Delegate to the Mayor and Chair of Economic Development Committee the authority to provide letters of support on behalf of Council, for the purpose of supporting an application to the Provincial Growth Fund, to projects that were not considered for prioritisation by Council at its meeting of 30 May 2018, and to projects that were considered for prioritisation but required additional feedback from Council outside of business as usual processes.

Notvoted

MayorGHoward,advisedpoint4.tobecomepoint3.

Discussion of new Point 3:

CouncillorPRutherford,movedthismotionwiththeadditionalwordingofCouncillorGHart be Councils representative.

Councillor GHart, accepted the nomination.

RESOLVED that:

3. Appoint Councillor G Hart to be Council’s representative on the Buller Freshwater Management Unit Group and the Grey Freshwater Management Unit Group.

P Rutherford/S RocheCARRIED UNANIMOUSLY

8. RESPONSE TO ANNOUNCED CROWN POLICY RE MINING ON CONSERVATION LAND AND INITIATIVES RE WIND-BLOWN TIMBER AND STEWARDSHIP LAND

Discussion:

MayorGHoward advisedthatthisitemhadalsogonebeforeGreyDistrictCouncil.

Councillor E Miazga, believes that moving forward,Council needs toworkwithCentralGovernmentto support innovation on the Coast, fighting this issue sends thewrongmessage.CouncillorE Miazga,believesthatacommitmentof$20,000is irresponsible spending of the rate payers funds.


Councillor J Cleine, feels Council do bothwith regards to working closely withCentral Government in terms of diversifying like the PGF and the tourism andsupports allfour(4)motions.CouncillorJ Cleine,howeverstressthatemphasishas to be placed on presenting facts and science behind and representation to the Crownonthematter. Crucially representation has to be conducted professionally and with respect in order to protect the unrelated issues such as the PGF inclouding the key message around mining.

Councillor DHawes,cannotvotefortherecommendationsastheyarewritten. CouncillorHawesreferredtopoint2.cand2.doftherecommendationandbelievesthat the wording of the report is inflammatory. Councillor Hawes continued toreference matters under the Issues and Discussion and in particular page 43, whereitis referredtoashavinga‘need’toaccessStewardshiplandanda‘need’toaccesswind-blowntimber,thereisno‘need’forthis, it isa‘want’. Councillor Haweswillnotbevotingforthisrecommendation.

Councillor PRutherford, advisedthathewas atthetabletorepresentingfive(5)million people, he was representing approximately 10,000 and 5,000 of thoseturned up at a protest received to articulate the very points of this report. Councillor PRutherford fully supports this recommendation.

CouncillorG Hart, ifthisreportwaswordedaroundmineralextraction,wouldhaveacompletelydifferentmeaning.CouncillorHartadvised that there iscurrentlyareviewofStewardshipandstressedthatthislandisnotConservation land.

Councillor R Sampson, believes that ‘they’ out there are giving complete misinformation and would support the general meaning behind therecommendation.

MayorGHoward, the Minister of Conservation is going for submissions regarding Stewardship land,unfortunately they’re notdoinga reviewofStewardship land,whichundertheGovernmentresolutiontheMinisterisboundtodoit.Therewasmeanttobeareviewwithinten(10)yearsandthishasnotoccurred.Thereforetheland that is currently used, needed and leased byDOCwillbelostalongwithotheropportunitiesoflowvaluelandwhichcouldbepartoftheeconomicfuture.Mayor GHoward willbesupportingthisrecommendationsothereisanopportunitytoputfacts together togetsomeacknowledgementthroughout NewZealandthatthereis an issue regarding honouring an agreement.

Moved:MayorGHoward,Second: J Cleine.

Further Discussion:

Councillor S Roche, stated that there are councillors who support the idea ingeneral, however the wording of the recommendation is unacceptable and is aggressive. If you read each as a separate item, they are telling you how tobehave. Therecommendationrequires toberewritten tostick to thefacts.Theemotion needs to be removed. Councillor S Roche cannot support therecommendationaswritten,butcouldsupporttheintentoftherecommendation.

Councillor S Barry, cannotsupporttherecommendationaswritten.


Councillor J Cleine reminded Councillors SRoche & S Barry that this is setting framework inwhichprovides theability toprovideameasured response. Thearguments are based on facts. We are here to support the residents of the District.

Councillor D Hawes, understands the need to support the District. Thisrecommendation is not good discussion or gooddebateanddoesnotallowustotake the moral high-ground.

DRAFTRECOMMENDATION

1. CouncilapprovesparticipationinaregionalresponsetotheCrown’spolicyannouncementonnonewminingonconservationland,notingthataccessto low quality stewardship land and wind-blown timber will be ancillarymattersthatwillformpartofaresponsetotheCrown.

2. Council mandates the Mayor (or the Councillor acting as Mayor in the absenceoftheMayor)toparticipateinformulatinganappropriateresponse andtocommitamaximumof$20,000towardsthecostofsucharesponse,subjecttothefollowingbroadprinciplesbeingcompliedwith:

a. the response must be as a region, united in purpose and methodology. This should ideally extend to actions of groups outside of the Mayors and Chairs.

b. the Coast has the basis of strong argument to be offered in relation to the Crown announcement. The response should befactual rather than overtly emotional and attacks on individuals should be avoided. However, as first step, it should be established what exactly are the implications of the policyannouncement, i.e. is stewardship land involved in the policyand,ifsowhy,whatconstitute“new”mining,i.e.ismovingamining operation from one block to anadjacentblockalreadyapprovedbyDOCdeemedas“new”.

c. forthatreason,thefactualbaseforanyargument/responsemustbebeyond reproach and must be able to hold up in the face of scrutiny and, more importantly, attack.

d. an important aspect of our combined response should be a professional PR campaign to put a balanced, factual position outthere aimed at garnering public support for our factual response. We have to expect that a campaign to discredit the regional response will be lodged and have to accept that networksformisinformationandcoercionarewell-established.

e. we will be under intense media and public scrutiny. Our conductamidst challenge to our response and its factual base must, at all times remain assertive, but respectful and any physical or verbal aggression should be avoided.

3. AkeyaspectoftheCouncilresponseshouldbethattheCrown:


a. consults with affected regions before it makes policy statementsand that such consultation is actively integrated into the policy that is then announced. The very same Crown expects localauthorities to consult extensively with their communities(somethingwhichwegladlydo)beforepolicyismade,anditwouldbegoodfortheCrowntodothesame.

b. considers the social and economic impact of any policy indications on regions before such indications are given.

4. TheMayorprovidesCouncillorswithregularupdatesonthedevelopmentofan appropriate regional response and, if required call an extraordinary Council meeting to attend to business that falls outside of the mandate as outlined above.

MayorGHoward, as the mover of the recommendation took on board the debate and comments made around the written recommendation. Mayor G Howardproposed a newamendmentpriortoputtingtherecommendation.

Councillor E Miazga, spoketothematterofwind-blowntimberandtheresearchand facts behind this matter and advised that the best management decision may be to do nothing.

MayorGHoward, proposed thefollowingalternativemotion:

ALTERNATIVEMOTION:

1. CouncilapprovesparticipationinaregionalresponsetotheCrown’spolicyannouncementonnonewminingonconservationland,notingthataccessto low quality stewardship land and wind-blown timber will be ancillarymattersthatwillformpartofaresponsetotheCrown.

2. Council mandates the Mayor (or the Councillor acting as Mayor in the absenceoftheMayor)toparticipateinformulatinganappropriateresponseand to commit a maximum of $20,000towardsthecostofsucharesponse,subject totherebeingafactualbaseforanyargument/responsemustbebeyond reproach and must be able to hold up in the face of scrutiny.

3. AkeyaspectoftheCouncilresponseshouldbethattheCrown:

a. consults with affected regions before it makes policy statementsand that such consultation is actively integrated into the policy that is then announced.


4. TheMayorprovidesCouncillorswithregularupdatesonthedevelopmentofan appropriate regional response and, if required call an extraordinary Council meeting to attend to business that falls outside of the mandate as outlined above.


Councillor DHawes, thanked MayorGHoward for removing the inflammatory text. CouncillorHawesadvisedthatStewardshiplandstillrequirestobeassessedforconservation values and may still be of high conservation value.Doesnotwanttohamper the Councils cause by entering into an argument about the quality of the land.The‘need’toaccessisstillinflammatoryasthereisnot‘need’toaccesstheland. MayorGHoward,proposedtoamendthewordinginpoint1.toremovethewords‘lowquality’.CouncillorDHawes agreedwiththisamendment.

Councillor PRutherford, believes that items of this nature need to be debated at length and believes thatCouncilmaybenaïve ifwedidn’tunderstand that thisrecommendation is to put together a Regionalresponse.

Themotionwasput:

RESOLVED that:

1. Council approves participation in a regional response to the Crown’s policy announcement on no new mining on conservation land, noting that access to stewardship land and wind-blown timber will be ancillary matters that will form part of a response to the Crown.

2. Council mandates the Mayor (or the Councillor acting as Mayor in the absence of the Mayor) to participate in formulating an appropriate response and to commit a maximum of $20,000 towards the cost of such a response, subject to there being a factual base for any argument/response must be beyond reproach and must be able to hold up in the face of scrutiny.

3. A key aspect of the Council response should be that the Crown:

a. consults with affected regions before it makes policy statements and that such consultation is actively integrated into the policy that is then announced.


4. The Mayor provides Councillors with regular updates on the development of an appropriate regional response and, if required call an extraordinary Council meeting to attend to business that falls outside of the mandate as outlined above.

Mayor G Howard/J CleineAgainst: Councillors D Hawes, E Miazga & G Hart

Abstained: G NeylonCARRIED: 7/3


9. ADMINISTRATION OF THE COMMUNITY-LED VOLUNTEER REVITALISATION FUND

Discussion:

MayorGHoward,movedfromtheDraftRecommendation.Seconded, Councillor DHawes.

Mayor G Howard, advised that Option 2 enables Councils coordination and departmentstobeawareofpotentiallyhowtheycanassist and be involved. Mayor GHoward believes that having a council support service is a big advantage.

Councillor J Cleine, is not in favour of Option 2. because of the 7-day-makeover issues that arose due to council involvement. Councillor J Cleine is more in favour of Option3.withaslightvariation.Theideasandsuggestions should be coming from the community groups which would assist with growing those groups of volunteers.Asthisfundisconsideredsmalloverthewholeofthedistrictandasmallnumberofprojectswouldbemorebeneficial.ButwhereCouncillor J Cleine wouldamendOption3.wouldbethattheultimatedecision ongranting funds, should lie withtheGrantsCommitteeor full Council.

Councillor D Hawes, supports the recommendation as it is, this is already community driven.Theseforms of volunteers programs, doworkand encourages thevolunteersgrouptocomeforwardstotheGrantsCommittee.Thereisasinglepoint of assistance to be able to meet the requirement to secure the grant. Councillor DHawes, believes that Option 2. is the best move forward.

Councillor GHart, advised that he does not believe that should be the Grants Committeesolelyandwouldlikethistobebroughttofullcouncil.

Councillor S Roche, requested some clarification on the proposed ‘ProjectManager’(thegotoperson),isthatanemployeeoracontractedperson?CouncillorSRoche,alsostatedthatthereportindicatesthatthecostwouldbeminimalandrequested GroupManagerEnvironmentalandCommunityServices(RTownrow)toquantifywhat‘minimal’maybe.Group Manager Environmental and Community Services(RTownrow),advisedthatherunderstandingwastheProjectManagertobeappointedwouldbeGlenn Irving in his contracted position and could not quantify the costs that his may be.

Councillor E Miazga, believes that from learning from the past mistakes, Option 3. wouldbethepreferredoption.Councildoesnotneedtohandholdandbabysit our community groups. BullerDistricthavecommunitygroupswhoarewillingandableto put together fantastic proposals. Councillor E Miazga, questioned if the communitygroupswerelimitedtothegroupslistedinthereportoristhisopentoother community groups.

Councillor RSampson, believes that prefer Option 1. due to the nature of having a projectmanager the cost of this. Councillor RSampson, wouldnotsupportoption3. as this limits the community groups and some groups are not community orientated.


Councillor SRoche, questionedfurtherregardingthecosttowardstheconsultantsfees,andifthiswouldcomefromtheallocationalready,whichinturnwouldreducethe cost to the community groups? MayorGHoward,advised that thiswashisunderstanding.

Councillor RNahr, provided clarification withregardstothepreferredoptionsand thatGlennIrving preferred Option 3. and that Option2.wasrecommendedbytheGrants Committee. Councillor R Nahr, believed that Glenn was attempting toprovidedownershipoftheprojectstotheGroupswhoin-turn meet and decide on aprojectwhichwouldbenefitthe Districtasawhole. Theresponsibilitymaynotnecessarily betheGrantsCommittee,butthereneedstobesomeonetooverseetheprojects.CouncilsCoordinator,Property,RickBarryshouldalsobeinvolvedinthesetypesofprojectstoensurethatapproval is granted to the property if required.

Councillor GNeylon, interesting report and beings that the ReeftonurbandesignwasaverysuccessfulprojectrunthroughboththecommunitymembersandICBmembers. Thecomments that council involvement kills the community spirt, of whichCouncillorGNeylon,disagreeswith. We as councillors are elected from the community as leaders and we need to have a combination of both for thepartnership approach.

Councillor E Miazga, stressed that these types of projectsneedtobeinthehandsof the community and driven by them. Council should be there to steer and guide whenrequired.

Councillor S Barry, tabled concerns around Option 3. and having some groups whoseproposals do not make it to council because they are being filtered through othercommunitygroups.Viewswereraisedinregardstothecostoftheconsultantinstead of a staff member. Group Manager Environmental and CommunityServices(RTownrow), advisedthatshebelievedthatallcostswereallpartofhowtherevitalisationprojectwasbeingmanaged.

Councillor PRutherford, advisedwhenthereportwasfirstreadthathebelievedtherewasamisprintandbelieved itwas indeedmeant tobeOption3. Thefullreport all directs you to Option 3.

RESOLVEDthatCouncilapproveOption2astheauthorisedprocessforprojectapprovalandbudgetdisbursementundertheVolunteerRevitalisationFund.

MayorGHoward/DHawesLOST

5/6

Councillor J Cleine, moved the followingmotion:

RESOLVEDthat Council approve Option 3 astheauthorisedprocessforprojectapprovalandbudgetdisbursementundertheVolunteerRevitalisationFund.

Moved:J CleineSecond:E Miazga


Chief Executive Officer (K Marshall), advised councillors that the process thatwouldbeagreedtowithOption3.,isthatitwillbethecommunitygroupswhowillbedoing theconsultingand the rationalisationwith thecommunitygroups, thenonememberwouldmeetwiththeGrantsCommitteeforfunding.

Councillor DHawes, felt thatfurtherdiscussionwasneededasthis looksasifwearemovingthistothecommunitytomakedecisionsonthis,howeveritisproposedfor certain community groups to make the decisions on these matters and this has nowoutlaidthattherewouldbelimitationswithregardstoOption 3.

Councillor S Roche, advised knowing Option 3. is on the table for discussion, howeverfeltthat Option1.ofthestatusquogoingthroughtheGrantsCommitteeand keeping it simple.

Councillor J Cleine, the reason that the Grants Committee (Option 1) is not favouredisbecauseyoucanhavesimple1personapplicationsforsomeprojectswithnolegsonthegroundtodeliver,no passion and no group support, no intention for seeking external funding, it’s just someone looking for sponsorship of lowhangingfruitthattheCouncilisdangling.ForthesereasonsCouncillorJ Cleine,would like to seeOption 3. as this will produce less projects however shouldenhancethequalityoftheprojectsastheirwillbepeopleonthegroundto drive them.Thiswillencouragepeopletojointhesecommunitygroups.

MayorGHoward,advisedthathewouldbecomfortablewithOptions3.shouldthewordingbeamendedto ‘Thesecommunitygroupswould include;butnot limitedto:”

Councillor E Miazga, spoke about best practice and believes that Option 3. provides thistotheCommunityGroups.ThisisagreatopportunityforCouncillorstoengageandtrustourcommunityonprojectsthattheybelievearetheprojectsforthefuture.

Councillor R Nahr,questionedwhowouldcoordinateOption3?Wherearetheyapplyingto?Who’slookingattheapplications?Who’sbringingthemtogether?

Councillor S Barry, as aGrantsCommitteemember,whatwouldbe thecriteria.Would this be awhole new community and council committee or a council ledcommittee?GroupManagerEnvironmentalandCommunityServices(RTownrow)advisedthattheunderstandingofOption3.therewouldbeaneedtoestablishasub-committee to the Grants Committee or a new committee of Council withrepresentativesofCommunityGroups.

ChiefExecutiveOfficer (KMarshall),provided furtherclarificationwithOption 3. Theseparticular groups nominatewould canvas their communitiesmembers ofthose groups forming the decision making process in permitting the grant.

Motionwasput:

RESOLVEDthatCouncilapproveOption3 astheauthorisedprocessforprojectapprovalandbudgetdisbursementundertheVolunteerRevitalisationFund.

J Cleine / E Miazga LOST:3/8


Councillor DHawes, moved the followingmotion:

RESOLVEDthatCouncilapproveOption1 astheauthorisedprocessforprojectapprovalandbudgetdisbursementundertheVolunteerRevitalisationFund.

Moved:DHawesSecond:RSampson

Councillor SRoche, spoke to recommendation and suggested that there could be aslightvariationtothestatusquooftheGrantsCommitteeandacriteriaaroundwhatitmeansforrevitalisationandthatshouldtakecareofhowit varies from other grants.

Councillors DHawes, advised that this is tidy and it uses an existing committee and rules and further clarification from Council around this.

Councillor J Cleine,spokeagainstthemotion,asitwasagainsttheoriginalspirtofwhatthefundingwasfor,whichwasforacommunitylead, volunteer organisation to pitch their project. Why bother calling it a Community-Led VolunteerRevitalisationFund,whybotherwiththe7-day-makeover and the findings over that.

ChiefExecutiveOfficer(KMarshall), suggested thatwecaninclude in the criteria that the applications must have had community engagement around the process and to provide a form of endorsement of this from their community. By this getting thespritandintentofthefundalongsidetheexistingGrantsCommittee.

Councillor E Miazga, expressedconcernswithvotingOption 1 that an opportunity toengagethecommunityanditisagainstthespirtinwhatthisisabout.IfwevoteOption1.wearerepeatingthewaythatwedothingsandCouncilneedstobedoingthings differently.

Councillor D Hawes, expressed that all applications need to come from the communitywithalevelofcommunitysupport.

Motionwasput:

RESOLVED that Council approve Option 1 as the authorised process for project approval and budget disbursement under the Volunteer Revitalisation Fund.

D Hawes / R SampsonCARRIED: 6 / 5


10. ASSETS & INFRASTRUCTURE WORK PLANS – IMPLEMENTATION FOR 2018-19

GHartlefttheroomat7.55pm

Discussion:

MayorGHoward,thankedGroupManagerAssetsandInfrastructure(MDuff) and theAssetsandInfrastructureteamfortheworkthathasbeenputintothisplanandthiswillbeabigstepforwardforfutureannualandlongtermplans.

ChiefExecutiveOfficer(KMarshall), spoke to the report and provided background.

Councillor J Cleine, advised that he is really look forwardtothenewwayofworking,socoagulationstotheteamforheadingdownthisroad.

Councillor SRoche, questioned page 55, the set out of the structure and requested clarification around the secondments that these are around contractors and not employees?

Chief ExecutiveOfficer (KMarshall) advised that the teamwould be lookingatthese structures over the coming months. Councillor SRoche, questioned further if thisstructurewouldbecontinually reviewedand looking towards tomostcosteffectiveways to fore fill those roles? ChiefExecutive, confirmed that thiswascorrect.


S Roche/R NahrCARRIED UNANIMOUSLY

GHartreturnedat8.03pm

11. ASSETS & INFRASTRUCTURE WORK PLANS – TRANSPORT PORTFOLIO –2018-19BASELINE

Discussion:

Councillor PRutherford, raised concerns that some of the information provided may be a little dated. Some of the attachments tothisreportwerepresentedtoCouncilsome time ago and some figures may be dated. ManagerUtilities&Services,(TRobertson)advisedthatinlargetheinformationisreasonablycurrentotherthansome costings.

MayorGHoward, referred to page 149withregardstothematerialsproposedtobeusedononeblockas this isamain street.ManagerUtilities&Services, (TRobertson)advisedthatthebudgetapprovalhasnotbeengrantedasyetasthismappingiscurrentlyjustaproposalandsomeprojects may end up dropping from the proposal.



J Cleine/S Barry CARRIED UNANIMOUSLY

12. WAIMANGAROA WATER SUPPLY – PROJECT UPDATE

Discussion:Councillor G Neylon, requested further clarification, if it is possible under the regulationstoseptatedrinkingwaterandnon-drinkingwater?CoordinatorThreeWaters(SMurphy)advisedthathewasunawareofaclauseintheDrinkingWaterStandards that restrict that, however this would require some research. Costs wouldalsobeacontributingfactorifthisweretobepossible.

MayorGHoward asked for furthercomment fromCoordinatorThreeWaters (SMurphy),withregardstotheholenotbeingboredontheBritanniasite.CoordinatorThreeWaters(SMurphy),referredtopage156ofthereportwherebytheresearchwithlocaldrillersofthearea,theyhaveindicatedthatthereiswaterinthewholeoftheBritanniaAquiferarea.Thereisnoguaranteethatthereiswateratthesiteuntila test boreisdrilled,butitishighlylikelytohavewateratthissite.

Councillor J Cleine,clarifiedthecosttoputatestboredowntoconfirmthatthereiswater.CoordinatorThreeWaters(SMurphy)advisedthatthecostshouldnotexceed$10,000.00.

Councillor SBarry, is hesitantwith the proposed recommendation, in particularpoint 3. and advised of her concerns aroundmaking a decisionwhen it is notconfirmedthatwateriseventhere.Shouldthisrecommendationbevotedonandpassed, would that trigger the commencement of the test to be conducted? Coordinator Three Waters (S Murphy) advised that there is not currently a commitment to get the test bore drilled as this is entered into the current subsidy and effectively once the decision is made, councilwillcontinuewiththetesting.

Councillor G Hart, questioned how far along were Local Government with thecappedsubsidywithruraldrinkingcommunitiesingeneral?Chief Executive Officer (KMarshall) advisedtheLocalGovernmenthaveindicatedstronglythat they intend tomove onnationwidemanagement ofwater, they are looking at a number ofoptions for that. Most of those options are on larger scales than individual councils. ChiefExecutiveOfficer(KMarshall) advisedthattherewillbesubstantial changes withinwatermanagementacrossthecountry,howeverwecan’taffordtostopandwaittohearwhatthosechangesmaybe.

Councillor GNeylon queried the process of the 12 months test bore. Coordinator Three Waters (S Murphy) advised that this is a recommendation as part of StandTech report thatmonitoringofmicrobiological andNitrate-N is carried outacrossallseasons. This isthebestpractice,however this isnotoutlaid in theDrinking Water Standards.

