Report to COUNCIL for information

MEMO - Council Meeting 30 June 2021 2 of 256

1. Reports of the Chief Executive and Staff for INFORMATION1.1. Quarterly Activity Reporting - Quarter 3 Financial Year 2020-2021

21-122

Title:

Section:

21-122 Quarterly Activity Reporting - Quarter 3 Financial Year 2020-2021

Finance & Affordability – Performance

Prepared by: Michael Parsons – Business Analyst

Meeting Date: Wednesday 30 June 2021

Legal: No Financial: No Significance: Low

Report to COUNCIL for information

PURPOSEThe purpose of this report is to provide Council with a high-level progress update on Council activities.

SUMMARYThese reports contain progress updates against the 2018–2028 Long Term Plan.

The reporting period for non-financial performance is between 1 January and 31 March 2021. The financial reporting is as at COB 30 April 2021. The activities reported on in this report are:

Environmental Services and Protection Resource Consents Building Services Enforcement Science Environmental Health.

Infrastructure Services Urban Stormwater Wastewater Water Supply Land, Rivers and Coastal GDC Journeys Solid Waste.

Liveable Communities Cultural Activities Recreation and Amenity.

Performance and Planning Customer Engagement Strategic Planning and Performance.


Governance and Support Services Governance and Democracy Support Services.

Commercial Operations

The decisions or matters in this report are considered to be of Low significance in accordance with the Council’s Significance and Engagement Policy.

RECOMMENDATIONS

That the Council:

1. Notes the contents of this report.

Authorised by:

Pauline Foreman - Chief Financial Officer

Keywords: list of keywords,

ATTACHMENTS

1. Quarterly report cover page Jan - April 2021 [1.1.1 - 1 page]2. Attachment 1 - Resource Consents [1.1.2 - 4 pages]3. Attachment 2 - Building Services [1.1.3 - 4 pages]4. Attachment 3 - Enforcement [1.1.4 - 5 pages]5. Attachment 4 - Science [53HW] [1.1.5 - 9 pages]6. Attachment 5 - Environmental Health [1.1.6 - 5 pages]7. Attachment 6 - Urban Stormwater [1.1.7 - 6 pages]8. Attachment 7 - Wastewater [1.1.8 - 6 pages]9. Attachment 8 - Water Supply [1.1.9 - 7 pages]10. Attachment 9 - Land Rivers and Coastal [1.1.10 - 7 pages]11. Attachment 10 - Solid Waste [1.1.11 - 6 pages]12. Attachment 11 - GDC Journeys [1.1.12 - 8 pages]13. Attachment 12 - Cultural Activities [1.1.13 - 5 pages]14. Attachment 13 - Recreation and Amenity [1.1.14 - 7 pages]15. Attachment 14 - Customer Engagement [1.1.15 - 5 pages]16. Attachment 15 - Strategic Planning and Performance [1.1.16 - 7 pages]17. Attachment 16 - Governance and Democracy [1.1.17 - 5 pages]18. Attachment 17 - Support Services [1.1.18 - 6 pages]19. Attachment 18 - Commercial Operations [1.1.19 - 4 pages]

Te Kaunihera a te TairāwhitiGisborne District Council

PŪRONGO MAHI HAUWHĀQUARTERLY ACTIVITY REPORTQ3: 1 JANUARY - 30 APRIL 2021

Attachment 1.1.1


Quarterly Activity Report – Resource Consents

Resource Consents Purpose of Resource ConsentsProvide certainty and regulatory rigor in undertaking Council’s legislative duties under the Building Act 2004, Local Government Official Information & Meetings Act 1987 and the Resource Management Act (RMA) 1991. Duties under the RMA include land use, subdivision, air discharge and wastewater to land discharge, resource consents and other national planning instruments such as any relevant National Planning Standards (NPS) and National Environmental Standards (NES).

Manage the district’s natural and physical environment now and into the future asdetailed in the Tairāwhiti Resource Management Plan.

Provide business and regulatory certainty and value to holders of resource consents foreconomic development and community wellbeing.

Ensure a fair process for decision-making on the use of the district’s natural and physicalresources.