Mayor G Howard made mention as per page 199 of the agenda that there is outgoingcorrespondencetoHon.NanaiaMahutaandhavebeenadvisedthatthishas been taken on board although no response has been received.


Councillors DHawes, further questioned around the test bore, by using part of the subsidytocarryoutthetesting,arewecommittingtoaschemeorarethereoptionsoutside of the subsidy to carry out the testing? MayorGHoward’sunderstandingthattheworktodate,85%cancomefromtheallocationoffundingfromtheMinistry ofHealth,soifweputdowntherealbore,intherealposition?CoordinatorThreeWaters(SMurphy)advisedthatthesubsidyisforthefinalphysicalworksnottoconducttheinvestigationoftheproject.

Councillor RNahr, mentioned that there may not be any point in carrying out the boreworkwhentheWaimangoroaresidentshaveadvisedthattheboreproposalis going to be unaffordable to them?

Councillor J Cleine, clearly status quo is not going to be an option and there are many factors to consider, includingtheLocalGovernmentdecisionandthenewDrinkingWaterStandardsforyearstocome,howeverCouncillorCleinebelievesthattheratepayerswillenduppayingthegeneral costs ofthatsupplywhateverthat supply may be. Councillor Cleine will be supporting all four (4)recommendationsanddoesn’tbelieveadecisionisbasedaroundhowwemovetheprojectforward,it’sbasedaroundhowbothcouncilandresidentspayfortheprojecttobecarriedout.

Recommendation Moved:

Councillor J Cleine, moved recommendation as presented. Seconded:MayorGHoward

Draft Recommendation:

1. That Council support DWSNZ compliance requirements for the Waimangaroa water supply, subject to selection of the preferred project option/s.

2. That Council hold a special workshop to further examine the feasible alternatives and affordability concerns presented in this report.

3. Following the workshop, that Council hold a public meeting by 1October 2018 to update the community with the preferred option/s selected.

4. A recommendation for the preferred option be provided in a report to Council for the October meeting.

FurtherDiscussion:

Councillor S Barry sought further clarification around point 3. as the proposed workshopwillfocusonfunding,arewetalking about options for funding or options forthewaterschemetheworkshop?Theconsensuswasforbothaffordabilityandlocation to be discussed.

Councillor GNeylon passedfurthercommentthattheresident’saffordabilitylevelis around the $700.00 mark and maybe this should be the basis of Councils


decision making process. The focus should be on a scheme that ensuresaffordabilityfortheresidents.Recommendthatthisistakentotheworkshop.

Councillor R Nahr, sought further clarification around the proposed cost of $1150.00 for the scheme, what about the maintenance of the scheme, is thisincluded? MayorGHoward advised that yes the cost is included and also covers deprecation.

Councillor RSampson,wouldliketoseeadatesetfortheworkshop.

Councillor PRutherford, asked if the depreciation that is calculated in the report are treatedthesameasallothercouncilownedassets?Istheirscoopfortheworkshopto include variations in depression models in terms of affordability? Manager CorporateServices(DPhibbs), provided clarification.

Councillor SRoche,wouldliketoensurethatthereiswaterattheproposedsitebeforeaworkshopisheldanddiscussionsheldwithregardstoaffordabilityifthesite isn’t going to beanoption. ChiefExecutiveOfficer (KMarshall), provided clarificationandadvisedCouncillorsthattheprojectshouldkeepmovingastherewillstillbe12months’worthofwatertesting.

Councillor DHawes, if there is no issues around the cost and the good engineering advicewithagoodunderstandingofthearea.Thesoonerthetestingstartsonthequalityofthewaterthebetteroffwecouldbeandshortentheprocess.Mayor G Howard, asked Councillor Cleine to consider amending the recommendation to give management the time and flexibility that point 3 be amendedtoread:

3. Following the workshop, that Council hold a public meeting and to update the community with the preferred option/s selected.

Councillor J Cleine agreeswiththeproposedamendment.

RESOLVED that:

1. That Council support DWSNZ compliance requirements for the Waimangaroa water supply, subject to selection of the preferred project option/s.

2. That Council hold a special workshop to further examine the feasible alternatives and affordability concerns presented in this report.

3. Following the workshop, that Council hold a public meeting and to update the community with the preferred option/s selected.

4. A recommendation for the preferred option be provided in a report to Council for the October meeting.

J Cleine/Mayor G HowardCARRIED UNANIMOUSLY


13. MAYOR’S REPORT

Discussion:

Mayor G Howard provided a brief background and asked for any questionsregarding the report.

Councillor P Rutherford, questioned if there was an update from the Hector /NgakawauWaterSupplyand in termsofMinistryofHealthresponse. MayorGHoward, provided an update to this as this is also included in the correspondence attached.CanterburyDistrictHealthBoardhaveadvisedthattheywillmeetwithCouncil representative.

Councillor DHawes,statedthatwehavealreadybeendowntheroadofseekinglegal advice on this matter and this has continued for a good length of time. Councillor DHawes,believesthatwehavealreadyspent enough of the rate payers money on the matter.

Moving to the correspondence of this matter on page 197 of the Agenda.

Councillor RSampson, feels thata representative from theHector /NgakawauWater Supply be in attendance at the proposed meeting.

Spoketo thecorrespondenceonpage195andcanconfirm that therehasnowbeen a reply from the submission and thanked ChiefExecutiveOfficer(KMarshall),for making the verbal submission.

Councillor RSampson, sought clarification to the responsetotheCameron’s public forum address and understands that no further action has been carried out by the Coordinator,Property.MayorGHoward assured Councillor RSampson that there has been correspondence between Cameron’s and Coordinator, Property.ManagerCorporateServices(DPhibbs) advised that discussions have occurred withacontractortoquoteontheroofworksrequired.Manager Corporate Services (DPhibbs) willalsobedoingcostingsontheproposedloan andwilladviseofthisonce completed. Councillor RSampson wasunderthebeliefthattherewasgoingtobeadiscussionwithregardstoidentifyaclearunderstandingofwhatworkswasrequiredunderthedomainandworkrequiredunderthecampingground. Manager CorporateServices(DPhibbs) advisedthattherewas$10,000forthereroofofthedomainhallandthatwasdeliberatedattheLTPworkshopplus$100,000optionforthe camping ground.

MayorGHoward notedtheO’Connorhomecorrespondence has been included in the outgoing correspondence.

Councillor PRutherford,wantedtoknowifaresponsehadbeen given to letter on page210.ManagerCorporateServices(DPhibbs) provided clarification on the correspondenceandatpresentwearecurrently followingpolicy.


J Cleine / P RutherfordCARRIED UNANIMOUSLY


PUBLIC FORUM RESPONSE:

Discussion:

MayorGHoward advisedthattheresolutionoftheitem12willbesentthroughtoMsGreenland andtheWaimangaroaWaterBoard.AlsotheWWBwillbenotifiedwhentheWorkshop for this matter is going to occur. ChiefExecutiveOfficer(KMarshall) advised thattheworkshopcanbemadepublicandforafreeandfrankdiscussionfromElectedMembers. In-course of that, this may be a great opportunity to include the WWB as observers and they may be offered the right to speak by the chair of the meeting.

14. PUBLIC EXCLUDED

Discussion: Nil

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

G Neylon/S RocheCARRIED UNANIMOUSLY


RESOLVED that Council revert to open meeting and the resolutions and disclosures made whilst the public were excluded remain confidential.

S Roche/J CleineCARRIED UNANIMOUSLY

• Therebeingnofurtherbusinessthemeetingconcludedat9.15pm• Next meeting: Council Meeting 5pm, Wednesday 26 September 2018,

Clocktower Chambers, Westport.

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

Name: ………………………..……………………………….



Agenda Item No 3

Prepared by - Keith Marshall - Cheif Executive

ACTION LIST _______________________________________________________________________

1. REPORT SUMMARY

Councilactionlisttobeconsideredonamonthlybasisforprogressionofprojects.


1. That Council received the report for information and discussion.

29Agenda: Buller D

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Council Meeting Action List

# Item Previous Action Proposed Action Progress Assigned Completion Date

1. Disused Wharf Removal October2016

ProvideprogressupdateonWaterfront Development StrategyandMasterPlan,incorporatedinMajorProjectsQuarterlyStatusReportNB:Development Strategy widensriversidescopetoconsider overall business case, risk assessment, community needs, environmental impact, social/economicbenefit,legislative and statutory compliance,LTPalignment,landownershipandfloodprotection.

Incorporate Waterfront Development Strategy and MasterPlanintotheWestportRevitalisationProjectupdatedintheMajorProjectsQuarterlyStatusReport.

Reporttobepresented to council.

UpdateandworkshoptobeheldwithnewPGFfunding.

Chief Executive Officer (K Marshall)&GroupManager Assets andInfrastructure (MDuff)

Updatedquarterly

2. Punakaiki Freedom Camping Petition November2016

April2017

1. That the petition from thePunakaiki residents bereceived and in recognising their concerns Council signals itswillingnesstoworktogetherto resolve the issues.

2. Defers making any decision on this issue until -a. The outcome of the

Department of Internal Affairs and Local Government New Zealandprocessisknown;

b. And Council has consulted with affected parties,including Grey District Council and Department of Conservation to look for workable solutions to theissues raised.

Workshop held.

Discussions to take placewithGreyDistrict Council and Department of Internal Affairs.

Council’sComplianceOfficer visiting weeklyand a Department of Conservation Officer willalsoprovidecoverage in the near future – RTownrowtoinvestigate and advise

DiscussissuewithGreyDistrictCouncil

Chief Executive Officer (K Marshall)&GroupManager Environmental andCommunity Services (RTownrow)

Ongoing withnewfunding that can assist withmovingparts of this projectforward.

30Agenda: Buller D

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3. Road ClosuresNovember2016

Can this be delegated responsibility?

TobereviewedbyRiskandPolicyCommittee

RiskandPolicyCommittee

TBC

4. Punakaiki Infrastructure Project

• Investigatewaystoadvocate for freeing up land forresidentialand/orcommercial development

• Act as conduit for input into theDolomitePointre-developmentproject

• Consider increasing funding for compliance in regard to freedomcamping(workwithGreyDistrictCouncil)

Nofurthermeetingsheldtodate,due to time constraints and the need for additional information

On-going

5. Ngakawau/Hector Water SupplyDecember2017

• MayorHowardandCrMiazgatoassistwiththeresidential count for Ngakawau/Hectorwatersupply

DiscussionwithMPDamienO’Connor.Progressownershipregistration.

Correspondence has beensent;Noresponse received to date.

Mayor GHowardCrMiazga, Cr Sampson

September 2018

6. Westport Flood Protection17April2018

• FollowupwithWCRConprogresswithWestportfloodprotectionproject.

PendingWCRCtoprovide progress report.PresentationgivenfromWCRCinregards to Caters BeachProtectionandworkshoptobeheldOctober of further items

GroupManager Assets and Infrastructure (MDuff)

November2018

7. Short stay accommodation sector:17April2018

• Toaddressconcernsofproperties providing short stay accommodation not being rated or consented correctly.

Twoissues,oneregulatoryandone a rating issue.

GroupManagerCommunity and Environment(RTownrow)&Manager Corporate Services (D Phibbs)

UpdateSeptember 2018

31Agenda: Buller D

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8. BDC Pensioner House Options

• Councillorworkshoptobeheldtodiscuss future options

UpdateNovember2018

Chief Executive Officer (K Marshall)

9. Reefton Swimming Pool

• Work to be carried out to assess options

UpdateOctober2018 Chief Executive Officer (K Marshall)

10. Climate Change • Invite Climate Change experts to discusswithcommunitytheimpact on climate change, adaptations and vulnerabilities

UpdateOctober2018 Chief Executive Officer (K Marshall)



Agenda Item No 4

Prepared by - Lynn Brooks - Management Accountant

Reviewed by - Dean Phibbs - Manager Corporate Services

SIGNIFICANT PROJECTS REPORT________________________________________________________________________

1. REPORT SUMMARY

ThisreportsummarisessignificantprojectsandprioritiesofCouncilat31July2018.Itrecordsbothcurrentandfutureworkstreams,andisfordiscussionandmonitoringpurposes.Itshouldbereadinconjunctionwiththeattacheddetailedreport.


1. -That Council received the report for information and discussion.

3. ISSUES AND DISCUSSION ThereportprovidesahighsummaryofsomeprojectsandprioritiesofCouncilby

eachofthefollowingsectors:

1. Mayor, Councillors and Chief Executive 2. Community and Environment 3. Corporate Services 4. Assets and Infrastructure 5. SignificantProjects

Thisreportdoesnotincludeeverytaskundertaken,suchasroutineroadingcontractworkorother regular servicesprovidedbyCouncil. Instead it highlights thehighvalueprojectsatanaggregatedlevel,and/orthenon-routineprojectswhichareveryimportant for community and Council but may not have a dollar budget attributed to them,suchasadvocacyprojects.

TheChiefExecutiveandCouncilaretoadviseifthereareotherprojectsorprioritiesto be included in the next monthly report to Council.

Thefollowingtableshowseachsectionofthereportasahighleveloverview.Thisissimilartoother“trafficlight”indicatorsusedinCouncildocumentssuchastheAnnualPlan,LongTermPlanandotherreportsandisincludedforconsistencywiththoseformats.


Activity Indicator CommentMayor, Councillors and Chief Executive

Advocacyforarangeofprojectsisongoing.

Advocacy for the West Coast Regional CouncilWestport Flood Mitigation project continues. ThefutureoftheWestportPortisundercontinualreview.AdvocacyforwatersupplieswhichmustmeetDrinkingWater Standards, but are very costly is ongoing.

Community and Environment

Thecurrenttasksareonplanandbudget.

Corporate Services ThecompilationoftheAnnualReportisontarget.

SignificantProjects

General Projects: The District Plan ReviewprogressedasplannedtoApril2018.WorkcontinuesontheInformationManagementprojectyetisunableto proceed due to supplier selection process.RatesPolicy Review workshops are continuing Phase IIIafter the decision to retain land based general rating systemwasmadeafterconsultation.

Assets and Infrastructure

Roading and Urban Development: District Signage has been completed and billboards have been installed. Roading contracts have been completed as planned.AdvocacyfortheKarameaHighwaySpecialPurposeRoaddesignation continues.

Water Supplies: TheWestportwaterprojectisprogressing.Investigation into the Waimangaroa Water treatment system continues, including options and costs. Advocacy on the ongoingcostsfortheWaimangaroaschemeisunderway.

Water Supplies: Punakaiki Water Intake Easementprogressing as planned.

Properties and Amenities: The Peel Street Yard sitetesting,analysisand riskassess-mentwork iscontinuingfromthe2017/2018year.

Projectontimeand budget Projectdelaysorbudget overruns


Considerations

1. Strategic impact The reporthelps tomonitor theoutcomesprovided for thecommunityagainst the

strategic direction of Council. In particular, it reports on the effectiveness of thestrategiessetoutinthe2018-2028LongTermPlan.

2. SignificanceAssessment TheSignificanceandEngagementPolicysetsoutthecriteriaandframeworkfora

matteroratransactiontobedeemedsignificant.TheSignificanceandEngagementPolicy iswritten in accordancewithTheLocalGovernmentAct 2002 (LGA2002)section 76AA. This part of theAct sets the general approach to determine if aproposalordecisionissignificantrequiringtheCouncil tomakejudgementsaboutthelikelyimpactofthatproposalordecisionon:

Thedistrict; a) Thepersonswhoarelikelytobeparticularlyaffectedby,orinterestedin,the

proposalordecision; b) The financial impact of the proposal or decision on the Council’s overall

resources;and c) ThecapacityoftheCounciltoperformitsroleandcarryoutitsactivities,now

and in the future.

ThecontentincludedinthisreporthasbeenconsultedonwiththecommunitythroughtheLongTermPlanandAnnualPlanprocess.

3. Values assessment The Buller District Council values are: One Team; Community Driven;We Care;

Integrity;andFutureFocussed.Thisreportpresentsthesignificantprojectswhichareimportantforthecommunityandthefutureofthedistrict.Reportingonthesignificantprojectsprovidesanopportunitytoreviewiftheareasoffocusalignwithourvalues.

4. Risk Analysis Riskisassessedbytakingintoaccountthelikelihoodofaneventoccurringandthe

result of that event.

SignificantprojectsareperceivedtohavesomegreaterthanusualpotentialtoplaceCouncilatriskasthecostsinvolvedcanbesignificant,ortheprojectmayhavegreatertechnicalandlegalissues.Thisriskismitigatedbyengagingsuitablyqualifiedstafftomonitorandregularly reporton theprojects thereforeactingonany issues thatariseearlyon,and toensure theprojectprogress iswellunderstoodbystaffandgovernance.

5. Policy/Legal Considerations TheLocalGovernmentAct2002governstheactivitiesofCouncilandsetsoutthe

requirement forconsultationontheAnnualPlanandLongTermPlantoagreethebudgets and activities to be funded.

This report assists with two key purposes of thatAct (refer to section 3) statingthe purpose of the Act is to promote the accountability of local authorities to their communities;andprovide for localauthorities toplayabroad role inmeeting thecurrentand futureneedsof theircommunities forgood-quality local infrastructure,local public services, and performance of regulatory functions.

6. Tangata Whenua Consultation Considerations Thecontentsofthereportarenotamatterrequiringconsultationwithtangatawhenua

or community groups.

7. Viewsofthoseaffected Thereisnoneedtoconsultwiththepublicoraffectedpartiesduetotheinformation


beingpreviouslyconsulteduponthroughAnnualPlanprocesses.

The community will have interest in the progress of the projects and prioritiesincludedinthereportbecausenewspendingaffectsannualratescharges,andtheeffectivenessofadvocacyhasthepotentialtoimprovecommunitywellbeing.

8. Costs Therearenoextraordinarycostsfortheitemsincludedinthisreport,astheseprojects

havebeenbudgetedforintheannualplan.Someofthesignificantprojectshavenomonetary cost to council as they are for advocacy.

9. Benefits The benefits of reporting on reviewing the significant projects and priorities are

understanding the timelines, budgets, resourcing and opportunities that exist for Council.

Reporting on the significant projects and priorities allowsCouncil to compare theactivities of Council against the core strategy of Council.

10. Media/Publicity Therearemanymediaorpublicityopportunitieswiththecontentofthisreport.

36Agenda: Buller D

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Significant Projects Report

Indicator Project Description Proj

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MAYOR, COUNCILLORS & CEO

Little Wanganui/ Tapawera/ Wangapeka Road Advocacy M + CEO 0 0 In progress Nov-15 Per Council resolution - ongoing.

Ultra Fast Broadband Advocacy M + CEO 0 0 In progress Nov-15Government Announcement with WC Projects 2019. Delivery by Chorus. Progressing with MDC, Creative Developments and BEL.

Integrated Family Health Centre Advocacy M + CEO 0 0 ongoing Nov-16 Nov-18Advocacy for a fit for purpose build is ongoing, on behalf of the community.

Housing for Elderly - Advocacy M + CEO 0 0 Jun-16 Dec-18Fulll review of housing stock & ownership structure included on Council Action Point List.

Carters Beach Sea Erosion Advocacy M + CEO 0 0 Aug-17Community Meetings Held. Advocacy role only. Responsibility is with WCRC.

Ngakawau/Granity Sea Erosion Advocacy

M 0 0 Aug-17Community Meetings Held. Advocacy role only. Responsibility is with WCRC.

Westport Flood Mitigation Advocacy M 0 0 ongoingWCRC project, BDC role is advocacy. WCRC Submissions on this issue closed 17 February 2017.

Future of Westport Port CEO + MCS 0 0 under continual review Dec-15 Council Workshop due to be held October 2018.

Holcim Exit M 0 0 Exit Plan.

17A Review - Local Government Act 2002 CEO 0 0 ongoing Apr-17Required to review cost effectiveness of current arrangements for meeting community needs.

Representation Review CEO 0 0 ongoing Jun-18 Apr-19 Work underway.

Shared Services Projects with Other Coast Councils CEO 0 0 ongoingOngoing - Roading, Various IT Projects, Internal Audits, Civil Defence & Local Govt Commission, Economic Development, One (District) Plan, Policy Development.

Charleston/Cape Foulwind Cycleway M 0 0 MOU completed. Continue advocacy.

Kawatiri Sculpture Symposium M 0 0 near complete May-16 Dec-17 Sculptures Installed and near completed.

Reefton Historic Power Generation Project M 0 0 Dec-17 Advocacy with Greg Topp. Active discussions continuing.

Westport Gateway Sign M 0 0 In progress Nov-15 Dec-17Lighting yet to be completed. Budget $50,000, Spend to date $48,082.No budget carried over for lighting.

Dolomite Point Advocacy- Punakaiki Master Plan M + CEO 0 0 In progress Planning stage.

Costing Water Schemes and Funding Water Supplies, Advocacy M + CEO+ MA&I 0 0 0 0 In ProgressAdvocacy for water supplies costs imposed under Drinking Water Standards. Consider depreciation options.

Other Mayor, Councillors and CEO Projects

0 0 0 0

COMMUNITY & ENVIRONMENT

Local Alcohol Policy MCE 0 0 in progressAwaiting evidence from stakeholder groups to feed into policy development & legal outcomes Reccommended this be put in the priority list for the Risk and Policy committee.

By-Law Reviews (all require review) MCE 0 0 in progress

Four bylaw reviews completed in 2017, 16 bylaw reviews due in 2018, NOTE this will be a large workload. Risk and Policy Committee are prioritising and timetabling work on the reviews. Freedom camping By-Law reviews are underway from September 2018 onward.

Reefton Pool not yet assigned 0 0 Jun-18 Dec-18Review of asset and planning required to ensure appropriate facility for the community on Council Action Point List

MBIE Responsible Camping Fund MCE 0 0 in progressUnbudgeted funding of $580,000 received toward By-Law review, facilities, communications and compliance costs for freedom camping.

Other Community & Environment Projects MCE 0 0

0 0 0 0

CORPORATE SERVICES

37Agenda: Buller D

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Fire & Emergency NZ Transition MCS 0 0 0 0 In Progress Apr-16 Oct-18A 2 year agreement is in place with Fire & Emergency NZ for use of rural fire trucks. Lease renewal to stipulate assets remain in the District.

Annual Report MCS 0 0 0 0 in progress Jul-18 Nov-18Compilation of annual report is underway. Adopted November 2018.

Other Corporate Services Projects MCS 0 0 0 0

0 0 0 0

SIGNIFICANT PROJECTS

District Plan Review MCE 0 15,000 15,000 1,167 in progress Nov-14 TBAHearings Committee has heard submissions. Are deliberating on those and will report to Council, who may accept or reject the proposed plan changes. * ODP results may change outcomes.

Rates Policy Project Phase III MCS 0 0 0 0 in progress Apr-16 Jun-19Further costs will be incurred with Phase III of the Rates Review Project.