Ensure Council’s regulatory responsibilities are met for the environment and community.

Support Gisborne’s development and economic growth through resource use anddevelopment.

Protect our district’s heritage.

Support the connection of iwi to their values and relationships with their sites ofsignificance and Taonga.

Allow participants in resource consent processes to have their views heard andconsidered.

Activity Assessment for the period 1 January to 31 March 2021

Progressing our LTP commitments and focus projects

Performance in terms of delivering our Levels of Service

On track We are progressing as planned

Monitoring

There have been minor acceptable deviations from plan

Attachment 1.1.2



Resource Consents FinancesYear to date results as at end of April 2021

YTD Operating Income: YTD actuals of $771k is favourably over budget by $49k. This is due to receiving unbudgeted income from Independent Commissioner charges which have been on-charged back to the client.

YTD Operating Expenses: YTD actuals of $1.8m is over budget by $84k. This is due to employing external consultants to enable Council to stay compliant with statutory legislation.

Traffic light colour illustrates the % deviation from budget.(“0%” is “no deviation from planned budget”)

Attachment 1.1.2



Progress on plan (Years 1 to 3)LTP COMMITMENTS (YEARS 1 TO 3)

Commitment Progress

Developing guidance material for resource consent applicants.

Work is ongoing to improve website material. Forms and info sheets are being updated as part of the project to improve resource consent timeframes. A project coordinator has been appointed to facilitate this work.

Developing user-friendly processes to make it easy for the customer.

There will be significant emphasis on this aspect of the consenting function through the resource consent timeframes project.

Evaluating service delivery from a customer perspective to promote ongoing improvements.

Feedback is currently received ad hoc from our frequent customers; this helps us when updating information for customers and will assist in our consent timeframe project.

Promoting pre-application meetings.

Ongoing communication in BAU with external stakeholders that this service is offered and well utilised. An additional duty Planner has been appointed to help provide extra capacity in delivery of this service.

Optimising the process for input from parts of Council to ensure timeliness of information.

There will be significant emphasis on this aspect of the consenting function through the resource consent timeframes project.

Providing input into reviews of the Tairāwhiti Resource Management Plan.

Input is provided to the strategic planning team as and when required.

Promoting an enhanced working relationship with iwi and Council consenting staff.

The co-design project requires a suitable facilitator to continue. The consent timeframe project will also assist in alleviating some of the issues raised by iwi.

Levels of service and performance measuresKPI (Key Performance Indicator) Key

Explanatory note

Target met Target not met (but

within 10% of target)

Target not met

(Results greater than

10% from target)

Not reported: includes appropriate commentary.

Whilst a 10% of target threshold has been prescribed, there is a certain amount of subjectivity to this assessment. Should the assessment deviate from the 10% rule, a clear explanation is provided.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit

Operating Expenditure

Capital Expenditure

BUDGET DEVIATION KEY

Attachment 1.1.2



Reporting Period KeyQ1 Q2 Q3 Q4* EOY*

July – Sep Oct – Dec Jan – March

April – June

End of year

*Q4/EOY results are captured within theAnnual Report.

Type KeyA 1/2 Q M

Annual Half yearly Quarterly MonthlyNotesFor annual or half annual measures, actual results are provided for interim quarters if available, but KPI indicators are blank.For monthly measures, results will be averaged for the three months in the relevant quarter.Annual measures with progressive/cumulative results will be used to derive an end of year (EOY) result.

RESOURCE CONSENTSLevel of Service: Decisions on resource consent applications are made in a timely manner following a robust process.

Measure Type Target Results Commentary

Percentage of applications processed within statutory timeframes

Q1 56%

Q2 59.6%Territorial Consents Q 95%

Q3 65%*

This team continues to grow in capability even though they have experienced attrition in number of FTE’s. Additional Contractors were employed to help with staff shortage. Improvements continue to be made to the consent review process.

Q1 25%

Q2 30.8%Regional Consents Q 95%

Q3 71%*

Quarter 3 saw a full complement of staff in this team. The increase in performance reflects increased capacity and capability.