IT/Information Technology Projects (inhouse) MCS 161,217 162,800 327,183 28,619 in progress Jun-19IM Project at assessment stage, delayed due to supplier selection. Going back to revisit provider for project. RFI out for document management system in conjunction with Grey District Council.

Other Significant Projects

161,217 177,800 342,183 29,786

ASSETS & INFRASTRUCTURE

Three Waters

Punakaiki Water Intake Easement and Supply MA&I 0 0 0 0 In ProgressIntake easement in legal process. Stage 1 improvements near completion, Stage 2 awaiting TIF application advice before commencing.

Punakaiki Water Supply Advocacy MA&I 0 0 12,141 Nov-17 Oct-18Incorporated in Greater Punakaiki Master Plan concept study currently in progress.

South Granity Tank Supply Water Administration CEO 0 0 0 0Ongoing support provided to the SGWB as the registered drinking water supplier

Westport Raw Water Conveyance MA&I 2,693,990 0 2,693,990 0 In ProgressOverland Pipe solution under development. Resource consent application and Request for Tender currently in progress.

Replacement of Westport Water Mains from Treatment Plant to Town MA&I 0 50,000 50,000 0 In ProgressThe sectional mains replacement continues in line with the biennial budget and work plan to replace a certain number of lengths per annum.

Waimangaroa Water Treatment System MA&I 0 473,692 473,692 423 In ProgressPossible bore sites have been identified, communications update provided to water board. Report presented to Council in September 2018.

Ngakawau Hector Water Treatment System MA&I 0 0 0 0 In ProgressSituation under further review. Correspondence exchanged between Mayor and MoH/CDHB as at 31 July 2018.

Little Wanganui Water and Sewerage Easements MA&I 0 0 0 0 In Progress Dec-18 Work underway.

Roading

Rural Wards Maintenance Programme - to be Communicated MD 0 0 0 0 Jul-17Communication on road and stormwater maintenance for rural wards requested as part of 2017/18 Annual Plan.

Karamea Highway Special Purpose Road Advocacy M+MA&I 0 0 0 0 In Progress Business case being prepared in conjunction with NZTA. Progressing.

Roading - Local Roads Capital Works MA&I 0 1,109,056 1,109,056 158,986 In Progress Jun-19 All works underway.

Roading - Special Purpose Road Capital Works MA&I 0 357,529 357,529 355 In Progress Jun-19 All works underway.

Earthquake Strengthening of Buildings MA&I 0 0 0 0 Jun-19Assessment of Carnegie Library completed. Civic buildings will be upgraded over the next 3 years as adopted in LTP.

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Footpaths- Urban Development MA&I 0 200,000 200,000 0 In Progress Jun-19Footpath works plan for 2017/18 FY completed. Work plan for 2018/19 year underway.

Property, Amenities & Reserves

Punakaiki Dickson Parade Status and Freedom Camping Issues MA&I 0 0 0 0 In ProgressTemporary Road Closure following recent storm events and will remain closed until full risk assessment completed.

Peel Street Yard MA&I 0 60,000 60,000 0 In ProgressSite testing analysis and risk assessment undertaken. Options workshop proposed for 2018/19.

Punakaiki Building Project 100,000 0 100,000 4,777 On Hold

Draft Community Needs Assessment report received by BDC. Copy referred to DOC for consideration in the Dolomite Point spatial planning. On hold until DOC confirm whether Community Facility will be incorporated in their planning work.

Other

Other Assets & Infrastructure Projects MA&I 0 0 0 0

2,793,990 2,250,277 5,044,267 176,682

TOTAL SIGNIFICANT PROJECTS 2,955,207 2,428,077 5,386,450 206,468



Agenda Item No 5

Prepared by - Lynn Brooks - Management Accountant

Reviewed by - Dean Phibbs - Manager Corporate Services

CAPITAL BUDGET CARRY OVERS ________________________________________________________________________

1. REPORT SUMMARY

Council budgets for annual operating and capital expenditure are prepared and approvedduring theAnnualPlanorLongTermPlanprocess.At theendofeachfinancialyear,capitalbudgetsplannedforscheduledprojectsmaynotbespentinfullas forecast.

Someprojectsmaybere-budgetedinthefollowingyearAnnualPlanorLongTermPlanprocessiftheyarenotstartedbytheendofthefinancialyear.Capitalbudgetsthatarenotre-budgetedbutarestillrequiredtobecompletedmaybecarriedovertosubsequent years.

ThisreportprovidesCouncilwithdetailsoftheCapitalBudgetsrequiredtocarryoverfromthe2017/18FinancialYearto2018/19.


1. That Council approve the carry over budgets of $4,350,583 attached to thisreport(markedasAppendixA)tothe2018/19FinancialYear.

3. ISSUES AND DISCUSSION

Thescheduleattachedtothisreport(markedasAppendixA)detailsthecapitalbudgetcarryoversrequiredfromthe2018/19financialyear.

Capitalbudgetcarryoversaredefinedastheunspentportionofaprioryearbudgetwhich is still required tobespent to completeacapital project. If aproject isnotstartedatyearendacarryoverisnotpermittedforthefollowingyear.Instead,thebudgetrequiredwouldneedtobere-budgetedtothe2018/19year.

Capitalbudgetcarryoversmayberequireddueto: • Capacityconstraints,re-prioritisingorotherunexpectedworkloadreducingthe

resourcesavailabletocontinueonwithplannedcapitalprograms; • Externalfactorsbeyondthecontrolofmanagement; • Engagement in shared serviceswith otherWestCoastCouncils extending

projectplanninganddecisionmakingstages;and • Projectscontingentonstrategicrevieworreconfigurationofinitialconcepts.


Thetotalcapitalbudgetcarryoverproposedfor2018/19is$4,350,583(2016/17$1,716,500).

Thetotaliscomprisedof:

• ITSupportServicessoftwareandhardware($211,875); • AmenitiesandReservesincludingsealloopsignsandPunakaikiCommunity

Building($243,112); • Vision2010FundingInangahuaandSeddonWardprojects($100,000); • WestportWaterSupply($3,065,960); • WasteWaterservicesforWestport,ReeftonandLittleWanganui($591,736);

and • RefuseandRecyclingforrecyclingcontainersdistrictwide($137,900).

(In the 2017/18 yearThe total is comprised of ITSupport Services software andhardware ($284,636), Amenities and Reserves including seal loop signs andPunakaiki Community Building ($270,960), Vision 2010 Funding Inangahua andSeddonWardprojects($128,294),WestportWaterSupply($668,470),WasteWaterservicesforWestport,ReeftonandLittleWanganui($247,419);andRoading&UrbanDevelopmentforfootpathsandflagsandlighting($116,721)).

TheWestportwatersupplycarriesover$3.07mwhichrelatestotunnelbracingoranoverlandpipesolution.Thiscarryoverisnecessaryduetoongoinginvestigationsthatareunderwayattheendofthefinancialyear.

AmenitiesandReserves includes$100,000 for thePunakaikiCommunityBuildingwhichrequirescommunityinputandfundraisingtoproceed,andthisprojectlinkswiththePunakaikiMasterPlanproject.

TheInformationTechnologySupportcategoryincludes$161,875overforadocumentand information management system required to meet legislative requirements under thePublicRecordsAct. Thisproject iswaswelladvancedexpected tobecompleted at the endof the 2017/2018 financial year, however supplier selectionwasrestrictedduetoexternalfactorsandanotherproposalhasbeensenttomarketduringSeptember2018.

Councilplanstoapply$7.84mtowardcapitalspendingthroughouttheyearended30June2019.Includingcarryforwardsof$4.35mwouldequatetoatotalcapitalbudgetof$12.19mfor2018/19.

.4. CONSIDERATIONS

4.1 Strategic Impact ThedeliveryofCapitalProjectsisimportanttomeettheexpectationsofourcommunity

andcompletethecommitmentsmadeinourLongTermandAnnualPlans.

Carrying over budgets to subsequent financial years enables thework on capitalprojectstocontinueseamlesslyacrossbalancedatesforalldepartmentsofCouncil.

4.2 SignificanceAssessment TheSignificanceandEngagementPolicysetsoutthecriteriaandframeworkfora

matteroratransactiontobedeemedsignificant.TheSignificanceandEngagementPolicy iswritten in accordancewithTheLocalGovernmentAct 2002 (LGA2002)section 76AA. This part of theAct sets the general approach to determine if aproposalordecisionissignificantrequiringtheCouncil tomakejudgementsaboutthelikelyimpactofthatproposalordecisionon:

a. Thedistrict; b. Thepersonswhoarelikelytobeparticularlyaffectedby,orinterestedin,the

proposalordecision; c. The financial impact of the proposal or decision on the Council’s overall

resources;and


d. ThecapacityoftheCounciltoperformitsroleandcarryoutitsactivities,nowand in the future.

ThecontentincludedinthisreporthasbeenconsultedonwiththecommunitythroughpriorLongTermPlanandAnnualPlanprocesses.

ThecapitalprojectsdetailedinthecarryoverschedulehavebeenincludedinpreviousLongTermorAnnualPlanprocessesincludingpublicconsultation.SomeprojectsthePunakaikiCommunityBuildingandtheVision2010Fundinghaveincludedtargetedconsultationwiththeaffectedcommunities.

4.3 Risk Analysis Riskisassessedbytakingintoaccountthelikelihoodofaneventoccurringandthe

result of that event.

Capitalprojectsareperceived tohavesomegreater thanusualpotential toplaceCouncilatriskasthecostsinvolvedcanbesignificant,ortheprojectmayhavegreatertechnicalandlegalissues.Thisriskismitigatedbyengagingsuitablyqualifiedstafftomonitorandregularly reporton theprojects thereforeactingonany issues thatariseearlyon,and toensure theprojectprogress iswellunderstoodbystaffandgovernance.

Approvingthecapitalbudgetcarryoversextendsprojecttimelinestoenableprojectstobecompleted.Alternatively,capitalprojectswouldneedtobere-budgetedduringthenextannualplancreatingatwelvemonthdelaybeforeworkcouldcommenceorcontinue.

4.4 Values Assessment The Buller District Council values are: One Team; Community Driven;We Care;

Integrity; and Future Focussed. This report sets out the ongoing capital projectswhichareimportantforthecommunityandthefutureofthedistrict.Reportingonthecapitalcarryoversprovidesanopportunitytoreviewiftheongoingcapitalprojectsalignwithourvalues.

4.5 Policy / Legal Considerations TheLocalGovernment(2002)ActregulatestheLongTermandAnnualPlanprocess.

4.6 Tangata Whenua Considerations Consultation not required.

4.7.Viewsofthoseaffected ConsultationonthescheduledcapitalprojectshasoccurredduringpriorLongTerm

andAnnualPlanprocesses.

4.8. Costs Capitalexpenditureisfundedfromdepreciationreserves,loans,orexternalgrants/

subsidiesandhasbeenincludedinCouncil’sLongTermorAnnualPlanbudgets.

Deferringcompletionwill reducecosts in theshort term forexampledepreciation,interest payments and associated operating costs such as electricity.

9.Benefits Approving the carry over schedule by Council authorises the continuation of the

capitalexpenditureprogramwithinCouncilinatransparentmanner.

10. Media / publicity Therearenomediaandorpublicityopportunitieswiththisreport.

42Agenda: Buller D

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Buller District CouncilCapital Budget Carry OversFrom 2017/18 to 2018/19

Account Name Asset Category

Carry Over ( Which equals total budget carry over, including Work In Progress to Date) Comment

Work in Progress as at 30 June 2018

IT Support Services SoftwareMAGIQ Software Update Information Technology Software 20,000$ Timesheets and Customer Payment Portal (via website) to be completed Yes

Information Manangement System Information Technology Software 161,875$ Selection of Provider delayed due to external constraints, re-submitted to

the market during September 2018. YesWebsite Information Technology Software 15,000$ No cost incurred to date however planning and selection completed. No

Equipment - Other Projects Information Technology Software 15,000$ No cost incurred for the final part of the IT purchases at balance date but

planning and work in train. NoAmenities and ReservesPlayground Work Amenities and Reserves 52,116$ Work in Progress, project not yet complete at end of year YesGarden Plot Upgrades Amenities and Reserves 30,996$ Work in Progress, project not yet complete at end of year Yes

Punakaiki Community Building Amenities and Reserves 100,000$ Some costs incurred to balance date, deferred due to Punakaiki Master

Plan YesPeel Street Depot Amenities and Reserves 60,000$ Work in Progress, project not yet complete at end of year YesThree WatersWestport Sewer Assets & Infrastructure 300,000$ Work in Progress, project not yet complete at end of year YesSewer Modelling & Separation Assets & Infrastructure 55,000$ Work in Progress, project not yet complete at end of year YesReefton Sewer Assets & Infrastructure 30,000$ Work in Progress, project not yet complete at end of year YesLittle Wanganui Sewer Assets & Infrastructure 36,732$ Work in Progress, project not yet complete at end of year YesStormwater District Wide Assets & Infrastructure 170,004$ Work in Progress, not yet completed at end of year YesWestport Tunnel or Over land Pipe Assets & Infrastructure 3,065,960$ Significant project with work in progress at end of year YesRefuse and RecyclingRecycling Containers Assets & Infrastructure 137,900$ Progress for recycling containers not yet complete at end of year YesVision 2010 FundingKaramea Urban Design Grants 100,000$ Final Vision 2010 grant, funds being expended. Yes

4,350,583$


BULLER DISTRICT COUNCIL

26 SEPTEMBER 2018

Agenda Item No 6

Prepared by - Glenn Irving - Manager Projects & Contracts

Reviewed by - Mike Duff - Group Manager Assets & Infrastructure

ASSETS & INFRASTRUCTURE MAJOR PROJECTS - QUARTERLY STATUS REPORT SEPTEMBER 2018

1. REPORT SUMMARY

The purpose of this report is to provide Council with a quarterly statusupdate on major Assets and Infrastructure projects which are currentlyworkinhandorworkin view.

Status updates of progress and performance is critical for effective governance and keeping the community informed.

Forecasts identifyingdeviations (trendsandchanges) from theapprovedbaseline enables intervention for recovery as well as the opportunity to sharesuccessstorieswhenoutcomesarebetterthanplanned.


That Council receive the report for information.


Projectsare identifiedasmajor in termsof theirsignificance,complexity,expenditure andcommunityinterest.Thesemajorprojectsrequiredefinedprocesses to help ensure predictable and consistent outcomes.

A project lifecycle process in accordance with best practice is shownbelow, with three distinct stages and intermediate gate approvals to ensurereadinesstoproceedtothenextphase:


Stage 1 - ProjectStart-Up(BusinessCase)

Stage 2 - PlanningStudies(Concept,Selection,Feasibility)

Stage 3 - Implementation(Design,Procurement, Construction andCloseout)

Stage 1 Stage 2 Stage 3

A quarterly status update formajor Assets and Infrastructure projects isprovided as follows with reference to the report-card key code shownbelow:

Key Code for Status Blue Excellent result, ahead of target or expectation Green Good result,mettarget,inplaceorperformingwell

⏳ Purple Work in progress, on track to complete

⚠ Amber Monitor, behind target, unsustainable or at risk

Red Poor,requiresurgentactionorintervention


1. Peel St Depot (Property):• Summary:

o OverallPerformance: Projecton tracko CriticalIssues:⚠ Asbestos removal and disposalo Safety&Risk: Stable health and environmental risks

• Progress:o CurrentStatus: Planning Stage - Phase2: Selection ⚠ Soil disturbance and asbestos removal identified risks

o AchievedThisPeriod: Firststageofasbestos removal completed Options Matrix reviewedandrefined Additional site testing to characterise contamination Budget estimates for capital investment completed

o PlannedNextPeriod: Present Options Matrix at Council Workshop Confirm future use shortlist and Selection Study Progressnext stage of site clean-up and asbestos

removal/disposalo KeyMilestones: Council Workshop by October 2018 Complete Selection Study by December 2018 CompleteFeasibilityStudybyMarch 2019 Confirm site development worksduring2019/20 AnnualPlan Assess ContaminatedSiteRemediationFund(CSRF)during

2019/20 AnnualPlano BudgetThisStage: Approved Budget = $60,000 EarnedValue(Actuals+Accruals)=$5,200 ToFinish(EstimatetoComplete)=$54,800 Forecast(EstimateatCompletion)=$60,000 Variance(Forecast– ApprovedBudget)=+$0 NB:Approvedbudget from 2018/19 AP


2. Greater Punakaiki Master Plan (Property):• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ Community support, future fundingo Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Planning Stage - Phase1: Concept Strategic Assessment and Concept Study development

o AchievedThisPeriod: Completed Workshop 2 (InterventionOptionsIdentification)and

Workshop3(ShortListingOptions) Post-workshop Communitydropinsessions(40attended). High-level economic analysis to guide shortlisting process Multi-criteria analysis tocollate/identifyfeasible options Ongoing development of Business Case Secured funding contribution fromWCRC ($10,000) Significant progress on transport corridor improvements for

pedestrians/cyclists,community facility and freedom camping. ReferAttachment A for Investment Logic Map (ILM)and

exampleworkfrom Workshop #3o PlannedNextPeriod: Complete Business Case documentation Complete spatial planning workto inform Concept Study scope Community “Open Day” to share final masterplan proposal Finaliseoptions review and investment choices Politicaladvocacyforfuturefundingsupport

o KeyMilestones: Community“OpenDay”on8th October 2018 Complete StrategicAssessment/Concept Study and establish

next steps for Selection Study by November 2018o BudgetThisStage: Approved Budget = $177,500 EarnedValue(Actuals+Accruals)=$94,000 ToFinish(EstimatetoComplete)=$83,500 Forecast(EstimateatCompletion)=$177,500 Variance(Forecast- ApprovedBudget)=$0 NB:Approved budget includes $162,500externalfunding from

partner agencies


3. Westport Water Supply Overland Pipe (Three Waters):• Summary:

o OverallPerformance:⚠ Active Monitoring

o CriticalIssues:⚠ RFTandplanning assessment timeframeso Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Implementation Stage - Phase4: Procurement ⚠ PendingConsentAuthorityapproval

o AchievedThisPeriod: ResourceConsentapplicationlodged Draft conditions received from consent authorities forreview ⚠ Affected party negotiations in progress

⚠ Tenderclosingdateextendedto 5th October2018o PlannedNextPeriod: ⚠ Affected party approvals obtained, resource consent granted

⚠ ConsentconditionsissuedtoTenderersto incorporate in bids Tender process, evaluation and due diligence completed Confirm preferred tenderer and recommendation to Council Awardcontractforprojectimplementationworks

o KeyMilestones: OverlandPipetender closes by October 2018 ⚠ Contractawardby November 2018

⚠ Projectcompletedmid-2019o BudgetThisStage: Approved Budget = $3,000,000 EarnedValue(Actuals+Accruals)=$164,000 ToFinish(EstimatetoComplete)=$2,836,000 Forecast(EstimateatCompletion)=$3,000,000 Variance(Forecast– ApprovedBudget)=$0 NB:Approved budget estimatefromLTPincludingcarry-over


4. Karamea Highway Special Purpose Road (SPR) (Roading):• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ NZTAassessmentofstatehighwaystatuso Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Start-UpStage - Phase0:BusinessCase Strategic Assessment to develop Multi-Criteria Analysis (MCA)

o AchievedThisPeriod: Review meetingheldwithNZTA,agreed amendments to the

Strategic Assessment deliverable including statehighwaycriteria Carry-overfundingapprovedbyNZTAtocompleteassignment

this financial year ProjectreviewwithBecatocoordinateremainingscopeofwork Continued advocacy for other transition plan key objectives: (i)

avoid additional burden to district ratepayers and (ii)ratepayer protectionincaseofmajorevents

o PlannedNextPeriod: CompleteStrategicAssessmentincludingstatehighwaycriteria Complete Multi-Criteria Analysis (MCA)including workshop,

technical/engineeringassessments, cost estimates and risk analysis, incorporating evidence-based problem statements

ImplementSPRNLTPandLCLRamendmentsfor2018/21 Complete transition plan program options analysis and

recommendationo KeyMilestones: Complete Strategic Assessment by October 2018 Complete MCA by December 2018 SubmittoNZTAboardearly2019 UpdateAnnualPlanbyJune2019

o BudgetThisStage: Approved Budget=NZTA EarnedValue(Actuals+Accruals)=NZTA ToFinish(EstimatetoComplete)=NZTA Forecast(EstimateatCompletion)=NZTA Variance(Forecast- ApprovedBudget)=NZTA NB:Approved budget is100%NZTAfunding


5. Bulk Waste & Recycling Containers (Waste Management):• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ Futurelocationso Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Implementation Stage - Phase4: Procurement/Construction

o AchievedThisPeriod: Site locations evaluated and confirmed, consideration for

ResponsibleCamping requirements Container and access platform manufacture and surface

protection progressed (first of three delivered)o PlannedNextPeriod: Complete manufacture, fit-out and graphics for all containers Complete concrete foundation, installation and siteworks Continue subsidy funding advocacy for future locations

o KeyMilestones: Container site delivery by October 2018 Installation complete by November 2018

o BudgetThisStage: Approved Budget = $190,000 EarnedValue(Actuals+Accruals)=$145,200 ToFinish(EstimatetoComplete)=$44,800 Forecast(EstimateatCompletion)=$190,000 Variance(Forecast- ApprovedBudget)=$0 NB:Approvedbudgetfrom2017/18AP as carry-over


6. Hector Dump Site Remediation (Waste Management):• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ Publichealth,environmentalprotectiono Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Planning Stage - Phase3: Feasibility

o AchievedThisPeriod: Maintenance of sacrificial bund ongoing Design, costs and schedule for feasibility assessment completed Application for ContaminatedSiteRemediationFund(CSRF)

completedincollaborationwithWCRC for50%of$700,000 Workinggroupreviewmeetingstocoordinatepriority activities

o PlannedNextPeriod: ⚠ Active monitoring and maintenance of sacrificial bund

⚠ Monitor CSRFapplicationand explore other funding options Commence resource consent application process

o KeyMilestones: CSRFapplicationsubmitted bySeptember2018 ⚠ Project funding confirmed subjecttoCSRF outcome Council report recommending option to proceed by early-2019 Project complete mid-2019

o BudgetThisStage: Approved Budget = $0 EarnedValue(Actuals+Accruals)=$40,000 ToFinish(EstimatetoComplete)=TBC Forecast (Estimate at Completion)=TBC Variance(Forecast– ApprovedBudget)=TBC NB:Unplannedemergencyworks,nobudgetcurrentlyapproved


7. Responsible Camping Improvements (Property)• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ Schedule, resourceso Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: Implementation Stage - Phase4: Procurement/Construction

o AchievedThisPeriod: BDCsuccessfulwith $582,000funding for infrastructure

investment, monitoring/complianceandeducation/information ReferAttachmentBforscopeanditemisedbudgetconfirmed to

MBIE PolicyProgramManager Consultationwithcommunityrepresentativescommenced Potentialsites identified for infrastructurework Bylawreviewcommenced,procurementrulesapproved BDC delivery team and governance group established

o PlannedNextPeriod: ⚠ Finaliseresourcing and assigned responsibilities

⚠ Complete all improvements before peak seasono KeyMilestones: ⚠ All solutions in place by 1st December2018

o BudgetThisStage: Approved Budget = $582,000 EarnedValue(Actuals+Accruals)=$0 ToFinish(EstimatetoComplete)=$582,000 Forecast(EstimateatCompletion)=$582,000 Variance(Forecast- ApprovedBudget)=$0 NB:Approvedbudgetis100%MBIEfunding


8. Reefton Riverbank Erosion Protection (Roading)• Summary:

o OverallPerformance: Projectontracko CriticalIssues:⚠ Property,assetandenvironmentprotectiono Safety&Risk: ZeroH&Sincidents,risksmanaged

• Progress:o CurrentStatus: PlanningStage- Phase3: Feasibility

o AchievedThisPeriod: WorkinggroupestablishedwithBDCandWCRC ReferAttachmentC,three “at risk” locations identified and

inspected(Site1,Site2,Site3) Consultation withKiwiRailregardingSite1 and potential cost-

sharingtowardsjointassetprotection Survey and rockwall design completed for Site 1 proposal Active monitoring and surveillance of all “at risk” locations

o PlannedNextPeriod: Complete feasibility assessment for Site 1 proposal ContinueconsultationwithKiwiRailregardingSite1costsharing Preparerequired resourceconsentswithWCRC Continue active monitoring of “at risk” locations

o KeyMilestones: Council report recommending Site 1 option by November2018 ProposedSite1projectcompleteby early-2019

o BudgetThisStage: Approved Budget = $0 EarnedValue(Actuals+Accruals)=$22,000 ToFinish(EstimatetoComplete)=TBC Forecast(EstimateatCompletion)=TBC Variance(Forecast- ApprovedBudget)=TBC NB:Unplannedemergencyworks,nobudgetcurrentlyapproved


4. CONSIDERATIONS

4.1 Strategic ImpactThe successful delivery of major assets and infrastructure projects inaccordancewithourLTPiscriticaltothesuccessofourdistrict.

4.2 Significance AssessmentMajor projects are considered highly significant in terms of capital andoperating expenditure, complexity, impact to levels of service and community interest.

4.3 Risk AnalysisMajor project risks are managed in accordance with Council’s riskmanagement processes including a “what could go wrong?” approach toensure all practicable steps are being taken to assess, control and monitor identified risks.

4.4 Policy/Legal ConsiderationsCouncil must comply with the relevant policy and legal requirementsincluding the PublicWorks Act 1981, theHealth and Safety at Work Act 2015,theResourceManagementAct1991andtheLocalGovernmentAct2002.

4.5 Tangata Whenua ConsiderationsNilnoted.

4.6 Views of Those AffectedAffected parties and stakeholders including community members, privatesector, government ministries, agencies and authorities are consulted throughouttheprojectdeliveryprocess.

4.7 CostsCosts for major projects are expended against cost codes in our AnnualPlan.Deviations(trendsandchanges)fromapprovedcontrolbaselineswillbe indicated as budget variances and reported to Council accordingly.

4.8 BenefitsThebenefitsofmajorprojectsareinaccordancewithourLTPandalignedwith community outcomes including well-being, learning, who we are,sustainable environment and prosperity.

4.9Media/PublicityPublicity is expectedwithmajor projects, not all ofwhichwill be positive.However, this should not deter from the reasons for delivering importantassets and infrastructure for the community.


Attachment A – Greater Punakaiki Master Plan

Workshop 3 Discussion Material


Investment Logic Map


Attachment B – Responsible Camping Improvements

Buller District Council (BDC) Proposal BDC Responsible Camping Peak Season Initiatives – Funding Proposal – August 2018 Council have been tasked with the implementation of this work for the Buller District. Glenn Irving will be the project manager and point of contact for all work related to this fund. Council has received a grant of $582,000 for this work. Assuming all consents can be obtained and the bylaw review doesn’t present any opposition to our plans, we would utilise it as follows:

1. Review of the Freedom Camping Bylaw

The current bylaw was written in 2012, but given the changing nature of responsible camping and the additional pressure it has put on our special places council wishes to review and update the bylaw to reflect our current thinking on how this sort of camping can be managed. This work will be executed by outside contractors due to a lack of in‐house capacity at present. There is also strong interest from other coast councils to contribute to this review to ensure consistency of message across the West Coast. Total Cost = $20,000.

2. Compliance

The main area of our district that requires an increased compliance presence is the Coast Road, between Whitehorse Hill and Barrytown. This section of road sits within both the Buller District and the Grey District, so a coordinated response is required. BDC plan to cover the cost of compliance on both sides of the district border, with a presence along the length of this road both morning and night for 20 weeks from December 1st to April 21st. Costs: Wages = $12,600, Uniforms = $400, Vehicle costs = $27,000 Total Cost = $40,000

3. Infrastructure Facilities / Services

BDC has reviewed the services and facilities currently available for freedom campers, and has identified the following sites that will need to be developed:

Ngakawau Recreation Reserve – utilising existing toilets, develop a parking area behind the community centre to cater for freedom campers. Install rubbish / recycling facility. Total Cost = $140,000

Fox River – Utilising existing toilet facility, undertake earthworks and planting to demarcate a freedom camping area that is distinct from the rest of the area around Fox River. This area has taken a beating in recent storm events, so considerable earthworks will be required at this site to set it up properly. Total Cost = $60,000

McMillan Road – this site is south of Punakaiki and sits on DOC and Grey DC land. The development of this site has been agreed to by the land owners, but will be funded by Buller DC as Grey does not have the funds to do so. Not doing anything in


this area will only result in significant degradation of the site. Work will involve the development of a well set up overnight parking area, and other planted bunding to control the flow of traffic around the site. Total Cost = $52,000.

Reefton – undertake earthworks and planting to create a well‐defined area for freedom camping and ensuring that the majority of the area is still available for day users in a popular riverside reserve. Install a new toilet facility next to the newly developed freedom camping area. Total Cost = $170,000

Rubbish bins x4 in key locations across the district. Total Cost = $13,000 Operation costs to service facilities = $12,000

Total Cost for Infrastructure and operational costs = $447,000

4. Communications / Signage

BDC plans to review all signage across the district in relation to freedom camping, and work with the other coast councils to create a suite of signs that are consistent in message but reflect the “brands” of the three districts. This signage would include:

Site layout signs to direct people to appropriate parking locations Responsible camping signage to educate people on how to protect our natural

environment Signage to direct people to places where freedom camping is allowed or the nearest

paid camping facilities.

These signs will be spread across the district – the exact locations of these signs cannot be determined until the by‐law review has been undertaken and we know what will and won’t be allowed under that by‐law. It is expected that this signage will be of a quality to last for a number of years into the future. This cost covers the design and installation of all signs.

Total Cost = $30,000. Website improvements and brochures – BDC will review our website material, and produce new brochures to educate our visitors. Total Cost = $20,000

5. Responsible Camping Scheme

Develop a program that rewards people for demonstrating responsible camping behaviour across the district, working with the industry and local businesses to develop a concept that works for everyone and encourages the type of behaviour we all appreciate. Total Cost = $25,000


Attachment C – Reefton Riverbank Erosion Protection

At Risk Locations (Site 1, Site 2, Site 3)



26 SEPTEMBER 2018

Agenda Item No 7

Prepared by - Sam Murphy - Coordinator Three Waters

Reviewed by - Mike Duff- Group Manager Assets & Infrastructure

BULLER DISTRICT WATER SUPPLIES - QUARTERLY STATUS REPORT SEPTEMBER 2018

1. REPORT SUMMARY

The purpose of this report is to provide a quarterly status update onCouncil water supplies in the Buller District in terms of overallperformance, critical issues and compliance with:

• Health(DrinkingWater)AmendmentAct2007• DrinkingWaterStandardsofNewZealand2005(rev2008)

As we are ultimately responsible under legislation, it is incumbent onCouncil to ensure these water supplies provide safe, reliable andadequate drinkingwaterforthecommunities.


1. ThatCouncil receive the report for information.


Astheregistereddrinkingwatersupplierundersection69Jof theHealthAct1956,Councilaccepts its responsibilitiesandwill take all practicable stepstoensurethehealthandwell-being of all consumers.

Thiswillbeachievedthroughthestrategicdirectionoutlinedbyour5-point plan:

1. Responsibility - Waterworks owned or under the control of the WaterSupplier

2. Authority - Relevant consents and access permissions held by theWaterSupplier

3. Application - Protectionofwaterworks,environmentandpublicsafety4. Coordination - Organisedmanagementofwatersupplyprogramsofwork5. Implementation - Best-practice processes for deliveringwatersupplyprojects


Aligned to our 5-pointplan,Councilistargetingthefollowinginitiatives:

• WaterSafetyPlansandCatchmentRiskAssessments• ResourceConsents,EasementsandLandAcquisitions• WaterSupplyBylaw• Accountability for deliveringthewatersupplyworkprogram• Bestpracticeprojectdeliverymodeltoensuresuccessfuloutcomes

TheMinistryofHealthhasprovided the followingstatement in regard toCouncil’sroleasaregistereddrinkingwatersupplier:

“The MoH acknowledges the Buller District Council’s strategic direction in managing drinking water infrastructure within its District. Councils are ideally placed to provide these services to fulfil their obligations under the Local Government Act, Resource Management Act and Health Act as they relate to the provision of safe drinking water. The safe operation of drinking water supplies requires specific expertise and co-ordination between agencies to ensure management is holistic and sustainable. Failure in these key areas were identified as contributing factors to the

Havelock North water supply contamination incident.”

The following summary report provides an update on each of Council’seightdrinkingwatersupplies:

• Hector-Ngakawau*• Inangahua Junction• Little Wanganui• Mokihinui• Punakaiki• Reefton• Waimangaroa• Westport

*Although Hector-Ngakawau is currently registered as a Councilsupply, Council are working with the local community entity to amend status. Acknowledging this process, the supply is omitted from quarterly reporting

Thereport-cardstatusreferstothekeycodeshownbelow:

Key Code for Status Blue Excellent result, ahead of target or expectation Green Good result,mettarget,inplaceorperformingwell⏳ Purple Work in progress, on track to complete⚠ Amber Monitor, behind target, unsustainable or at risk Red Poor,requiresurgentactionorintervention


1. Inangahua Junction:• Summary:

o OverallPerformance: Goodo CriticalIssues:⚠ Certificate of Complianceo Compliance: Good

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: ⚠ Certificate of Compliance in progresso LandAcquisitions&Easements: Access resolved

• Progress:o CurrentStatus: ComplianttoDWSNZ2005 WaterSafetyPlancompletedandapproved

o AchievedThisPeriod: Evidenceflowdatacontinued for permitted activity (September

finalmonth)o PlannedNextPeriod: Finalise WaterTakeApplication and Certificate of Compliance

fromWCRCo KeyMilestones: Approved Certificate of Compliance by October 2018

o Budgets: Current Account Balance = -$46,736 AvailableCAPSubsidy=$0


2. Little Wanganui:• Summary:

o OverallPerformance: Non-complianttoDWSNZo CriticalIssues:⚠ Untreatedsupply, accesso Compliance:⚠ Permanentboilwaternotice

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: RC96064V,expires5January2039o LandAcquisitions&Easements:⚠ Easement required across private

land• Progress:

o CurrentStatus: Qualityofexistingsupply ⚠WaterSafetyPlancompleted

o AchievedThisPeriod: GPSofadditional reticulation points Ongoing easementnegotiationswithlandowner

o PlannedNextPeriod: Develop strategy to resolve easement issues Finalise easement negotiations and agreement with landowner

o KeyMilestones: Secured land access by December 2018

o Budgets: CurrentAccountBalance=+$49,897 AvailableCAPSubsidy=$0


3. Mokihinui:• Summary:

o OverallPerformance: Non-complianttoDWSNZo CriticalIssues:⚠ Untreatedsupply,accesso Compliance:⚠ Permanentboilwaternotice

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: RC01283/1/2/3/4/5,expires26June2037o LandAcquisitions&Easements:⚠ Easement required across private

land• Progress:

o CurrentStatus: Qualityofexistingsupply ⚠WaterSafetyPlancompleted

o AchievedThisPeriod: Ongoingeasementnegotiationswithlandowner

o PlannedNextPeriod: Develop strategy to resolve easement issues Finalise easement negotiationsandagreementwithlandowner

o KeyMilestones: Secured land access by March2019(due to landowner

availability)o Budgets: CurrentAccountBalance=+$47,757 AvailableCAPSubsidy=$0


4. Punakaiki:• Summary:

o OverallPerformance:⚠ At risk, poor system resilienceo CriticalIssues:⚠ Turbidity,leakage,treatedstorage,accesso Compliance: Good

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: RC06183,expires1July2045o LandAcquisitions&Easements:⚠ Negotiations in progress

• Progress:o CurrentStatus: ComplianttoDWSNZ2005

o AchievedThisPeriod: Active monitoring current status of supply (refer Attachment A) Averageconsumption79KLperday,down15%fromlastquarter Treatedwaterstoragelevelsstableat90%fromlastquarter Stage 1 process improvements finalised,watermetersinstalled Stage 2 TourismInfrastructureFund(TIF) application successful

to provide increasedtreatedwaterstorageandimprove treatment plant security and landscaping

Sitelocationsfortreatedwaterstorageunderassessment, tank procurement commenced

Water meter monitoring identified high usage/lossinHartmountPlace(1.3m3/hrovernightor37%oftotal)– lateral inspected full length, no leaks found

Network leaks found and fixed ongoingo PlannedNextPeriod: Complete Stage2worksforpeaktourismseason ConsultationwithHartmountPlaceresidentsregardinghighuse Progress land access negotiations for acquisition/easement Submit updated Water Safety Plan(WSP)andCatchmentRisk

Assessment(CSA) to Drinking Water Assessoro KeyMilestones: Stage 2 process improvements by December 2018 Approved WaterSafetyPlan by December 2018 ⚠ Secured access in accordance with PublicWorksAct timeline



5. Reefton:• Summary:

o OverallPerformance: Good overall, minor operational faultso CriticalIssues:⚠ Highwaterusageo Compliance: Good

• Responsibility&Authority:o RegisteredWater Supplier: Councilo ResourceConsents: RC12082,expires6December2036o LandAcquisitions&Easements: Secured

• Progress:o CurrentStatus: ComplianttoDWSNZ2005

o AchievedThisPeriod: Active monitoring current status of supply (refer Attachment B) Averageconsumption1.1MLperday,down7%fromlastquarter Treatedwaterstoragelevels90%,up18%fromlastquarter UVsystemupgradecommenced Leak detection and high use analysis ongoing

o PlannedNextPeriod: Incorporate high use identification options in gap analysis Preparecost/time estimates for improvement recommendations ReporttoCouncilforworkapprovalandfundingoptions Submit updatedWaterSafetyPlan(WSP)andCatchmentRisk

Assessment(CSA) to Drinking Water Assessoro Key Milestones: Approved WaterSafetyPlanby December 2018



6. Waimangaroa:• Summary:

o OverallPerformance: Creek source quality and resilienceo CriticalIssues:⚠ Untreatedsupply, bore locationo Compliance:⚠ Permanentboilwaternotice

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: ⚠ Consentrequiredfornewboreo LandAcquisitions&Easements: Council land for current supply

• Progress:o CurrentStatus: Qualityandresilienceofexistingsupply ⚠WaterSafetyPlancompleted

o AchievedThisPeriod: Council report to discuss issues and direction for proposed

upgradeproject Decision tosupportDWSNZcompliancerequirementssubjectto

selectionofthepreferredoption/s Politicaladvocacytoaddressnationalissuesofcomplianceand

affordability (refer MayorHowardcorrespondence)o PlannedNextPeriod: Council workshoptofurther examine the feasible alternatives Publicmeeting to update the community ReporttoCouncilrecommendingpreferredprojectoption ⚠ Secure MoHCAPsubsidy withrevisedapplication

o KeyMilestones: Councilworkshopon3rd October 2018 Publicmeeting by October 2018 ReporttoCouncilandprojectdecisionby October 2018 ⚠ Approved resource consent, design, build and completion

subjecttoprojectdecisiono Budgets: Current Account Balance = -$42,000 ⚠ Potential CAPSubsidy=+$400,000


7. Westport:• Summary:

o OverallPerformance: Active monitoring, risk reductiono CriticalIssues:⚠ OverlandPipeprojecto Compliance: Good

• Responsibility&Authority:o RegisteredWaterSupplier: Councilo ResourceConsents: RC03081/1/2/3/4/5,expires30June2040o LandAcquisitions&Easements: Secured

• Progress:o CurrentStatus: ComplianttoDWSNZ2005, pumped rawwater WaterSafetyPlancompleted and approved

o AchievedThisPeriod: Active monitoring current status of supply (refer Attachment C) Average consumption 4.1ML perday,down15%fromlastquarter Treatedwaterstoragelevelsstableat97%fromlastquarter,

heldwithintargetoperating range (92-100%) Continued risk reduction activities and contingency plans ⚠ OverlandPipetender closing date extended toallowmoretime

for the resource consent process (referseparatereport)o PlannedNextPeriod: Commenceprojectplanningfor 700msectiontrunkmain

replacement (topofterracetobottom) Continue risk reduction activities and contingency planning ⚠ OverlandPiperesource consent, tender process, due diligence

and contract awardo KeyMilestones: OverlandPipe contractawardby November 2018 ⚠ OverlandPipeprojectcompletedmid-2019



4. CONSIDERATIONS

4.1. Strategic impactReliabledeliveryofsafedrinkingwaterandupgradeofassets forCouncilwatersuppliesarepriorityprojectsinourLTPandcriticaltothesuccessofour district.

4.2. Significance AssessmentThis isofhighsignificance,giventheneedforsafedrinkingwaterandthecriticalrisktoourhealthandwelfareifwefailtoaddressappropriately.

4.3. Risk AnalysisUnderlegislation,Councilmustapply a risk-based approach, (ie what could gowrong?)andensureallpracticable steps are being taken to manage risk. This requires knowledge of the legal framework, capacity to performrequired duties, and capability to prepare and maintain key instruments including catchmentriskassessmentsandwatersafetyplans.

4.4. Policy/Legal ConsiderationsCouncil must comply with the relevant policy and legal requirementsincludingHealth(DrinkingWater)AmendmentAct2007andDrinkingWaterStandardsofNewZealand.2005(rev2008).

4.5. Tangata Whenua ConsiderationsNilnoted.

4.6.Views of Those AffectedPublic consultation has been held previously in district communities regarding water supplies. The strategic direction for water supplies hasbeen communicated to those affected.

4.7.CostsInmostinstances,costsforwatersupplyupgradesinourdistrict have been budgeted inourAnnualPlan.This issupplementedbysubsidies receivedfrom Central Government via the Drinking Water Subsidy Scheme and CapitalAssistanceFunding(CAP).

Compliance costs associated with more stringent legislation which mayoccurinthefuturewillbeconsideredaspartoffutureLongTermPlanning.

4.8. BenefitsProvision of reliableandadequatesafedrinkingwaterforourwatersuppliesis a core function of Council and benefits the health of our residents and visitors.

4.9.Media/PublicityPublicityinsomecommunitiesisexpected,notallofwhichwillbepositive.However, this should not deter from the valid reasons of providing safe drinkingwater.


Attachment A Punakaiki Water Supply – Current Status – September 2018 Daily Consumption – Rolling Quarterly

Reservoir Status – Rolling Quarterly


Attachment B Reefton Water Supply – Current Status – September 2018 Daily Consumption – Rolling Quarterly



Attachment C Westport Water Supply – Current Status – September 2018 Daily Consumption – Rolling Quarterly




26 SEPTEMBER 2018

Agenda Item No 8

Prepared by - Mike Duff - Group Manager Assets & Infrastructure

Reviewed by - Glenn Irving- Manager Projects & Contracts

ASSETS & INFRASTRUCTURE WORK PLANS – CAPITAL WORKSPORTFOLIO – 2018-19BASELINE

______________________________________________________________

1. REPORT SUMMARY

The process adopted by Assets & Infrastructure to drive improvedtransparency and service levels is throughportfolioworkplans.

ThepurposeofthisreportistoprovideCouncilwiththebaseline2018-19 Capital Works portfolio workplanunder Projects&Contracts.

Setting the portfolio baseline and reporting ongoing status is critical for effective management, governance and keeping the community informed.

Relevantbudget line items from the approved plan aremapped(tagged)to the relevant portfolio and program.

ThisbudgetreconciliationprocessrequiresFinanceapprovalasaqualitycontrol hold-pointtoensurealignmentwiththe general ledger.

Refer to Attachment C for the 2018/19 approved baseline budgets for Capital Works.

Progress updates and performance measurement including forecasts to identify deviations(trendsandchanges)enablesintervention for recovery aswellaschangemanagementprocedurestoreflectthecurrentstatus.

2. DRAFT RECOMMENDATIONS

1. ThatCouncil received the report for information.



Context

Workplanswillbecomeanorganisationalinitiativeforwhole-of-Council, directlylinkedtomanagement’sKeyPerformanceIndicators(KPI’s)and‘customerexperience’intermsofimproved transparency and service delivery standards.

ThisincludesbetterinteractionsbetweenCouncilandourcommunity,enabled by an increased level of detail(whatarewedoing?),opportunityforfeedback(havewegotthisright?)andregularprogressupdates(howarewegoing?).

By establishing clear roles and responsibilities, aligned performance expectations and valuing everyone’s contribution towards everyone’ssuccess,apositiveandmotivatedculturewilldevelop.

Continuous Improvement

Thefunctionalityandservicedeliverystandardswillevolve and develop over time as continuousimprovement(plan,do,check,act)steps are applied.

Theworkplanprocesshasbeenbuilt‘groundup’basedonfundamentalprogram management principles, including scope definition, budget alignment, schedule planning and quality assurance.

By incorporating improvements identified by the Assets & Infrastructure team during the implementation phase, this initial start-upprocesswillbefurther refined and improved.

Capital Works

Capital Works is a key portfolio responsible for delivering value-for-money renewalandupgradeprojectson behalf of the community.

Capital Works focuses on programs including project start-up, district revitalisation, major project delivery and specialist procurement/contractmanagement services. Thediscreteprogramsareillustratedbelow.


Service Delivery Model

The service level objective for Capital Works is to provide an effective project delivery and procurement/contract management serviceinfluencing successful performance outcomes in terms of scope, budget, schedule, quality, safety and risk management.

A service delivery modelwhichsupportsafulllifecycleapproachtoCapital Works is imperative to exercise due diligence and ensure no surprises.