Q1 45%

Q2 42.7%

Overall Consents Q 95%

Q3 65%*

As discussed in the commentary on territorial and regional consent targets, third quarter results have improved through growing capacity and capability, additional contractor resource to relieve the district function and improvements made to the consent review process. The team have continued to provide very good customer service during the resource consent processing function, and in the other tasks involved in providing a comprehensive resource management service.

*The assessment whilst outside the 10% deviation rule, has been reported yellow. This is to acknowledge notonly the initiatives and subsequent improvements evidenced during this reporting period but the directionthese results are now trending.


Q1 NA

Q2 NA

Percentage of consents that meet good practice standards through consent decision audit.

A 92%

Q3 NA

The audit is contracted to commence in quarter 4 (of the 2020/21 financial year), with work to begin imminently.

Attachment 1.1.2


Quarterly Activity Report – Building Services

Building ServicesPurpose of Building Services

Building consents, code compliance certificates (CCCs) and land information memoranda(LIMs).

Accurate and timely information on building consent processes.

Monitors compliance of building warrants of fitness for commercial buildings.

Responses to service requests relating to stormwater.

Assessments and follow-ups for the strengthening of earthquake-prone buildings.

Swimming pool inspections to ensure pools are safely fenced.

Our building services work is about ensuring buildings are safe for people to live and work in, and that people wanting to build or buy a property have access to the information they need.

Activity Assessment for the period 1 January to 30 April 2021




Monitoring


Attachment 1.1.3



Building Services FinancesYear to date results as at end of April 2021


Attachment 1.1.3



Total Operating Income: YTD actuals of $1.3m is favourably over budget by $353k. This is due to an increase in building consents and LIM income.

Total Operating Expenses: YTD actuals of $1.1m is over budget by $131k. This is due to an increase in consultancy fees, relating to specialised advice for consent applications.


Commitment Progress

Set up a digital consent processing system.

Completed – use is dependent on user buy in. We are up to 72% of applications being received through the online portal. This level is most probably near the maximum that we will ever achieve, as many smaller consents will always come in as hard copy.

Update Council's earthquake-prone building register and implement the requirements of the 2017 legislation changes.

Ongoing. We are constantly receiving building consents for earthquake prone building strengthening. There are two to three buildings where enforcement proceedings will need to be initiated. There is one building where the owners have applied for a demolition consent under the Resource Management Act. No decision has been made on that application to date.

Continue to monitor swimming pool fencing safety in response to legislation changes.

The city pools are essentially completed. Building Services has recently sent out letters to pool owners in the rural areas and inspections of these will commence in July. There are 170 rural pools. These are predominantly on the Poverty Bay flats.

Pursue further improvements for all building consent processes and services, including fast tracking building consents.

Building Services are concentrating their continuous improvement efforts on converting from hard copy to remote device (tablet) inspections. This is a major body of work transferring 2500 hard copy records to digital format.


Explanatory note



Target not met


10% from target)



-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.3





April – June

End of year

*Q4/EOY results are captured within the Annual Report.

Type KeyA 1/2 Q M


BUILDING CONSENTS

Level of Service: We will deliver a customer-focused building consents and compliance monitoring service that meets statutory requirements.


Q1 86.7%

Q2 86.8%Percentage of building consents processed within 20 working days.

Q 100%

Q3 88.7%

Building consent compliance continues to be lower than desirable due to the level of activity in the building industry in our region. The non-compliance is exacerbated by the corresponding high level of resource consent activity as many reporting officers provide advice to both regulatory streams. However there has been a slight lift in improvement for Q3.

Q1 95%

Q2 100%

Percentage of fast-track building consents processed within five working days.

Q 100%

Q3 98%

One consent was over the 5-day fast track timeframe.

Q1 NA

Q2 94%Percentage of LIMs processed within 10 working days.

Q 98%

Q3 96%

The overdue LIMs were just one day over the 10-day statutory timeframe.

Attachment 1.1.3


Quarterly Activity Report – Enforcement

EnforcementPurpose of EnforcementThe Enforcement activity consists of monitoring and enforcement, animal and stock control, Harbour master and parking and city watch sub-activities.