Thisfull lifecycle requires proper preparation, planning and execution including:

• Projectstart-up (initiation and business casedevelopment)• Front-endloadingstudyphases(concept,selectionandfeasibility)• Implementation(detaileddesign,procurementandconstruction)• Closeout(operationalreadiness,handoverandlessonslearned)

Improved project structure, resourcing and application of best practice methodology will drive more efficient implementation, maximise opportunities, reduce impact of change and manage risk.

Benefits include newstandardsofprojectdelivery, more predictable and desirable results and completing the program commitments Council has made to the community.

CouncilacknowledgesthatthereareimportantCapital Works objectivesthat need to be assessed, coordinated and reported effectively.

DistrictRevitalisationisanewlyestablished program in recognition of Council’s“FitforFuture” vision andleadershiptowardsa vibrant and enabled community, focusing on social, economic, cultural and environmental outcomes inthefollowingkeyareas:

• Belongingandbuyin(newcohesivestories,engagementandpride)

• Looking to the future (economic resilience and entrepreneurial spirit)

• Land and assets (property rationalising and improved facilities)• Vulnerability(climatechangeandnaturalthreats)

Engagement with community representatives is part of the ongoing process to ensure local input and consultation for prioritising and integrationofotherwork.

Refer to Attachment A for portfolio performance summary andAttachmentBfortheitemisedprogramswithinCapital Works.


Portfolio Summary

Report Card Status Comment/Action RequiredOverall: Baseline setSafety: Systems in placeRisk: Systems in placeScope: DefinedinworkplanBudget: DefinedinworkplanSchedule: DefinedinworkplanResources: ResourcinginplaceQuality: Performingwell

Key Code for Status Blue Excellent result, ahead of target or expectation Green Good result,mettarget,inplaceorperformingwell⏳ Purple Work in progress, on track to complete

⚠ Amber Monitor, behind target, unsustainable or at risk Red Poor,requiresurgentactionorintervention

Narrative

• OverallPerformance: Good,inplace• CriticalIssues: N/A• CriticalRisks: N/A

Current Status

• Baselinesetfor2018/19

Achieved this Period

• Budget reconciliation approved• Programsdeveloped,tasksprioritisedandranked• Works commenced

Planned next Period

• Progressworks• Updateprogress• Approve carry-overs


Key Milestones/Deliverables

ID # Description Target Date Actual Date1 Baselinesetfor2018/19 Sep 2018 Sep 20182 Carry-oversapprovedfor2018/19 Sep20183 Complete delivery of WorkPlan Jun2019

Schedule Recovery

ID # Description Explanation/ActionNotapplicable

Budget

ID # Description Last Period

This Period

A Baseline $0 $200,000B Current Approved $0 $200,000C EarnedValue(Actuals+Accruals) $0 $0D ToFinish(EstimatetoComplete) $0 $200,000E Forecast(EstimateatCompletion)=C+D $0 $200,000F Variance=E– B $0 $0


Critical Issues, Risks & Opportunities

Critical IssuesID # DateRaised Description Resp. Action/Timing

Notapplicable

RisksID # DateRaised Description Resp. Action/Timing

Notapplicable

OpportunitiesID # DateRaised Description Resp. Action/Timing

Notapplicable

Change Management

Trend/ChangeNoticesID # DateRaised Description Status Action/Timing

Notapplicable

ContractVariationsID # DateRaised Description Status Action/Timing

Notapplicable


4. CONSIDERATIONS

4.1 Strategic ImpactThesuccessfuldeliveryofworkplansis inaccordancewithourLTPand is critical to the success of our district.

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

4.3 Risk AnalysisMajor risksaremanaged inaccordancewithCouncil’s riskmanagementprocesses including a “what could go wrong?” approach to ensure allpracticable steps are being taken to assess, control and monitor identified risks.

4.4 Policy/Legal ConsiderationsCouncil must comply with the relevant policy and legal requirementsincluding thePublicWorksAct1981, theHealthand Safety at Work Act 2015, theResourceManagementAct1991,LocalGovernmentAct2002andCouncil’sownProcurementPolicy.


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

4.7 CostsCosts for delivering services are expended against cost codes in our Annual Plan. Deviations (trends and changes) from approved controlbaselineswill be indicated as budget variances and reported toCouncilaccordingly.

4.8 BenefitsBenefits of improved service delivery are inaccordancewithourLTPandaligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability.

4.9Media/PublicityPublicityisexpectedwithlevels of service,notallofwhichwillbepositive.However,thisshouldnotdeterfromthereasonsfordeliveringimportantassets and infrastructure for the community.


Attachment A – Portfolio Performance for Capital Works


Portfolio Performance C ‐ Capital WorksS‐Curve

Results TablePeriod Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Baseline Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $12,650 $8,350Baseline Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $171,650 $180,000

Current Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $12,650 $8,350Current Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $171,650 $180,000

Actual MonthActual Cumulative

Earned MonthEarned Cumulative

Forecast Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $22,650 $18,350Forecast Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $181,650 $200,000

Performance Indicators Traffic Light RangeCost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5%

Schedule Variance SV% = 0.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10%*Update formulas to correct month column Action = Variance < ‐10%

Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $C ‐ Capital Works $200,000 $0 $200,000 $180,000 $200,000 $200,000 $0 $0 $0 $200,000 $200,000 $0

A ‐ Risks & Opportunitie $20,000 $0 $20,000 $0 $20,000 $20,000 $0 $0 $0 $20,000 $20,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $2,000 $0 $2,000 $2,000 $2,000 $2,000 $0 $0 $0 $2,000 $2,000 $0C ‐ District Revitalisation $178,000 $0 $178,000 $178,000 $178,000 $178,000 $0 $0 $0 $178,000 $178,000 $0

Grand Total $200,000 $0 $200,000 $180,000 $200,000 $200,000 $0 $0 $0 $200,000 $200,000 $0

Comments

Comments

$0

$50,000

$100,000

$150,000

$200,000

$250,000

Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Expe

nditu

re

Annual Plan

Baseline Month Current Month Actual Month Earned Month Forecast Month

Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative


Attachment B – Portfolio Programs for Capital Works

82Agenda: Buller D

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Portfolio Work Plan C ‐ Capital Works $0 $200,000 $0 $200,000 $200,000 $0 $0 $200,000Coordinator Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Glenn Irving C ‐ Capital WorksC ‐ District Revitalisation All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $178,000 $178,000 $178,000 $0 $0 $178,000Glenn Irving C ‐ Capital WorksA ‐ Risks & Opportunities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $20,000 $20,000 $20,000 $0 $0 $20,000Glenn Irving C ‐ Capital WorksA ‐ Growth Account All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Glenn Irving C ‐ Capital WorksA ‐ Value Add All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $2,000 $2,000 $2,000 $0 $0 $2,000

83Agenda: Buller D

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C ‐ Capital Works C ‐ District Revitalisation $178,000 $1,005,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Waimangaroa C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Existing Public Toilets Upgrade Facilities 1/12/18 31/03/19 6432550902 $15,000 $15,000Springs Junction C ‐ Council‐Led A ‐ Signage Capital Projects New Billboard Sign (SH7/65) Springs Junction Reefton Turn‐Off 1/10/18 28/02/19 6432550902 $30,000 $30,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects New Lighting for Skate Park Increase Usage Hours & Security 1/02/19 30/04/19 6432550902 $20,000 $20,000District‐wide C ‐ Council‐Led A ‐ Signage Capital Projects New District Entry Signage All State Highway Entry Points + Airport 1/12/18 31/03/19 6432550902 $40,000 $40,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects Victoria Square Recreation Zone Development Concept Design & Costs 1/10/18 31/12/18 6432550902 $12,000 $12,000Inangahua C ‐ Council‐Led A ‐ Signage Capital Projects Re‐Skin Existing Billboard Sign (SH6/69) "Split‐Screen" Westport and Reefton 1/10/18 31/12/18 6432550902 $5,000 $5,000Karamea C ‐ Council‐Led C ‐ Renewal Works Capital Projects Karamea Domain Earthworks, Landscaping/Planting 1/02/19 31/03/19 6432550902 $10,000 $10,000Little Wanganui C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Helipad at Community Hall Civil Defence/Emergency Events 1/04/19 31/05/19 6432550902 $4,000 $4,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects Victoria Square Recreation Zone Basketball Half‐Court 1/02/19 30/04/19 6432550902 $12,000 $12,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Re‐Align NBS Theatre Pedestrian Crossing Moved to align with "Red Carpet" Entry 1/02/19 31/05/19 6432550902 $10,000 $10,000Reefton C ‐ Council‐Led A ‐ Signage Capital Projects New Signage & Interpretation Panels Along The Strand 1/03/19 30/06/19 6432550902 $10,000 $10,000Reefton C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Footpath Continuity & Access Along The Strand 1/03/19 30/06/19 6432550902 $10,000 $10,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects Victoria Square Recreation Zone Excercise Track / Learn to Bike Track 6432550902 $50,000Granity C ‐ Council‐Led C ‐ Renewal Works Capital Projects Existing Public Facilities Rotunda Renewal 6432550902 $8,000Westport C ‐ Council‐Led A ‐ Signage Capital Projects New Wayfinding Signage ‐ Town Points of Interests & Town Services 6432550902 $12,000Westport C ‐ Council‐Led A ‐ Signage Capital Projects New Wayfinding Signage ‐ Crossraods Points of Interests & Town Services 6432550902 $12,000Reefton C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects New Street Lighting Along The Strand 6432550902 $10,000Reefton C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Surface Improvements Sealing Pool Carpark Area 6432550902 $25,000Karamea C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Community Centre Landscaping (Non‐Council Land) 6432550902 $15,000Granity C ‐ Council‐Led C ‐ Renewal Works Capital Projects Existing Recycling Station Move to Improved Location 6432550902 $8,000Little Wanganui C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Community Hall Upgrade Kitchen Facilities 6432550902 $15,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects NBS Theatre Stage Area Lighting 6432550902 $5,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Gates of Rememberance Plaza Uplighting 6432550902 $8,000Reefton C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Riverside Park Improvements BBQ/Picnic Facilities (Non‐Council Land) 6432550902 $15,000Mokihinui C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Mokihinui Domain General Improvements/Landscaping 6432550902 $10,000Punakaiki C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects New Community Facility Design & Build Contribution 6432550902 $50,000Charleston C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Community Village Green Site Preparation (Non‐Council Land) 6432550902 $10,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Shared Traffic Zones Palmerston St Concept Design & Costs 6432550902 $40,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Shared Traffic Zones Extension Lyndhurst St Concept Design & Costs 6432550902 $10,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects BMX Track (Site TBA) National Standard BMX Track 6432550902 $80,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Wharfside Trail Silos to Adams Construction 6432550902 $30,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects New Linear Park Lyndhurst St Design & Build 6432550902 $50,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Street Art Large Scale Art Work 6432550902 $7,000Westport C ‐ Council‐Led C ‐ New Assets/Infrastructure Capital Projects Esplanade Extension Brougham St to Lyndhurst St 6432550902 $130,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Riverbank Activity Zone River Steps at Brougham St 6432550902 $40,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Riverbank Activity Zone Park Area South of Railway Society 6432550902 $15,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Riverfront Trail Millennium to Rea Engineers 6432550902 $12,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Gates of Rememberance Plaza Shared Space on Russell St 6432550902 $40,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Gates of Rememberance Plaza Corner Treatments Russell/Brougham 6432550902 $100,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Esplanade/Rintoul Entrance Signage/Sculpture 6432550902 $5,000Westport C ‐ Council‐Led C ‐ Upgrade Facilities Capital Projects Esplanade/Rintoul Entrance on TNL Side Planting to Millennium Bridge 6432550902 $5,000Westport C ‐ Council‐Led A ‐ Increase Level of Service Capital Projects Palmerston/Rintoul Entrance Large Scale Sculpture 6432550902 $10,000

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C ‐ Capital Works A ‐ Risks & Opportunities $20,000 $20,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Joint Funding A ‐ Allowance All All Provisional allowance Access joint funding opportunities 1/07/18 30/06/19 All $5,000 $5,000All A ‐ Portfolio Contingency A ‐ Allowance All All Known portfolio risks (assessed) Specific esitimate or event uncertainties 1/07/18 30/06/19 All $5,000 $5,000All A ‐ Portfolio Reserve A ‐ Undistributed All All Unknown portfolio risks (%) Overall portfolio uncertainties ‐ 5% 1/07/18 30/06/19 All $5,000 $5,000All A ‐ Portfolio Urgent A ‐ Emergency Works All All Unplanned urgent work ‐ Coordinator Coordinator approval (if within budget) 1/07/18 30/06/19 All $5,000 $5,000

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C ‐ Capital Works A ‐ Growth Account $0 $0Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Internal Transfer A ‐ Program Transfer All All Inter‐program transfers Coordinator approval (if within budget) 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Portfolio Transfer All All Inter‐portfolio transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Department Transfer All All Inter‐department transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Change Management A ‐ External Change All All Council approved external changes Project Change Notice (PCN) required 1/07/18 30/06/19 All $0 $0

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C ‐ Capital Works A ‐ Value Add $2,000 $2,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Portfolio Development A ‐ Business Improvement All All Strategy, systems, processes, tools Targeting program management 1/07/18 30/06/19 All $2,000 $2,000


Attachment C – 2018/19 Approved Budget Reconciliation for Capital Works

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $200,000 $0 $200,000GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

6432550902 6429 District Wide Council Revitalisation A&I Projects Direct Capital $200,000 $200,000 C ‐ Capital Works

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26 SEPTEMBER 2018

AgendaItemNo9

Prepared by - Mike Duff - Group Manager Assets & Infrastructure

Reviewed by - Rick Barry- Coordinator Property

ASSETS & INFRASTRUCTURE WORK PLANS – PROPERTY PORTFOLIO –2018-19BASELINE

______________________________________________________________

1. REPORT SUMMARY

The process adopted by Assets & Infrastructure to drive improved transparencyandservicelevelsisthroughportfolioworkplans.

Thepurpose of this reportistoprovideCouncilwiththebaseline2018-19 Property portfolio workplanunder Infrastructure Strategy.

Setting the portfolio baseline and reporting ongoing status is critical for effective management, governance and keeping the community informed.

Relevantbudget line items from the approved plan aremapped(tagged)to the relevant portfolio and program.

ThisbudgetreconciliationprocessrequiresFinanceapprovalasaqualitycontrol hold-pointtoensurealignmentwiththe general ledger.

Refer to Attachment C for the 2018/19 approved baseline budgets for Property.

Progress updates and performance measurement including forecasts to identify deviations(trendsandchanges)enablesinterventionforrecoveryaswellaschangemanagement procedures to reflect the current status.


1.ThatCouncilreceivethereportforinformation.



Context

Workplanswillbecomeanorganisationalinitiativeforwhole-of-Council, directly linked tomanagement’sKeyPerformanceIndicators(KPI’s)and‘customerexperience’intermsofimproved transparency and service delivery standards.

ThisincludesbetterinteractionsbetweenCouncilandourcommunity,enabled by anincreasedlevelofdetail(whatarewedoing?),opportunityforfeedback(havewegotthisright?)andregularprogressupdates(howarewegoing?).

By establishing clear roles and responsibilities, aligned performance expectations and valuing everyone’s contribution towards everyone’ssuccess,apositiveandmotivatedculturewilldevelop.

Continuous Improvement

Thefunctionalityandservicedeliverystandardswillevolve and develop over time as continuousimprovement(plan,do,check,act)steps are applied.

Theworkplanprocesshasbeenbuilt‘groundup’basedonfundamentalprogram management principles, including scope definition, budget alignment, schedule planning and quality assurance.

By incorporating improvements identified by the Assets & Infrastructure team during the implementation phase, this initial start-upprocesswillbefurther refined and improved.

Property

Property is a key portfolio responsible for providing, maintaining and enhancing public assets and places on behalf of the community.

Property focuses on programs including civic buildings, community facilities and amenities, aged housing, active and passive recreational land, as well as coordinating specific services for Council operations, commercial interests and ratepayer benefit. The discrete programs are illustratedbelow.


Service Delivery Model

Theservice levelobjective for Property is toprovide thecommunitywithsafe, reliable and fit-for-purpose facilities for useandenjoyment, including built and natural assets delivered according to ourdistrictvision:

• Resilient– Building and promoting resilience in community, services and infrastructure

• Growing– Facilitatinggrowthandatransitiontoadiversified,resilientand sustainable economy

• Quality Infrastructure – Providing reliable and sustainable infrastructure that meets the needs of current and future generations

• Liveable – Investinginourtownstoensureweareanattractivedistricttolive,work,investandplay

• Affordable – Growingournon-rates income so rates are affordable to all residents

Improved local environments and amenities as well as effectivemanagement of public property and operational services will enhancesocial and cultural experiences, activity choices and lifestyle options.

Benefits include a more engaged and interactive community, encouraging residents and visitors alike to enjoy and take pride in our district and generallyimprovewell-being and a sense of belonging.

CouncilacknowledgesthatthereareimportantProperty opportunities that need to be assessed, coordinated and reported effectively.

RefertoAttachmentAforportfolioperformancesummaryandAttachmentBfortheitemisedprogramswithinProperty.


Portfolio Summary

Report Card Status Comment/Action RequiredOverall: Baseline setSafety: Systems in placeRisk: Systems in placeScope: DefinedinworkplanBudget: DefinedinworkplanSchedule: DefinedinworkplanResources: ResourcinginplaceQuality: Performingwell

Key Code for Status Blue Excellent result, ahead of target or expectation Green Good result,mettarget,inplaceorperformingwell⏳ Purple Work in progress, on track to complete⚠ Amber Monitor, behind target, unsustainable or at risk Red Poor,requiresurgentactionorintervention

Narrative

• OverallPerformance: Good,inplace• CriticalIssues: N/A• CriticalRisks: N/A

Current Status

• Baselinesetfor2018/19

Achieved this Period

• Budget reconciliation approved• Programsdeveloped,tasksprioritisedandranked• Works commenced

Planned next Period

• Progressworks• Updateprogress• Approve carry-overs


Key Milestones/Deliverables

ID # Description Target Date Actual Date1 Baselinesetfor2018/19 Sep 2018 Sep 20182 Carry-oversapprovedfor2018/19 Sep20183 Complete delivery of WorkPlan Jun2019

Schedule Recovery

ID # Description Explanation/ActionNotapplicable

Budget

ID # Description Last Period

This Period

A Baseline $0 $2,594,802B Current Approved $0 $2,594,802C EarnedValue(Actuals+Accruals) $0 $0D ToFinish(EstimatetoComplete) $0 $2,594,802E Forecast(EstimateatCompletion)= C+D $0 $2,594,802F Variance=E– B $0 $0


Critical Issues, Risks & Opportunities

Critical IssuesID # DateRaised Description Resp. Action/Timing

Notapplicable

RisksID # DateRaised Description Resp. Action/Timing

Notapplicable

OpportunitiesID # DateRaised Description Resp. Action/Timing

Notapplicable

Change Management

Trend/ChangeNoticesID # DateRaised Description Status Action/Timing

Notapplicable

Contract VariationsID # DateRaised Description Status Action/Timing

Notapplicable


4. CONSIDERATIONS

4.1 Strategic ImpactThesuccessfuldeliveryofworkplansis inaccordancewithourLTPand is critical to the success of our district.

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

4.3 Risk AnalysisMajor risksaremanaged inaccordancewithCouncil’s risk management processes including a “what could go wrong?” approach to ensure allpracticable steps are being taken to assess, control and monitor identified risks.

4.4 Policy/Legal ConsiderationsCouncil must comply with the relevant policy and legal requirements including thePublicWorksAct1981, theHealthand Safety at Work Act 2015, theResourceManagementAct1991,LocalGovernmentAct2002andCouncil’sownProcurementPolicy.


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

4.7 CostsCosts for delivering services are expended against cost codes in our Annual Plan. Deviations (trends and changes) from approved controlbaselineswill be indicated as budget variances and reported toCouncilaccordingly.

4.8 BenefitsBenefits of improved service delivery are inaccordancewithourLTPandaligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability.

4.9Media/PublicityPublicityisexpectedwithlevels of service,notallofwhichwillbepositive.However,thisshouldnotdeterfromthereasonsfordeliveringimportantassets and infrastructure for the community.


Attachment A – Portfolio Performance for Property


Portfolio Performance P ‐ PropertyS‐Curve

Results TablePeriod Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Baseline Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $246,854 $169,778Baseline Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,350,024 $2,519,802

Current Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $246,854 $169,778Current Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,350,024 $2,519,802

Actual MonthActual Cumulative

Earned MonthEarned Cumulative

Forecast Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $281,854 $209,778Forecast Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,385,024 $2,594,802

Performance Indicators Traffic Light RangeCost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5%

Schedule Variance SV% = 0.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10%*Update formulas to correct month column Action = Variance < ‐10%

Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $P ‐ Property $2,594,802 $1 $2,594,803 $2,519,803 $2,594,803 $2,594,803 $0 $0 $0 $2,594,803 $2,594,802 $0

A ‐ Risks & Opportunitie $75,000 $0 $75,000 $0 $75,000 $75,000 $0 $0 $0 $75,000 $75,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $12,000 $0 $12,000 $12,000 $12,000 $12,000 $0 $0 $0 $12,000 $12,000 $0P ‐ Buildings & Structure $420,596 $0 $420,596 $420,596 $420,596 $420,596 $0 $0 $0 $420,596 $420,596 $0P ‐ Cultural & Communi $61,500 $0 $61,500 $61,500 $61,500 $61,500 $0 $0 $0 $61,500 $61,500 $0P ‐ Commercial Propert $128,664 $0 $128,664 $128,664 $128,664 $128,664 $0 $0 $0 $128,664 $128,664 $0P ‐ Elderly Housing $117,246 $1 $117,247 $117,247 $117,247 $117,247 $0 $0 $0 $117,247 $117,246 $0P ‐ Aquatic & Sporting F $43,680 $0 $43,680 $43,680 $43,680 $43,680 $0 $0 $0 $43,680 $43,680 $0P ‐ Playgrounds & Recre $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Public Amenities $588,500 $0 $588,500 $588,500 $588,500 $588,500 $0 $0 $0 $588,500 $588,500 $0P ‐ Cemeteries $258,416 $0 $258,416 $258,416 $258,416 $258,416 $0 $0 $0 $258,416 $258,416 $0P ‐ Reserves & Domains $855,944 $0 $855,944 $855,944 $855,944 $855,944 $0 $0 $0 $855,944 $855,944 $0P ‐ Parks & Spaces $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Licences, Leases & E $33,256 $0 $33,256 $33,256 $33,256 $33,256 $0 $0 $0 $33,256 $33,256 $0P ‐ Events Facilitation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Acquisitions & Dispo $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Urban Renewal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Lighting $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Fleet Management $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Grand Total $2,594,802 $1 $2,594,803 $2,519,803 $2,594,803 $2,594,803 $0 $0 $0 $2,594,803 $2,594,802 $0

Comments

Comments

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Expe

nditu

re

Annual Plan

Baseline Month Current Month Actual Month Earned Month Forecast Month

Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative


Attachment B – Portfolio Programs for Property

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Portfolio Work Plan P ‐ Property $0 $2,594,802 $0 $2,594,802 $2,594,802 $0 $0 $2,594,802Coordinator Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Rick Barry P ‐ Property P ‐ Buildings & Structures All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $420,596 $420,596 $420,596 $0 $0 $420,596Rick Barry P ‐ Property P ‐ Cultural & Community Facilities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $61,500 $61,500 $61,500 $0 $0 $61,500Rick Barry P ‐ Property P ‐ Commercial Property All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $128,664 $128,664 $128,664 $0 $0 $128,664Rick Barry P ‐ Property P ‐ Elderly Housing All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $117,246 $117,246 $117,246 $0 $0 $117,246Rick Barry P ‐ Property P ‐ Aquatic & Sporting Facilities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $43,680 $43,680 $43,680 $0 $0 $43,680Rick Barry P ‐ Property P ‐ Playgrounds & Recreation All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Public Amenities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $588,500 $588,500 $588,500 $0 $0 $588,500Rick Barry P ‐ Property P ‐ Cemeteries All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $258,416 $258,416 $258,416 $0 $0 $258,416Rick Barry P ‐ Property P ‐ Reserves & Domains All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $855,944 $855,944 $855,944 $0 $0 $855,944Rick Barry P ‐ Property P ‐ Parks & Spaces All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Licences, Leases & Easements All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $33,256 $33,256 $33,256 $0 $0 $33,256Rick Barry P ‐ Property P ‐ Events Facilitation All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Acquisitions & Disposals All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Urban Renewal All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Lighting All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property P ‐ Fleet Management All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property A ‐ Risks & Opportunities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $75,000 $75,000 $75,000 $0 $0 $75,000Rick Barry P ‐ Property A ‐ Growth Account All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Rick Barry P ‐ Property A ‐ Value Add All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $12,000 $12,000 $12,000 $0 $0 $12,000

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P ‐ Property P ‐ Buildings & Structures $420,596 $420,596Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport P ‐ Property Upgrades P ‐ Code Regulations Capital External Carnegie Library ‐ Siesmic Strengthening As Engineers Report, Contractors Emergency W 1/09/18 30/11/18 64095535 $20,000 $20,000Westport P ‐ Property Upgrades A ‐ Repairs & Maintenance Operating CCO‐UC Clock Tower ‐ Outworks WestReef ‐ Outworks 1/02/19 28/02/19 64212837 $528 $528Westport P ‐ Property Upgrades A ‐ Repairs & Maintenance Operating External Clock Tower ‐ R&M Other Contractors 1/07/18 28/02/19 64212847 $37,488 $37,488Westport P ‐ Property Upgrades A ‐ Renewal & Refurbishment Operating External Clock Tower ‐ New Furniture Internal Fixtures Upgrade 1/02/19 30/03/19 64215520 $35,000 $35,000Westport P ‐ Property Upgrades A ‐ Minor Works & Misc Operating External Clock Tower ‐ Building Compliance Engineers Assessment of NZBC Compliance, 1/09/18 31/12/18 64215530 $20,000 $20,000Westport P ‐ Property Upgrades A ‐ Renewal & Refurbishment Operating External Clock Tower ‐ Heritage Status 1 Specialist Work ‐ Clock Mechanism, Building 1/12/18 28/02/19 64215538 $40,000 $40,000Westport P ‐ Property Upgrades A ‐ Repairs & Maintenance Operating CCO‐UC Brougham House ‐ Outworks WestReef ‐ Outworks 1/07/18 30/06/19 64222837 $2,724 $2,724Westport P ‐ Property Upgrades A ‐ Repairs & Maintenance Operating External Brougham House ‐ R&M Other Contractors R&M 1/07/18 30/06/19 64222847 $50,000 $50,000Westport P ‐ Property Upgrades A ‐ Renewal & Refurbishment Capital External Brougham House ‐ Furniture & Fittings Furniture & Fittings Renewals 1/01/19 28/02/19 64225520 $20,000 $20,000Westport P ‐ Property Upgrades A ‐ Renewal & Refurbishment Capital Projects Brougham House ‐ Preliminary Building UpgStage 1 Preliminary Works for Building Upgr 1/10/18 30/06/19 64225530 $124,000 $124,000Westport A ‐ Contractors A ‐ Routine Services Operating External Clock Tower ‐ Cleaning Clock Tower ‐ Cleaning 1/07/18 30/06/19 64212810 $2,100 $2,100Westport A ‐ Contractors A ‐ Routine Services Operating External Brougham House ‐ Cleaning Brougham House ‐ Cleaning 1/07/18 30/06/19 64222810 $16,500 $16,500Reefton P ‐ Property Upgrades A ‐ Renewal & Refurbishment Capital External Other Property ‐ Reefton Plunket Building Upgrade & Refurbish 1/02/19 31/03/19 64025535 $35,000 $35,000Westport A ‐ Contractors A ‐ Routine Services Operating External Westport New Library ‐ Cleaning Westport New Library ‐ Cleaning 1/07/18 30/06/19 64292810 $11,256 $11,256Reefton A ‐ Contractors A ‐ Repairs & Maintenance Operating External Reefton Service Centre ‐ R&M General R&M 1/07/18 30/06/19 64032847 $6,000 $6,000

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P ‐ Property P ‐ Cultural & Community Facilities $61,500 $61,500Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating External STC Westport Library ‐ R&M Outworks Building R&M, Outworks 1/07/18 30/06/18 64292847 $16,500 $16,500Westport A ‐ Contractors A ‐ Renewal & Refurbishment Capital External STC Westport Library ‐ Renewals & RefurbisBuilding & Services Capital Upgrades 1/12/18 30/06/18 64295516 $15,000 $15,000Westport P ‐ Property Upgrades A ‐ Repairs & Maintenance Operating External Coaltown/I‐Site Building R&M, Outworks 1/07/18 30/06/18 86052847 $15,000 $15,000Westport P ‐ Property Upgrades A ‐ Renewal & Refurbishment Capital External Coaltown/I‐Site Building & Services Capital Upgrades 1/02/19 30/06/18 8605535 $15,000 $15,000

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P ‐ Property P ‐ Commercial Property $128,664 $128,664Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐UC Peel Street Depot ‐ General R&M WestReef ‐ Outworks 1/10/18 31/10/18 64262837 $528 $528Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating External Peel Street Depot ‐ General R&M Other Contractors ‐ Peel Street Depot R&M 1/11/18 31/12/18 64262847 $1,056 $1,056Westport A ‐ Contractors A ‐ Implementation Operating External Peel Street Depot ‐ Property remendiation Prepare Land (for use/sale/lease) 1/09/18 28/02/19 64265500 $60,000 $60,000Westport P ‐ Property Upgrades A ‐ Minor Works & Misc Operating External Other Property ‐ WestReef Outworks Upkeep of BDC lease‐hold, Random Land Pa 1/11/18 30/11/18 64022837 $2,500 $2,500Westport P ‐ Property Upgrades A ‐ Minor Works & Misc Operating External Other Property ‐ Contractors Outworks Work on BDC random properties. 1/09/18 30/11/18 64022847 $10,000 $10,000District‐wide A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐UC WestReef Depots ‐ General R&M (on buildinWestReef ‐ Outworks 1/09/18 30/09/18 64072837 $2,580 $2,580District‐wide A ‐ Contractors A ‐ Repairs & Maintenance Operating External WestReef Depots ‐ General R&M (on buildinOther Contractors ‐ WestReef Depots 1/07/18 30/04/19 64072847 $12,000 $12,000Punakaiki P ‐ Property Upgrades P ‐ Land Development Capital External Punakaiki Camping Ground Building and services capital upgrades 1/09/18 30/09/19 53015535 $40,000 $40,000

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P ‐ Property P ‐ Elderly Housing $117,246 $117,246Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Reefton A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Building Capital Renewal Property Refurbishment 1/07/18 30/09/18 57025516 $10,000 $10,000Reefton A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Building Capital Renewal Property Refurbishment 1/09/18 30/09/18 57025535 $5,000 $5,000Reefton A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐UC Reserves & Public Amenities Contract Outworks by WestReef 1/07/18 30/04/19 57022837 $16,296 $16,296Reefton A ‐ Contractors A ‐ Repairs & Maintenance Operating External R&M by Contractors Other Contractors ‐ Lessor's Obligations, R& 1/07/18 30/10/18 57022847 $16,824 $16,824Karamea A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐DA Reserves & Public Amenities Contract Outworks by WestReef 1/09/18 30/06/19 57012837 $5,000 $5,000Karamea A ‐ Contractors A ‐ Repairs & Maintenance Operating External R&M by Contractors Other Contractors ‐ Lessor's Obligations, R& 1/07/18 31/05/19 57012847 $4,260 $4,260Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐UC Reserves & Public Amenities Contract Outworks by WestReef 1/07/18 30/06/19 57032837 $23,136 $23,136Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating External R&M by Contractors Other Contractors ‐ Lessor's Obligations, R& 1/09/18 30/06/19 57032847 $26,100 $26,100Karamea A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Building & Equipment Renewals & Refurbishments 1/09/18 30/09/18 57015516 $3,000 $3,000Reefton A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Equipment & Services to Property Appliance Replacement or Renewal 1/09/18 30/09/18 57025509 $1,315 $1,315Westport A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Equipment & Services to Property Appliance Replacement or Renewal 1/03/19 31/03/19 57035509 $1,315 $1,315Westport A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Building Capital Upgrade New Floor Coverings 1/04/19 30/04/19 57035483 $5,000 $5,000

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P ‐ Property P ‐ Aquatic & Sporting Facilities $43,680 $43,680Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport P ‐ Building Compliance P ‐ Earthquake Strengthening Capital External Victoria Square ‐ Consultant Siesmic Assessment ‐ CDEM HQ Standard 1/01/19 31/03/19 64175530 $29,000 $29,000Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating CCO‐UC Victoria Square ‐ R&M WestReef Outworks 1/07/18 30/06/19 64172837 $1,680 $1,680Westport A ‐ Contractors A ‐ Repairs & Maintenance Operating External Victoria Square ‐ R&M Other Contractors 1/07/18 30/06/19 64172847 $4,000 $4,000Westport A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Victoria Square ‐ Renewals & RefurbishmenGrandstand, Seating, Lighting 1/11/18 30/11/18 64175509 $3,000 $3,000Westport A ‐ Contractors A ‐ Renewal & Refurbishment Capital External Victoria Square ‐ Renewals & RefurbishmenBand Rotunda 1/11/18 30/11/18 64175535 $6,000 $6,000

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P ‐ Property P ‐ Public Amenities $588,500 $588,500Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Reefton P ‐ Toilets A ‐ Renewal & Refurbishment Capital Projects Reefton Broadway Renewal of Existing Facilities 1/11/18 30/06/19 51315536 $350,000 $350,000District‐wide P ‐ Toilets A ‐ Routine Services Operating CCO‐UC WestReef Servicing Westport, Reefton, Northern Buller, Fox Riv 1/07/18 30/06/19 51312837 $130,000 $130,000District‐wide P ‐ Toilets A ‐ Repairs & Maintenance Operating External Other Contractors R&M Westport, Reefton, Northern Buller, Fox Riv 1/07/18 30/06/19 51312847 $108,500 $108,500

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P ‐ Property P ‐ Cemeteries $258,416 $258,416Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Karamea P ‐ Burial Sites P ‐ Land Development Capital External Acquisition of Land Land Purchase for Natural Burials 1/03/19 31/03/19 52015500 $20,000 $20,000District‐wide P ‐ Burial Sites A ‐ Routine Services Operating CCO‐UC WestReef Routine Services & Outworks R&M of Sites, Burials, New Plots, Natural 1/07/18 30/06/19 52012837 $236,616 $236,616District‐wide P ‐ Burial Sites A ‐ Repairs & Maintenance Operating External Other Contractors Outworks Various R&M 1/0718 30/06/19 52012847 $1,800 $1,800

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P ‐ Property P ‐ Reserves & Domains $855,944 $855,944Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Seddonville P ‐ Property Upgrades P ‐ Equipment Supply & Install Capital External Solid Waste Asset Upgrade Seddonville Septic Improvements 1/04/19 30/04/19 51015509 $15,000 $15,000Westport P ‐ Place Enhancements A ‐ Renewal & Refurbishment Capital External Playground Safety & Equipment Skate Park Surface Renewal (Covered Roof T 1/02/19 31/03/19 51015509.03 $76,496 $76,496Inangahua P ‐ Property Renewal A ‐ Minor Works & Misc Capital External Inangahua Community Hall Re‐Roof & Internal Improvements 1/11/18 30/11/18 51015535.01 $16,000 $16,000District‐wide A ‐ Contractors A ‐ Renewal & Refurbishment Operating External Community Reserve Board Support Mokihinui, Seddonville, Carters Beach 1/07/18 30/04/19 50122847 $21,300 $21,300Mokihinui P ‐ Property Upgrades A ‐ Minor Works & Misc Capital External Building Asset Upgrade Mokihinui Reserve Community Hall Improve 1/10/18 30/04/19 51015535.02 $14,000 $14,000District‐wide A ‐ Contractors A ‐ Routine Services Operating CCO‐UC WestReef Reserves Contract District Routine Services and R&M 1/07/18 30/06/19 51012837 $560,004 $560,004District‐wide A ‐ Contractors A ‐ Repairs & Maintenance Operating External Other Contracts General R&M 1/07/18 30/04/19 51012847 $50,348 $50,348District‐wide P ‐ Place Enhancements P ‐ Streetscaping/Landscaping Capital External Landscape Beautification Victoria Square Playground Area 1/08/18 30/04/19 51015509.01 $30,996 $30,996Reefton P ‐ Place Enhancements P ‐ Streetscaping/Landscaping Capital External Tree Arborist & Replacement Work Reefton Parks 1/06/19 30/06/19 51015509.02 $5,124 $5,124Ngakawau P ‐ Property Upgrades A ‐ Minor Works & Misc Capital External Sports Field Upgrade Facility Improvements 1/11/18 30/06/19 51015509 $16,676 $16,676Carters Beach P ‐ Property Renewal A ‐ Renewal & Refurbishment Capital Projects Building Asset Upgrade Community Hall Improvements 1/01/19 31/01/19 51015536 $50,000 $50,000

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P ‐ Property P ‐ Licences, Leases & Easements $33,256 $33,256Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide A ‐ Contractors A ‐ Minor Works & Misc Operating CCO‐DA Other Land Site Works WestReef Construction & Services 1/11/18 30/11/18 64132847 $10,000 $10,000District‐wide A ‐ Consultants A ‐ Minor Works & Misc Operating External Other Land Compliance, Dispute ResolutionLegal, Surveying & Professional Services 1/07/18 31/05/19 64132601 $23,256 $23,256

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P ‐ Property A ‐ Risks & Opportunities $75,000 $75,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Joint Funding A ‐ Allowance All All Provisional allowance Access joint funding opportunities 1/07/18 30/06/19 All $35,000 $35,000All A ‐ Portfolio Contingency A ‐ Allowance All All Known portfolio risks (assessed) Specific esitimate or event uncertainties 1/07/18 30/06/19 All $10,000 $10,000All A ‐ Portfolio Reserve A ‐ Undistributed All All Unknown portfolio risks (%) Overall portfolio uncertainties ‐ 5% 1/07/18 30/06/19 All $20,000 $20,000All A ‐ Portfolio Urgent A ‐ Emergency Works All All Unplanned urgent work ‐ Coordinator Coordinator approval (if within budget) 1/07/18 30/06/19 All $10,000 $10,000

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P ‐ Property A ‐ Growth Account $0 $0Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Internal Transfer A ‐ Program Transfer All All Inter‐program transfers Coordinator approval (if within budget) 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Portfolio Transfer All All Inter‐portfolio transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Department Transfer All All Inter‐department transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Change Management A ‐ External Change All All Council approved external changes Project Change Notice (PCN) required 1/07/18 30/06/19 All $0 $0

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P ‐ Property A ‐ Value Add $12,000 $12,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Portfolio Development A ‐ Business Improvement All All Strategy, systems, processes, tools Targeting program management 1/07/18 30/06/19 All $12,000 $12,000


Attachment C – 2018/19 Approved Budget Reconciliation for Property

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $2,394,802 $200,000 $2,594,802GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

51012837 5101 Outwork ‐ Westreef A&I Reserves Direct Operating $560,004 $560,004 P ‐ Property51012847 5101 Repairs Mtce & Outwork A&I Reserves Direct Operating $60,348 $60,348 P ‐ Property

5101550901 5101 Town beautification (gardens) A&I Reserves Direct Capital $30,996 $30,996 P ‐ Property5101550902 5101 Tree Replacement A&I Reserves Direct Capital $5,124 $5,124 P ‐ Property5101550903 5101 Playground Safety & Equipment A&I Reserves Direct Capital $86,496 $86,496 P ‐ Property

51015509 5101 Seating A&I Reserves Direct Capital $31,676 $31,676 P ‐ Property51015535 5101 Re‐roof Inangahua Hall & Upgrade Mokihinui Hall A&I Reserves Direct Capital $30,000 $30,000 P ‐ Property51015536 5101 Buildings ‐ Carters Beach Hall Interior A&I Reserves Direct Capital $50,000 $50,000 P ‐ Property51022847 5102 Repairs Mtce & Outwork A&I Reserves Direct Operating $21,300 $21,300 P ‐ Property51312837 5131 Outwork ‐ Westreef A&I Toilets Direct Operating $130,000 $130,000 P ‐ Property51312847 5131 Repairs/Mtce & Outwork A&I Toilets Direct Operating $108,500 $108,500 P ‐ Property51315536 5131 Building ‐ Reefton Toilet Refurbishment A&I Toilets Direct Capital $150,000 $200,000 $350,000 P ‐ Property52012837 5201 Outwork ‐ Westreef A&I Cemeteries Direct Operating $236,616 $236,616 P ‐ Property52012847 5201 Repairs Mtce & Outwork A&I Cemeteries Direct Operating $1,800 $1,800 P ‐ Property52015500 5201 Land Purchase Karamea A&I Cemeteries Direct Capital $20,000 $20,000 P ‐ Property53015535 5301 Cabin Upgrade A&I Camp Direct Capital $40,000 $40,000 P ‐ Property57012837 5701 Outwork ‐ Westreef A&I Housing Direct Operating $5,000 $5,000 P ‐ Property57012847 5701 Repairs Mtce & Outwork A&I Housing Direct Operating $4,260 $4,260 P ‐ Property57015516 5701 Karamea ‐ Other Plant A&I Housing Direct Capital $3,000 $3,000 P ‐ Property57022837 5702 Outwork ‐ Westreef A&I Housing Direct Operating $16,296 $16,296 P ‐ Property57022847 5702 Repairs Mtce & Outwork A&I Housing Direct Operating $16,824 $16,824 P ‐ Property57025509 5702 Reefton ‐ Replacement stoves A&I Housing Direct Capital $1,315 $1,315 P ‐ Property57025516 5702 Reefton ‐ Other Assets A&I Housing Direct Capital $10,000 $10,000 P ‐ Property57025535 5702 Reefton ‐ Fitout/carpet A&I Housing Direct Capital $5,000 $5,000 P ‐ Property57032837 5703 Outwork ‐ Westreef A&I Housing Direct Operating $23,136 $23,136 P ‐ Property57032847 5703 Repairs Mtce & Outwork A&I Housing Direct Operating $26,100 $26,100 P ‐ Property57035509 5703 Replacement stoves A&I Housing Direct Capital $1,315 $1,315 P ‐ Property57035535 5703 Westport ‐ Fitout/Carpet A&I Housing Direct Capital $5,000 $5,000 P ‐ Property64022837 6402 Westreef Outwork A&I Property Direct Operating $2,500 $2,500 P ‐ Property64022847 6402 Repairs Mtce & Outwork A&I Property Direct Operating $10,000 $10,000 P ‐ Property64025535 6402 Reefton Plunket Building Upgrade/Refurbish A&I Property Direct Capital $40,000 $40,000 P ‐ Property64032847 6403 Repairs Mtce & Outwork A&I Property Direct Operating $6,000 $6,000 P ‐ Property64072837 6407 Westreef Outwork A&I Property Direct Operating $2,580 $2,580 P ‐ Property64072847 6407 Repairs Mtce & Outwork A&I Property Direct Operating $12,000 $12,000 P ‐ Property64095535 6409 Exterior Paint A&I Property Direct Capital $20,000 $20,000 P ‐ Property64132601 6413 Consultancy Fees A&I Property Direct Operating $23,256 $23,256 P ‐ Property64132847 6413 Repairs Mtce & Outwork A&I Property Direct Operating $10,000 $10,000 P ‐ Property64172837 6417 Westreef Outwork A&I Property Direct Operating $1,680 $1,680 P ‐ Property64172847 6417 Repairs Mtce & Outwork A&I Property Direct Operating $4,000 $4,000 P ‐ Property64175509 6417 Other Assets A&I Property Direct Capital $3,000 $3,000 P ‐ Property64175530 6417 Civil Defence HQ EQ strengthenin A&I Property Direct Capital $29,000 $29,000 P ‐ Property64175535 6417 Building Fitout A&I Property Direct Capital $6,000 $6,000 P ‐ Property64212810 6421 Cleaning A&I Property Direct Operating $2,100 $2,100 P ‐ Property64212837 6421 Westreef Outwork A&I Property Direct Operating $528 $528 P ‐ Property64212847 6421 Repairs Mtce & Outwork A&I Property Direct Operating $37,488 $37,488 P ‐ Property64215520 6421 Furniture A&I Property Direct Capital $40,000 $40,000 P ‐ Property64215530 6421 New Council & Office Chambers A&I Property Direct Capital $20,000 $20,000 P ‐ Property64215538 6421 Electronic upgrade meeting room A&I Property Direct Capital $50,000 $50,000 P ‐ Property64222810 6422 Cleaning A&I Property Direct Operating $16,500 $16,500 P ‐ Property64222837 6422 Westreef Outwork A&I Property Direct Operating $2,724 $2,724 P ‐ Property64222847 6422 Repairs Mtce & Outwork A&I Property Direct Operating $50,000 $50,000 P ‐ Property

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $2,394,802 $200,000 $2,594,802GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

64225520 6422 Furniture & Fittings A&I Property Direct Capital $20,000 $20,000 P ‐ Property64225530 6422 Brougham House Upgrade A&I Property Direct Capital $171,000 $171,000 P ‐ Property64262837 6426 Outwork Westreef A&I Property Direct Operating $528 $528 P ‐ Property64262847 6426 Repairs Mtce & Outwork A&I Property Direct Operating $1,056 $1,056 P ‐ Property64265500 6426 Preparing land for sale A&I Property Direct Capital $60,000 $60,000 P ‐ Property64292810 6429 Cleaning A&I Property Direct Operating $11,256 $11,256 P ‐ Property64292847 6429 Other Outwork A&I Property Direct Operating $16,500 $16,500 P ‐ Property64295516 6429 Fittings A&I Property Direct Capital $15,000 $15,000 P ‐ Property86052847 8605 Repairs & Maintenance A&I Property Direct Operating $15,000 $15,000 P ‐ Property86055535 8605 Buildings ‐ Fitout & Painting A&I Property Direct Capital $15,000 $15,000 P ‐ Property

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26 SEPTEMBER 2018

Agenda Item No 10

Prepared by - Jane Jones- Risk and Policy Advisor

Reviewed by - Rachel Townrow- Group Manager Community and Environment

REVIEW OF COUNCIL’S CLASS 4 GAMBLING AND TOTALISATOR AGENCY BOARD (TAB) VENUE POLICY

1. REPORT SUMMARY

For Council to complete the required review of its Class 4 Gambling andTotalisatorAgencyBoard(TAB)VenuePolicy.