The section monitors compliance and enforces the Resource Management Act, District Plan, Dog Control Act, Impounding Act, Land Transport Act, Land Transport (Road User) Rule 2004, NZ Port & Harbour Safety Code, Maritime Transport Act and local Bylaws.

Monitoring and Enforcement

The monitoring and enforcement sub-activity promotes the sustainable management of natural and physical resources, manages the way people use land and water and how those uses affect the environment – for example, noise, earthworks, discharge of pollutants, native bush etc. We also enforce non-compliance with the Resource Management Act and unitary Plan.

Animal Control

This service promotes education with dog owners, maintains compliance with central government legislation regarding the control of dogs, and investigates and enforces non-compliance with the Act and investigates dog attacks on both animals and people. We also respond to stock on roads.

Parking and City Watch

This service promotes traffic safety, helps traffic to flow for businesses and retailers, and holds a presence in the Central Business District (CBD) by assisting Police and retailers.






Attachment 1.1.4



Enforcement FinancesYear to date results as at end of April 2021


Attachment 1.1.4



Total Operating Income: YTD income of $1.9m is under budget by $685k. This is due to a reduction in monitoring income, court enforced fees, and parking income.

Total Operating Expenditure: YTD expenditure of $2.3m is over budget by $140k. This is due unbudgeted ongoing forestry prosecution investigations and legal expenses within monitoring.

Total Capital Expenditure: YTD expenditure of $49k is over budget by $38k. This is due to purchasing 8 new parking meters. They are replacing existing ones which are out of order and unable to source replacement parts.


Commitment Progress

Continue to provide a safe community by maintaining effective dog control compliance.

Tracking well. Animal Control Officers continue to educate communities and offer education programmes to schools to teach dog safety and awareness.

Promote traffic safety and ensure traffic flow by continuing to provide enforcement of Council’s traffic and parking bylaws as well as stationary vehicle offences.

Tracking well. Parking wardens have a presence in the CBD and focus on the traffic and parking bylaws and ensuring traffic flow continues.

Review the Health and Safety Plan every three years and ensure all health and safety requirements are in place.

Ongoing review of Health and Safety within the Enforcement Team.

Promote the sustainable management of natural and physical resources through compliance monitoring and enforcement.

Continued monitoring of both district and regional resource consents. Currently looking at high risk activities – being Forestry, Industrial and Water.

Develop a Parking Policy that balances fees charged for parking with the availability of parking.

Currently under review.

Review the Dog Control Bylaw 2010 in 2020. Currently under review.

Explore opportunities to use technology to make work more efficient, including the use of mobile technology.

8 new parking meters installed. People can now pay by vehicle registration plate and pay by card. Council staff can now accurately record how much money is in each of the new meters. It is also easier to prove when people have/ have not paid for parking. A plan is in place to upgrade remaining parking meters in the next LTP.

Maintain the Gisborne Port and Harbour Safety Management System (SMS) that is consistent with the National Code. Carry out regular audits.

Annual self-assessment completed in June 2021.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.4




Explanatory note

Target met

Target not met (but


Target not met


10% from target)




July – Sep Oct – Dec

Jan – March

April – June End of year


Type KeyA 1/2 Q M


PARKING SERVICES

Level of Service: Council provides on- and off-street parking facilities; to provide sufficient parking to meet reasonable public expectations; to ensure equitable sharing of parking resources and to ensure safe and effective passenger vehicle flow.


Q1 46%

Q2 54%

Council car park (on- and off-street) occupancy in the CBD as surveyed within business hours.

A 60-90%

Q3 45%

Occupancy rate is taken as an average over the week. Occupancy rate can change daily.

Attachment 1.1.4



ANIMAL CONTROL

Level of Service: Council monitors and enforces compliance with legislation intended to protect its citizens from threats to their safety from animal nuisance.


Q1 58%

Q2 39%

Percentage of residents satisfied with Council's efforts in controlling dogs and stock as found in the Resident Satisfaction Survey.

A 50%

Q3 50%

The Animal Control Team continue to work with and educate both the general public and schools. Result has improved on last quarter.