ThatCouncil:

1. Confirm the review of the Buller District Council Class 4 Gambling andTotalisator Agency Board (TAB) Venue Policy and continue the Policyunchanged.

2. That Council will revisit this Policy following theStrategy to Prevent andMinimise Gambling Harm 2019/20 to 2021/22 coming into effect.


3.1. Context

GamblinginNewZealandiscontrolledbytheGamblingAct2003andtheRacingAct2003.TheDepartmentofInternalAffairsadministerstheseActs. ThepurposeoftheGamblingAct2003(section 3)isto:

“(a) control the growth of gambling; and(b) prevent and minimise harm from gambling, including problem gambling; and(c) authorise some gambling and prohibit the rest; and (d) facilitate responsible gambling; and(e) ensure the fairness of games; and(f) limit opportunities for crime or dishonesty associated with gambling and the

conduct of gambling; and(g) ensure that money from gambling benefits the community; and (h) facilitate community involvement in decisions about the provision of

gambling.”


Class 4 gambling is defined in section 30oftheGamblingAct2003.Itisgamblingthatinvolvestheuseofgamingmachines(aka“pokies”)outsideofcasinosandfromwhichthenetproceeds are applied to, or distributed for, authorised persons, includingbacktothecommunity,forexamplebywayofcommunitygrants.

CouncilsarerequiredbyboththeGamblingAct2003andtheRacingAct2003tohave policies on Class4gamblingandTABvenues in theirdistrict.TheBullerDistrict Council combines these policies into one document, as do many other councils.Thesepoliciesarerequiredtobeupdatedeverythreeyears.

Thecurrentpolicyisattached. Itwaslastreviewedon30June2015.At that time Council deemed theexistingpolicy tobeworkingwell and resolved to leave itunchanged.

3.2. Current Status

Gaming Machines and Venues

Table 1 shows Buller’s Class 4 gambling venues and the number of gamingmachines,asat19July20181.ThetotalnumberofgamingmachinesoperatinginBuller is72 (comparedwith79 in2015).The totalnumber thatmayoperatewithout needing new territorial authority consents is 79 (compared with 89 in2015).ThetotalnumberofgamingmachinesinBuller have decreased since the lastreview,threeyearsago.Thereareeightvenues(downfromninein2015);sixinWestport,andoneeachinReeftonandKaramea.

National Perspective

GamblingexpenditurestatisticsontheDIAwebsiteshowthatgamingmachines havethehighestexpenditureinflationadjustedandpercapita(18years+)ofNewZealand’sfourgamblingtypes,asat30June2016:

1. Gamingmachinesoutsidecasinos(Class4)at$237(37%).2. Casinosat$156(25%).3. NZLotteriesCommissionat$151(24%).4. NZRacingBoard,TABat$92(14%).

TherationaleforthegovernmentpermittingClass4gamblingisthatthebenefitsof gambling (e.g., community grants returned from the proceeds of gambling, and for safe and responsible entertainment) outweigh the risks of harm to the community and its most vulnerable members.

TheDIAClass4GamblingReport (DIA2017)providesasummaryofnationalstatisticsrelatingtoClass4Gambling2. Thefollowingfiguresaretakenfromthatreport, and the full report isavailabletoviewonDIA’swebsite.

1 Data provided by the Department of Internal Affairs(DIA).2 DepartmentofInternalAffairs,2017.Class4GamblingReport.www.dia.govt.nz .


Figure 1 shows the number of electronic gamingmachines (pokies) per 1000people for the different regions (DIA 2017, p16). TheWest Coast (comprisingBuller,WestlandandGreyDistricts)hasthehighestnumberofpokiesper1000people(at7.1)inallofNewZealandbyaconsiderablemargin.TheWestCoastisalsooneofNewZealand'smostdeprivedareas,makingthepotentialriskforharm from gambling higher than elsewhere. There is a well-established link between socio-economic deprivation and gambling harm.

Figure2showsthegamblingmachineproceeds(i.e.themoneyspentbypeoplegambling on the pokies) by region (DIA2017,p11).This shows that theWestCoastcommunitiesspentjustover$7milliononthepokies.Figure3showshowtheproceedsweredistributedandwhatpercentageofthatmoneywasreturnedtothecommunitiesintheregions(DIA2017,p9).Thiswasjustunder35%fortheWest Coast.

3.3. Changes to Government Policy/Strategy

Section317oftheGamblingAct2003requiresanintegratedproblemgamblingstrategy focused on public health be prepared and updated every three years. It must include measures to promote public health, services to treat and assist problem gamblers and their family / whānau, independent scientific research and evaluation. InAugust2018theMinistryofHealthreleaseditsproposedupdatetothe strategy to prevent and minimise gambling harm3.Thestrategywillbefinalisedinearly2019,andwillbeinplacefrom1July2019forthefollowingthreeyears.Submissions closed on21September2018.

The Ministry carried out a needs assessment as part of the draft strategydevelopmentprocess.Thisprocessinvolvedareviewofavailableresearchandalso consultationwithstakeholdersfromthegamingindustryandgamblingharmprevention sectors. The Ministry found that harm reduction impacts haveplateaued over the last seven years and that health inequities persist for the most affected at-risk population groups. These include Māori, Pacifica, and Asian communities, and people living in the most deprived areas. They found thatapproximately 50%of all electronic gamingmachines (pokies) are in themostsocio-economically deprived areas. The Ministry concluded that changes are required to reduce future gambling harm. This proposed strategy will haveimplications for national and local authority policy makers.

3.4. Options for Buller Class 4 Gambling and TAB Venue Policy Local authorities have taken different approaches to their policies. In recognition bysomeofthepotentialharmfromproblemgamblingoutweighingthebenefitsforthecommunitythereisamovetowardcappingthenumberofgamingmachinesin their district. Councils can then consider thegrantingofnewvenuelicensesona case-by-casebasis,whichincludescommunityinvolvementthroughtheusualconsent public submissions process.

3 MinistryofHealth,2018.Strategytopreventandminimisegamblingharm2019/20to2021/22consultation document. www.health.govt.nz .


Somehaveadopteda“sinkinglid”approachwherenonewvenuelicenseswillbegranted, and thus the numberofmachinesandvenueswillgraduallyreducebyattrition. Those working in the gambling harm prevention sector advocate thisapproach4. Other councils have a case-by-casepolicyapproach,withoutcaps.

Buller’scurrentPolicydoesaddressallofthe potential issues and has continued toworkwell.Thenumbersofvenuesandmachinesarereducingbyattrition.ThereistheflexibilityforCounciltoconsiderindividualapplicationsforchange/variationornewoperationsona case-by-case basis and to take account of community input.

TherecommendedoptionforCouncil is to leave thecurrentPolicyunchanged.CouncilcanresolvetoconfirmthereviewofthePolicyandtocontinueitwithoutamendment.ThisgivestheopportunityforCounciltoreviewthePolicyifrequiredoncethenewstrategyforpreventingandminimisinggamblingharmisavailablenext year, and the implications of that for the national Class 4 gambling policy settings are better understood.

Alternatively Council may decide thatitdoeswishtoamendthePolicynow.UndertheGamblingAct2003andtheRacingAct2003,anyamendmentstothePolicymustbedoneinaccordancewiththespecialconsultativeprocedureintheLocalGovernmentAct2002.Inthatcasethedocumentsrequiredforthatwouldneedto be prepared and brought back to Council for a resolution to begin the process.

3.5. ConclusionTaking into account the information provided above and attachments, it is considered thatthePolicyisachievingitsgoalsandcontinuestobeappropriateforBuller.ItisrecommendedthatthePolicycontinueunchanged.

4. Considerations

4.1 Strategic ImpactThePolicyoutlinesCouncil’sapproachtoClass4gamblingandTABvenuesinBuller.ConfirmingthereviewofthePolicyandleavingitunchangedfor now,withprovisionfor thePolicytobereviewedagainoncetherevised national strategy documentcomesintoeffect,willensurethatourPolicyisconsistentwithcurrent national-level thinking on this issue.

4.2 Significance AssessmentThisisoflowsignificanceinaccordancewithourpolicy.

4.3 ValuesTheBullerDistrictCouncilvaluesare:OneTeam,CommunityDriven,WeCare,Integrity and FutureFocussed.Thisprocessalignswiththesevalues.

4.4 Risk AnalysisCompletingthereviewofthePolicyisastatutoryrequirement. If it is not completed wewillbeinbreachofourstatutoryobligations.

4 Forexample,refertotheProblemGamblingFoundationwebsite.www.pgf.nz .


IfthePolicyisamendedpriortotherevised national strategy coming into effect, weruntheriskofbeinginconsistentwithnationaldirectionasearlyasmid-2019andneedingtoamendthePolicyagain.

4.5 Policy/Legal ConsiderationsTheGamblingAct2003,RacingAct2003andLocalGovernmentAct2002 are all relevant to this matter.

4.6 Tangata Whenua ConsiderationsNospecificconsiderationshavebeenidentified withtherecommendedapproach.IfitisproposedtoamendthePolicy,consultationwithiwiwillbecarriedout.

4.7 Views of Those AffectedIfthePolicyistocontinueunchangedthereisnorequirementforconsultationtobe undertaken. If it is proposed to amend the Policy the special consultativeprocedure must be undertaken.

4.8 CostsContinuing the Policy unchangedwill involve minimal future staff resources. If Councildecides tochangethePolicy therewouldbestaff timeandadvertisingcosts.

4.9 BenefitsTherecommendedapproachwouldcompletethestatutorilyrequiredreviewofthePolicy,andprovideforittobe considered again once updated national strategy comes into effect.

4.10 Media/PublicityTheremaybesomeinterestinthisPolicy,giventhesubjectmatterandthestrongviewsthatexist on it.


Buller District Council, P O Box 21, Westport Ph: (03) 788 9111 Fax (03) 788 8041 www.bullerdc.govt.nz

Buller District Council Policy

CLASS 4 GAMBLING AND TOTALISATOR AGENCY BOARD (TAB) VENUE POLICY

Source: Council Date: 23/09/2009 Reviewed: 30/06/2015 Next review: 30/06/2018 See also: Gambling Act 2003, Racing Act 2003

PURPOSE

To manage the establishment of Class 4 gambling and TAB venues to minimise the

adverse effects of gambling on the Buller district.

BACKGROUND

This policy applies to Class 4 and Totalisator Agency Board (TAB) gambling, and to Class 4

gambling and TAB venues.

Class 4 gambling is gambling that involves the use of gaming machines outside a casino,

and from which the profits are distributed to authorised purposes (i.e. back to the

community).

Class 4 venues are the licenced premises where gaming machines are located.

TAB venues are premises that are owned or leased by the New Zealand Racing Board

and where the main business carried on at the premises is providing racing betting or

sports betting services under the Racing Act 2003.


2

COUNCIL CONSENT FOR CLASS 4 GAMING MACHINES AND TAB VENUES

Consent is required from Council for the following:

To establish a new Class 4 venue.

To increase the number of gaming machines at an existing Class 4 venue to more

than the number operating at that venue on 22 September 2003, or more than the

number previously consented to by Council.

To establish a new TAB venue.

The first time application is made to the Department of Internal Affairs for a Class 4

venue licence for a venue which did not hold such a licence on 17 October 2001.

Any building which holds a venue consent and which is destroyed or damaged by fire or

other hazard may have that consent re-approved without further public notification.

Such re-approval will not apply to any relocation of venue.

KEY ISSUE ONE

There are some recognised benefits from allowing Class 4 and TAB gambling. A number

of community groups rely on funding from the proceeds of Class 4 gambling. Some

members of the community derive entertainment from these forms of gambling, and

participate in them responsibly.

OBJECTIVE

To allow those who wish to participate in gaming machine and TAB gambling to do so

within the district.

POLICY

Class 4 gambling venues and TAB venues may be established in Buller subject to:

1. Meeting application and fee requirements; 2. The primary activity of the premises being onsite entertainment, recreation, or

leisure focused on persons 18 years and over; and


3

3. The premises being authorised under the Sale and Supply of Alcohol Act 2012 to sell and supply liquor for consumption on the premises.

METHOD OF IMPLEMENTATION

Applications for Council consent must be on the approved form and must provide:

1. Name and contact details for the application;

2. Street address of premises proposed for the venue;

3. A site plan covering both gambling and other activities proposed for the venue, including details of each floor of the venue and location of each gaming machine or TAB;

4. Details of the proposal including the number of gaming machines or other

gambling facility;

5. Details of liquor licence(s) applying to the premises; and

6. Any relevant gambling harm minimisation policy.

Application fees for territorial authority consent will be set annually as part of the Annual

Plan process.

The applicant is responsible for meeting the cost of publicly notifying the application.

Applications will not be considered until all of the required information has been received

and the application fee has been paid. Council may request additional information if it

considers it necessary to making a decision on an application.

EXPLANATION/REASONS

By allowing Class 4 and TAB venues to establish in Buller, we are allowing those who wish

to participate in these types of gambling to do so.

By specifying the types of premises which are suitable to be Class 4 and TAB venues, and

by requiring applicants for consent to provide detailed information about their proposal


4

before a decision is made on their consent allows us to minimise the potential for adverse

effects arising from gambling.

KEY ISSUE TWO

There is the potential for gambling to cause harm to individuals, and the community as a

whole, especially in cases of problem gambling.

OBJECTIVE

To prevent and minimise the harm caused by gambling, including problem gambling.

POLICY

The maximum number of gaming machines allowed at Class 4 venues are as follows:

Class 4 gambling venues licenced after 17 October 2001 shall be allowed a

maximum of nine gaming machines.

Class 4 gambling venues licenced before 17 October 2001 shall be allowed a

maximum of 18 gaming machines.

METHODS OF IMPLEMENTATION

No single venue will be allowed to exceed the maximum number of gaming machines.

When considering an application for consent, Council will have regard to the

characteristics of the venue and may impose a maximum number on the consent that is

less than the applicable maximum number above.

EXPLANATION/REASONS

Restricting the number of gaming machines that may operate in the district limits the

opportunities people have to gamble. Limiting gambling opportunities will help prevent

and minimise harm from gambling.


5

Restricting the types of venues which can be Class 4 venues will assist in the identification

of problem gamblers, as they will become recognisable to venue staff. Identifying that

somebody has a gambling problem is the first step in preventing harm caused by

problem gambling.

KEY ISSUE THREE

Council has a responsibility under the Gambling Act 2003 and the Racing Act 2003 with

regards to the provision of Class 4 gambling and TAB venues in the district.

OBJECTIVE

To ensure the Council and the community has influence over the provision of new

gambling venues within the district and additional opportunities for gambling at existing

venues.

POLICY

In considering all applications relating to Class 4 gambling venues Council may consider

any matter, but will consider the following:

(i) Characteristics of the district and parts of the district.

(ii) Locations of kindergartens, early childhood centres, schools, places of worship and other community facilities.

(iii) The number of gaming machines that should be permitted at any venue.

(iv) The cumulative effects of additional opportunities for gambling in the district.

(v) How close any venue shall be permitted to any other venue.

(vi) What the primary activity at any venue is.

In considering all applications relating to TAB venues Council may consider any matter,

but will consider the following:


6

(i) Characteristics of the district and parts of the district. (ii) Locations of kindergartens, early childhood centres, schools, places of worship

and other community facilities. (iii) The cumulative effects of additional opportunities for gambling in the district.


The decision on Council consents will be made by full Council following a hearing at

which the applicant and everybody who has made a written submission on the

application will have the opportunity to be heard.

When considering the cumulative effects of additional opportunities for gambling in the

district for Class 4 venues, Council will take into account both the number of gaming

machines currently operating, and the number of gaming machines currently able to

operate.

EXPLANATION/REASONS

Ensuring Council considers the listed matters when determining all applications for

consent will help ensure that Council has influence over the establishment of new Class 4

venues and over the provision of additional gaming machines at existing venues, when

the resulting number of machines will be greater than the number the venue is currently

able to operate.

This will also help ensure that Council exercises its influence consistently across all

applications for consent.

Requiring that consideration be given to public submissions, both written and as

presented at hearings, will help ensure that the views of the community are taken into

account when Council makes decisions on consents.


7

KEY ISSUE FOUR

The impacts of both the benefits and the harm resulting from gambling are felt by the

community.

OBJECTIVE

To facilitate community involvement in decisions about the provision of gambling.

POLICY

All applications for Council consent will be available for public submission.

Submitters will have the opportunity to speak to their submission at the hearing of the

consent application.

In making their decision Council will give consideration to all submissions received.


All applications will be twice publicly notified in a newspaper circulating in the area to

which the application relates. Notifications will be placed at least seven days apart, but

no more than 14 days apart. Council staff will be responsible for placing the public

notifications.

The public notifications will advise people of the opportunity to make a written submission

on the application.

Copies of the application will be made available at Council offices, Buller libraries and on

Council’s website. Information will be included on the opportunity to make a written

submission.


8

EXPLANATIONS/REASONS

Community feelings on gambling range from full support to total opposition.

Supporters of gambling often note the following benefits:

The money distributed to community groups and organisations from the proceeds

of Class 4 gambling.

The entertainment value of responsible gambling.

Opponents of gambling often note the following harmful effects of gambling:

The amount of money spent and lost by gamblers.

Problem gambling and the impact this has on the life of the gambler, their family

and the community as a whole.

Giving all members of the community the opportunity to comment on applications for

consent to create additional gambling opportunities will help ensure that the full range of

opinions and issues are heard and taken into account when Council makes its decision

on an application.

128Agenda: Buller D

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Reportgeneratedon:

Venue Name GM Count Maximum GM TA Approved Maximum

GM on 22 Sept 2003

Exist on 17 Oct 2001 (Y/N)

Off Schedule

CLUBBULLER 10 10 10 7 Y NREEFTONAUTOLODGE 9 9 9 7 Y NCRITERIONHOTEL(WESTPORT) 9 9 9 3 Y YKARAMEAVILLAGEHOTEL 4 5 5 Y NHOTELREEFTON 6 8 8 Y NBLACKANDWHITEHOTEL 14 14 14 Y NCOSMOPOLITANHOTEL 6 6 6 Y NMCMANUSHOTEL 14 18 18 Y N

72

124

79

Section 103 Class 4 Venues in Territorial Authority19July2018

BULLER DISTRICT

Society Name Venue Physical Address

Club Buller 44-46QUEENSTREETWESTPORTRURALNewZealandCommunityTrust 72-78BROADWAYREEFTONPUBCHARITYLIMITED 218PALMERSTONSTREETWESTPORTPUBCHARITYLIMITED CORNERWAVERLEYSTREETANDWHARFROADTHELIONFOUNDATION(2008) BROADWAYREEFTONTHETRUSTSCOMMUNITYFOUNDATION

LIMITED198PALMERSTONSTREETWESTPORTURBANTHETRUSTSCOMMUNITYFOUNDATION

LIMITED136PALMERSTONSTREETWESTPORTURBANTHETRUSTSCOMMUNITYFOUNDATION

LIMITED39PALMERSTONSTREETWESTPORTURBAN

Gamingmachinescurrentlyoperatingatvenues:

Novenuescurrentlywithin6monthsofsurrenderdate

Total number of gaming machines that may operate without TA consent:

PlusnumberofgamingmachinesthevenuesbelowcanincreasebywithoutTAconsent:

KARAMEAVILLAGEHOTELHOTELREEFTONMCMANUSHOTEL

Plusgamingmachinesandvenuescurrentlywithin6monthsofsurrenderdate:

129Agenda: Buller D

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130Agenda: Buller D

istrict Council: M

eeting - 26 Septem

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131Agenda: Buller D

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26 SEPTEMBER 2018

Agenda Item No 11

Prepared by - Rachel Townrow- Group Manager Community and Environment

Reviewed by - Keith Marshall- Chief Executive

WEST COAST CIVIL DEFENCE AND EMERGENCY MANAGEMENT GROUP UPDATE REPORT TO COUNCIL

1. REPORT SUMMARY

Theattachedreporthasbeenprepared by the West Coast Civil Defence and Emergency ManagementGrouptoupdateCouncilonevents,workprogressandprojectsoverthepast quarter.


1. That Council receive this report for information.


THE WEST COAST REGIONAL COUNCIL Prepared for: Buller, Grey and Westland District Councils Prepared by: Mark Crowe – Regional Director Emergency Management and Natural Hazards Date: 31 August 2018 Subject: West Coast Civil Defence and Emergency Management Group Update

Purpose To update Council on events, work progress and projects pertaining to West Coast Emergency Management Group over the past quarter. Background It has been identified that the EM Group has not taken the opportunity to report to Councils on its sector on a regular basis. The CEG chair has requested a quarterly update to Councils of which this shall be the first. The CDEM Group office is happy to receive feedback on the preferred content and level of material for this report in the future. If required CDEM Group is also happy to talk to the report in Council meetings. Iwi Representation on CEG For some time we have been considering how to improve the connection of emergency management with Iwi / Maori, particularly for our region. A number of events have highlighted the vital need to be better connected with local iwi, for example the use of local marae during the Kaikoura earthquake response, and also Christchurch marae who assisted with housing displaced Kaikoura residents. In the last six months Group staff have attended Runanga meetings at both Makaawhio and Arahura. We have worked alongside agencies such as Te Runanga o Ngai Tahu, Te Puni Kokiri and Community and Public Health to provide support for their emergency preparedness, and improve the connection with our group especially during response. We also, however, fully acknowledge that there is still a considerable work to do here. In January this year the Ministry of Civil Defence and Emergency Management published the ‘Ministerial Review: Better responses to natural disasters and other emergencies in New Zealand’ (18 January 2018). The recommendations included improving the connection with Iwi at all levels of emergency management. This involves “recognising the capability that iwi bring to emergency management” and increasing participation such as “appropriate iwi representative to be part of the group’s CEG. With this in mind at the last CEG meeting on 9th August the CEG considered and approved a recommendation to invite both Te Runaka o Makaawhio & Te Runanga of Ngati Waewae on West Coast Group CEG as full voting members.


Regional Controllers Forum The first regional controller’s forum was held in Greymouth at the WCRC in August. This was re-initiated to provide for many needs including:

To meet our new MCDEM REMA, Allan Grigg For all Controllers to meet and get to know one another, To give Controllers the opportunity to provide feedback to the Group office Workshop any potential issues arising Identify, discuss and / or provide necessary training To encourage the “Regional team” Concept

CDEM Local Controller Appointment At the joint Committee meeting of 21 August Sean Judd was appointed as a local controller for Buller district. Training will be provided in the first instance of a course becoming available from the Ministry. Resilience fund application Jo Paterson, our Natural Hazards analyst has prepared and submitted to the MCDEM Resilience fund an application for funding to complete more detailed modelling of West Coast tsunami risk/modelling. With the funding decisions recently being released we are pleased to inform we have been partially successful in our funding application. From here we will need to reshape the project from its original project timeline however the overall intent and milestones of the work remain unchanged. With the Tsunami mapping work having been a shortcoming of the Group for some time, the completion of this project along with the associated education program and public signage will all represent a significant step forward in our preparedness activities. Strategic Planning for Recovery The amendment to the Civil Defence Emergency Management Amendment Act 2016 (the Act) requires CDEM Group plans to be amended to provide for strategic planning for recovery from hazards and risks in the CDEM Group area by 1 June 2018. The Group office has now completed the review of our current Group plan which included a workshop with MCDEM staff at Group office and the local team. The outcomes of this workshop lead to a proposed Group plan being drafted and sent to the Ministry for comment. This feedback was then (mostly) incorporated into the proposed new Group Plan. The Joint Committee meeting held on 21 August 2018 in Westport formally approved and adopted the amended Group plan.


Group Welfare / Group Recovery Manager It is with great pleasure that I advise Claire Brown the current Westland Emergency Management Officer has accepted the above new role within the CDEM Group. The role was created as a result of demands on the Westland EMO duties and as a need to meet the commitments for Strategic Planning for Recovery. The Group office will now recruit for a replacement for the restructured Group EMO role with a focus on Westland district. The 4R’s newsletter The Group recently initiated the 4R’s newsletter. This initiative is designed to push out positive messaging to another sector of our communities. It will include updates on events, activities, public education and learning opportunities. It is designed to be a professional publication that can be circulated across councils and stakeholders as well as in the public space. It is circulated by Group office to all Council staff (across the 4 councils) all stakeholders, community groups, agencies and via a small number of print copies at some locations. The feedback has been very positive and Nelson Tasman Group along with Marlborough Group are going to use the WC Group format, content and frequency, with their localised content , to push messaging on the same issue dates as ourselves. Recommendation That this report be received.



26 SEPTEMBER 2018

Agenda Item No 12

Prepared by - Keith Marshall - Chief Executive

CHIEF EXECUTIVE REPORT - SEPTEMBER 2018

1. REPORT SUMMARY

Thisreportisanoverviewofthekeypriorities as interim Chief Executive.



3. DISCUSSION

Oneofthethingsthatstillneedssomework,inmyview,isthenatureofthe formal reporting from the Chief Executive to the Council. ThismostdefinitelyneedstobethesubjectofaconversationwiththenewincomingChief Executive. In particular, there needs to be some clarity among all parties as to the purpose of the monthly Chief Executive report to Council and, therefore, what it should contain. For now, I will continue on thethemeIbeganwithmyreportlastmonth,namelytoreportagainstmykeypriorities as the interim Chief Executive.

By way of a recap, at the beginning of July, I provided an email toCouncillors outlining my key priorities during my time at Buller District Council.Thoseprioritiesare:

1. Leading the Council organisation2. RecruitingthenewpermanentChiefExecutive3. Preparing the BDC organisation for the new incoming Chief

Executive

Asalways,Iamhappytoexpandonany other matters at the meeting.


Probably themost notable item, as you are all well aware, has been tofocus on the recruitment of our newChief Executive.On today’s PublicExcluded agenda is an item relating to the selection of the new ChiefExecutive and the associated decision-making needed to give effect to that selection.

ThisisacrucialdecisionforBuller.

Accordingly,Ishouldliketotakethisopportunityinwhatmaywellprovetobe my very last report to Council, that I have been totallyblownawaybythethoroughandexactingwayinwhichyouhaveconductedtherecruitingexercise.Sure,andImaywellbeverybiasedinasmuchasIhavebeenaparty to the process all along, we have been extra diligent – but that’sexactlywhatwasneeded from us under the circumstances.

It isworth reflecting that your final selection is going tobebasedonanarrayofdifferentassessmentsencompassing:

1. Structured interviews of all candidates conductedduring the long-list process

2. On-line research into the backgrounds of each candidate3. PsychometricassessmentsusingHoganprofilingtools4. Extensive reference checking of each short-listed candidate5. ShortlistedcandidatesinterviewingtheinterimChiefExecutive6. Finalinterviews

And, of course, you have also had the advantage of the perspective of Louise and I as two experienced senior executives ourselves in our“poacher turned game-keeper”rolesduringtherecruitmentprocess.

I suspect you’d be hard-pushed to find a more searching selection process; especially when you also consider that even our advertisingcampaign was based around a comprehensively canvassed candidatebriefdesignedtoclearlylayoutexactlywhatwewerelookingforandwhy.

Alongsidethat,andnotwantingtore-litigate the approach at all, you have signed-offonacompletesetofKPIsforthenewChiefExecutivethatarefocused around driving success: for you as the elected Council; for theorganisationas thesolemeansofdelivering theCouncilpriories; for thenewChief Executive by providing them a clear focus for their efforts and in layingoutthespiritandintentofwhatisintended;and,notatallleast,fortheBuller community and ratepayers. Putting thoseKPIs into the publicarena shows everyone the commitments that are being made to make Council successful.


Next up for Council, through your newChief Executive, is to deliver onthoseKPIs.Thecornerstoneofthatistherelationshipthatyoubuildwiththat person – withafocusonensuringmutualsuccess.Neitheryouastheelected Council, nor the Chief Executive as your sole employee, can afford theotherpartynot tobesuccessful.Thatneeds tobeadeliberatefocusforyoubothoverthecomingmonths(andyears).

In getting ready for a newChief Executive, a lot of preparatory work isalreadyinhandtoensurethedeliveryof theKPIs.Theorganisationhas,andis, inthethroesofhavingagoodlookathowitgoesaboutdoingitswork. I am probably the least competent commentator (because ofmyobviousbias)totalkaboutwheremattersareupto,butthingsseemtometo be moving along at pace.

AllthatismissingnowistheadditionofthenewChiefExecutive;itistheirstyleandpersonality that isnow theessential (missing) ingredientwithin the Council organisation; it is that ‘leadership’ style and the individual’spersonalitythatwillwashacrosseveryaspectofCouncil.

So today is the daywhen you, as the electedCouncil,makea decisionthat will be the major influence over Council operations, delivery, perceptionsandpublic service in thedistrict for thenext few years. Nopressure !

And, hence, there needs to be no apology whatsoever for thethoroughnessoftheprocessneededtopickthe‘right’person.Norshouldyou feelanyotherpressurethanaboutcomingtothe‘right’decision;yes,it isan importantone; yes, therearea lotof variables to consider; and,yes,thereisnosuchthingasaperfectChiefExecutive.Theonlycriticalcomponentweneed to focuson in the discussions and decision needed beforetheendofthisCouncilmeetingisthatwefocusongettingthe‘right’answer.

Fromallofmyextensive interactionswithyouoverthe lastmonths,bothcollectivelyandindividually,IknowthatBullerDistrict Council has a great bunchofpeoplearoundthisCounciltable.Ialsoknowthatyouwillmakea great choice.And,aboveall else, I know that youwill bemaking thatchoice based on the best possible outcome for the district.

Kia kaha !



26 SEPTEMBER 2018

Agenda Item No 13

Prepared by - Garry Howard - Mayor

MAYOR’S REPORT

1. REPORT SUMMARY

This report is an overview of the key activities 20 August 2018 –20September2018.



3. DISCUSSION

Dolomite Point Redevelopment ProjectThe Dolomite Point Redevelopment Project (DPRP) Steering GroupcontinuestomakeprogresstowardscompletingaProvincialGrowthFund(PGF)application by mid-October.Theeleven (11) memberworkinggrouphas actively explored and discussed what a successful and appropriateredevelopmentwouldneedtobeforan iconic landmark.Supportinghighrates of visitationwhilstmaintaining an outstanding visitor experience is key. Phil Rossiter is managing the process which includes consultationwith a good number of stakeholders, including community, and closeintegrationwithourownGreaterPunakaikiMasterPlan(GPMP)process.At ourmost recent SteeringGroup workshop, we participated in a verycomprehensive options analysis and selection exercise where weanalysedtheprosandconsofawiderangeofaspects todetermine thebuilding blocks for a redevelopment concept. Selection of preferred aspects occurred and these will now allow a concept plan and costestimatetosupportaPGFapplication.

Mayors & Chairs ForumThere has been very good discussion on the role of Councils and Development West Coast in economic development andwhattheprocessto drive success looks like. Al Morrison, theProvincialGrowthFund- West Coast relationship manager from Ministry Business, Innovation and Employment(MBIE)hasrecommendedthatwevisitTaranaki as it is most


successful in economic development and transition to newbusiness.Withthe assistance of MBIE a meetings with Taranaki local government,economic development and iwi leaders have been organised 15 & 16October2018.

The topics that will be discussed and viewed include Tourism, FutureFoods, Education, Energy and Governance initiatives that are drivingeconomic development.

Te Waipounamu me Rakiura Tracks & Trails Strategy - Project Governance Group Thefirstmeetingheld29August 2018 which IattendedbyphoneasitwasCouncilmeetingday.Thefocusis onhowbesttoprioritiseresourcesfortracksbeingdeveloped in theSouth Island.TheGovernanceGrouphasbeen instigated by New Zealand Walking Access Commission. I have attached agenda and minutes from the meeting.

NetHuiNetHui isanationalevent that explores the future of internet technology andhowKiwisaremaking themostof it.ANetHui isaboutdiscussions,not presentations – participants set topics and lead conversations amongst the attendees. While there are plenary sessions with keynotespeakers to bring participants together at the beginning and end of each day, most of a NetHui is dedicated to breakout sessions, often withmultiple sessions running concurrently. This format deliberately createssmaller groups so more voices can be heard. The draft programme isavailable here https://2018.nethui.nz/west-coast-programme/

Freedom Camping Bylaw / Responsible CampingGoodtohaveCouncillorsworkingonareviewofFreedomCamping/ResponsibleCampingBylawthatwillproceedforpublicconsultationandhopefullyadoption by years end.


Te Waipounamu me Rakiura Tracks & Trails Strategy Project Governance Group

Meeting 1 Project Orientation Wednesday 29 August 11am to 12.30; Christchurch City Council Civic Office, 53 Hereford Street, Christchurch Attendees: South Island Council Representatives: Waitaki DC Mayor Gary Kircher; Buller DC Mayor Garry Howard (by phone); Southland DC Mayor Gary Tong (by phone); Mackenzie DC Deputy Mayor James Leslie; Christchurch City Council Deputy Mayor Andrew Turner; Marlborough DC CE Mark Wheeler; Otago RC Councillor Ella Lawton (by phone); Hurunui DC Representative Mark Inglis, Waitaki DC Councillor Evan van der Spek

DOC: Planning Manager Recreation, Tourism & Heritage Tinaka Mearns (by phone)

Te Puni Kokiri: Advisor Jason Leppens

NZTA: Regional Director Jim Harland

NZWAC: Board Chair Mayor John Forbes; CE Ric Cullinane; Partnerships Advisor Jo McCabe, Regional Field Advisor Geoff Holgate

Design Group: Lead Mick Abbott, Landscape Designer Tenille Pickett

Meeting Chair: Mayor John Forbes

Agenda 10.45 -11.00 Arrive & check in with Reception at Christchurch City Council

11.00 - 11.20 Welcome to the Mayor’s Lounge - CCC Deputy Mayor Andrew Turner

Welcome from NZWAC Board Chair – Mayor John Forbes

Introductions.

11.20 – 12.10 Project Outline – project overview, key resources, milestones, outcomes, questions – Jo McCabe/Mick Abbott

12.10 – 12.30 Role of the Governance Group, expectations, meetings, communication channels – John Forbes/Jo McCabe

Next meeting

12.30 -13.00 Lunch at the Mayor’s Lounge

13.00 Finish


Meeting Minutes 29/08/2018: Round the table introductions

• Andrew Turner- Christchurch City Council Dep Mayor o Councilor for Banks Peninsula o Very keen on collaboration between groups.

• John Forbes- Chairman NZ Walking Access Commission. o Working the high country of the South Island o Mayor of Opotiki

• Jason Leppens – Advisor Te Puni Kokiri (Ministry for Maori development) o Natural resource recreation background

• Mark Wheeler- Chief Executive Marlborough District Council o Also has Invercargill and Christchurch background & understanding

• Mark Inglis - Hurunui Trails Trust o Tasked with being main advocacy group with Hurunui tracks and trails strategy o Represents Winton Dalley Mayor Hurunui o Lives in Hanmer

• Gary Kircher- Mayor Waitaki • Rick Cullinane - NZWAC Acting CE

o experienced in a range of areas across the SI with access related issues • James Leslie - Deputy Mayor Mackenzie District council

o Represents Pukaki ward. o Custodian of North High Country o Conservation background.

• Gary Howard - Mayor Buller District Council o Keen tramper. o Overseeing construction of several tracks in various stages on West Coast- very

important to be bringing this projects alignment to the work underway. • Gary Tong - Mayor of Southland (bordering on Fiordland)

o Policemen- Stewart Island and Auckland island knowledge. • Ella Lawton – Councillor Otago District Council

o Member of Wanaka Tracks & Trails Trust and Queenstown Tracks & Trails Trust. o Mountain biking and skiing background

• Tinaka Mearns - DOC o Creating a new team in DOC for strategic long-term planning across high

pressure regions. o Wanting to work synergistically

• Jim Harland o Regional director for NZ Transport Agency (tourism planner) interested in

walking + recreational trails and how that fits in. o While group has a recreation focus also interested in other options.


• Evan van der Spek - Councillor Waitaki DC o Career in outdoors including with DOC.

• Jo McCabe – Advisor NZWAC o Coordinated the writing of project proposal and funding application to the PGF o Leadership at NZWAC for this project to date o Background at DOC led to interest in helping improve & promote access for

everyone to enjoy NZ’s outdoor experiences

Opening address - John Forbes • Access and the outdoors becoming increasingly under pressure from the burgeoning

tourism industry. • Tourism pressure becoming increasingly harder to deal with. No strategy, it’s also hard

for stakeholders and infrastructure. • “In an endeavor to reduce pressure, a lot of the discussion is around toilets and

carparking.” • High country- an insert point into South Island but facing enormous pressure from

escalating visitor numbers. • Must also consider pressure from domestic visitors (as well as international). Think of

growing numbers of locals (baby boomers in particular) moving around the Islands in campervans.

• Working with Auckland council - huge benefits from securing access for green pathways and recreational areas before houses go in.

• Hopefully this group can help focus on what we can be achieved in the SI • PGF funding required for the South Island project- government seems to be very open

to this. But there needs to be better structure to the funding process. • Key points

o How can we best work together as a ‘governance’ group or this project, keen to get the groups ideas

o Think about any major issues/points still to consider

Presentation: Te Waipounamu me Rakiura Tracks and trails masterplan and toolkit. Jo & Mick Slide 1 and 2 (Jo)

• Missed opportunity (perception)- that SI tracks & trails are just the conservation estate

• We believe it’s the whole island- and more than what is generally understood and talked about

• Many people consider Te Araroa trail is the only one in the SI


Slide 3 & 4 - Project Overview (Jo)

• The project aims to show better connections across the whole landscape • Ensure land-use change and growth is a coherent network for the future

Slide 5 - Why are we doing this? (Jo)

• Address the issues and the opportunities e.g. Tourism pressure • Support other initiatives e.g. ‘Healthy nature/Healthy people’ programme

Slide 6 – Outputs (Jo)

Slide 7 - Purpose / shared kaupapa

• John- we see significant community engagement. Some of this isn’t just about funding, it just about coordination of these groups (not necessarily cost for rate payers) …it’s about channeling the energy already underway.

• Jo- there’s lots of groups who are very much underway with tracks and trails work, but there needs to be a strategic framework to answer the “why”, understand the priorities and connect up with a vision for the whole Island.

Slide 8 - Resources (Jo)

• NZWAC team will be CHCH based • Project engagement and WAC-based specialists will be relationship based. • Rick Cullinane – this work will not put a handbrake on any existing projects. It’s

about supporting and working what’s underway.

Slide 9 - Design Group (Mick)

• Who we are and what we’ve been doing (DesignLab)

Slide 10 - Project plan overview (Mick)

“We really value getting a space for this to work out of - to include school groups and young people into ideas. “

“But also, what are some of the social and environmental opportunities. For example, Fiordland”

“Discovery workshops” will be undertaken throughout the first stage of the project with local groups and in communities. Find out what’s the current thinking & what’s happening in this area now, what are peoples dreams and aspirations?

“Site visit’s will be undertaken letting the environment speak to us”

“How do we produce outputs that align with district thinking. “

Slide 11- The Taranaki tracks & trails narrative (Mick)


“Hinges around an invitation for people to journey around the mountain”

“Keen on supporting existing infrastructure”

“It’s very important we see our role (Design Lab) is to bring a process “

“Just got underway with a similar smaller scale project in Matakana. Scale of topography up there and housing development going on means it’s essential to address greenways access and opportunities for future connectivity to green spaces”

Questions/feedback on presentation • Mark Inglis - What is MBIE’s role? Not sitting around the table now, thinks that would be

beneficial? - Jo – so far, an advisory role in terms of what the landscape looks like and the

need for this work to be done to support the many ideas for infrastructure projects. Need to pick up them up as a stakeholder once the project funding is approved.

• John- one of the outcomes of the project is that is delivers MBIE a strategic framework that can assist and support funding applications. Particularly how best to prioritise resources for SI opportunities.

• Jo- has been working with the 3 MBIE SI managers. In their words they are inundated with applications. Would be great to have a framework to understand purpose and vision.

• Mark Wheeler- We’ve all been diving into where to trails all over our regions, but without a strategy, we need this.

• Andrew- how well we engage with local communities will be a mark of success. You’ve got this consultation and engagement phase, how will that be rolled out?

- Important to consider cultural representation - Important to consider competition across land use (ecological versus recreation

etc) - DOC land and how that’s being developed. thoughts around that and

consideration really needed. • Mick- concepts in Taranaki actually driven by locals. We will use that same approach

here. Focus on alignment not gatekeeping • Jim-there are mayoral forums throughout the country which will help give local advice.

- Jo- our idea around resourcing the project is to have a real focus on engagement and partnership with others.

• James: “seems to me to be a reaction to the tourist influx”. but let’s look at reducing visitor numbers and gatekeeping in certain vulnerable areas, bringing in some specialists from Tourism NZ might help “.

• Mark - Tourism participants could really advise us. Kiwirail might also be a really great group to get involved.


- Jo - NZWAC has established a contact at Kiwirail who is managing application for trails along rail corridor.

• Mark - In tourism sector quite a lot of activity revolves around the Air NZ tourism strategy- needs to be more targeted around tourism products and services. Good they are no longer advertising NZ Great Walks for example during peak season. The other issue here is appealing to people who will spontaneously stop for an unplanned walk or activity, through to those wanting a 5-star experience. This work should provide a way to connect these different needs up.

• Mick- conceptually we’ll look at aligning layers. That’s what we did in Taranaki. We engaged with local champions and projects underway and considered how these were supported by the landscape.

• James - our assets will be consumed in the Mackenzie, so we need to consider the spectrum of engagement and keep the special/vulnerable places special. Suggested a ‘drafting day’ with everybody present might be a good idea at the start of the discovery phase, to take stock take of what’s underway, what’s a priority. What can be enhanced and managed.

• Tinaka- sounds like we are looking towards doing a longer-term strategy. Need to be clear if we are considering opportunities through a strategic lens or infrastructure lens? Managing the same as we always have won’t work. Would like to end up with a strategy/vision that is practical and directive.

• Mick- local ‘champions’ really help with engaging the community, iwi and local groups and we think it’s important to identify those early on and work with them.

• John – The project team propose to work in CHCH from a workshop type set-up, how easy will it to be to pick it up from time to time and take it out to local communities?

- Mick – want the project work to be very visual, easy to see and understand what’s happening at any stage with an open invitation to anyone interested. Will use a road show type approach to pick up the work and take on the road.

Discussion: Project Governance – John & Jo • Andrew- important to get a project plan created that has all the milestones and

gateways where meetings and specific governance is needed. Also, a key input from this group is to provide the ‘mana’ locally to get communities and key people involved, open doors.

• Gary - mayoral forums are a great way to get the attention and input of the right people in the sponsor group.

o Jo – will ensure these are all included in the plan and Council hosts communicated with early to get onto meeting agenda with a project progress report/discussion slot.

• Jim- would be good to have a communication stakeholder section in the project plan (regular relationships, who are we engaging with, why etc) Also important to get a sense of key drivers/ motivations/strategic guidelines for stakeholders.


- Jo the p plan will be created at the start of the project). • Gary - What can we contribute in terms of getting the information together? (also, has

been difficult to contribute so please use something like Skype in the future). • Mark - the power of the governance group is the power to demonstrate productive

collaboration. – this is what will increase the strength of this. • Tinaka - DOCs role is to be collaborative, but we should be around the governance table.

That’s because we see a lot of the impact from this project will be in areas we manage and the infrastructure that comes under our management. Keen to understand how we will involve our treaty partner’s.

o Jo – we have started engaging with assistance from Jason – TPK and are very aware iwi must be involved with the work from the start, we have also invited Ngai Tahu CEO to join the governance group.

Next meeting Jo to circulate dates once PGF approval is obtained.

Meeting closed at 12:30pm for lunch.












29August2018

Agenda Item No 14


PUBLIC EXCLUDED ________________________________________________________________________


That the public be excluded form the following parts of the proceedings of this meeting.

I t e m No. Report of Title Reasons for Passing Resolution -

Section 7 LGOIMA 19871 HaideeWard Temporary Road

Closure -MajorMotionPicture-MillertonTrack

Section7(2)(a)and(f)maintaintheeffective conduct of public affairsthrough-

(a) protect the privacy of naturalpersons, including that of deceased naturalpersons; (i) the free and frank expressionof opinions by or between or tomembers or officers or employeesof any local authority, or any persons towhomsection2(5)applies, inthecourseoftheirduty;

2 Keith Marshall Selection and Appointment of Chief Executive

Section7(2)(a)and(f)maintaintheeffective conduct of public affairsthrough-

(a) protect the privacy of naturalpersons, including that of deceased naturalpersons; (i) the free and frank expressionof opinions by or between or tomembers or officers or employeesof any local authority, or any persons towhomsection2(5)applies, inthecourseoftheirduty;

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