Q1 84%

Q2 78%The percentage of routine requests for dog or stock control issues responded to within two days.

A 90%

Q3 84%

This is a good result despite being under target. Often the delay relates to when the RfS is updated rather than the response time being longer than two days. ACO Team Leader will work with staff to ensure details are being recorded accurately.

Q1 92%

Q2 93%The percentage of urgent requests for dog or stock control responded to within 30 minutes.

A 90%

Q3 86%

The figure is below target. Like the above measure, this often relates to when the RfS is updated, rather than when the RfS is responded to. 30 Mins is also a quick turnaround if staff are already responding to other incidents.

Attachment 1.1.4


Quarterly Activity Report – Science

SciencePurpose of ScienceWe carry out regulatory, non-regulatory and science-based services that relate to our regional council function. The science activity consists of four sub-activities: biosecurity, environmental monitoring, land and soil, and water and coastal.

We provide information, assist, regulate, monitor and report on animal and plant pest management, and sustainable land and water resource management. Some direct control of animal pests is carried out.

To manage the use, development, and protection of our natural and physical resources now and into the future. This activity enables Council to give effect to Statutory Plans and responsibilities under the Biosecurity Act 1993, Resource Management Act 1991 (RMA) and Soil Conservation and Rivers Control Act 1941.

The Science Function consists of the Environmental Monitoring and Science teams who sit in the Strategy and Science Hub and Integrated Catchment Managements and Monitoring and Compliance in the Environmental Services and Protection Hub.






Attachment 1.1.5



Science FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.5



Total Operating Income: YTD actuals of $732k is $145k under budget. Overall user fees and sales revenue is higher than expected. However, this has been offset by receiving no miscellaneous income.

Integrated Catchments Management: YTD shows $68k unfavourable to budget. Although we have received more income in pole and sleeve sales of $59K and unbudgeted grants for the Wharekopae River restoration of $44k we have received no miscellaneous income that was budgeted for of $176k.

Water and Coastal Resources: YTD income is $82k unfavourable. This income was projected for the Wharekopae River Restoration project which has now moved its operations to the integrated catchment activity.

Total Operating Expenditure: YTD actuals of $3.6m is favourably under budget by $933k

Integrated Catchments Management: $227k savings in salaries due to vacant positions and $251k underspend in the Waingake Pamoa Restoration special project due to professional services being spent out of the capital project.

Water and Coastal Resources: Although there was unbudgeted spends of $235k for the MAR project (which is 100% grant funded), there was underspends in biomonitoring and regulatory freshwater plan projects, of which the latter has had $136k approved to be carried over to 2022.

Total Capital Revenue: YTD actuals of $219k favourable to $0 budget

Integrated Catchments Management: Unbudgeted capital grant received from One Tree Planted for the Waingake Pamoa Restoration Project.

Water and Coastal Resources: Unbudgeted capital grant received from Trust Tairawhiti for the MAR (Makauri Aquifer recharge) project.

Total Capital Expenditure: YTD actuals of $883k is unfavourable to budget by $671k.

Integrated Catchments Management: Waingake Restoration actual costs are $614k against the YTD budget of $1.2k. The capital project is expected to be about $300k below budget by year end with no carry overs required.

Water and Coastal Resources: The YTD costs of $260k versus a YTD budget of $497k. Capital expenditure is behind schedule on the bore renewal project by $258k. The project has been paused due to community concerns and will recommence in late June. Budget of $260k has been approved to be carried over to 2022.

Attachment 1.1.5



Progress on plan (Years 1 to 3)Projects Key

On track Monitoring Off track

WHAREKOPAE CATCHMENT RESTORATION PROJECTStatus

Project start date 1 May 2018

Project completion date 30 Dec 2022

Revised completion date N/A

Current progress 50

Current project phase Phase 15 out of 20 (5-year project, 20 phases of quarterly reporting)

Works that were granted under funding rounds 5 and 6 are almost all completed with invoices in and waiting to be paid.

A community planting day at the Rere Rockslide is planned for 30 June 2021. It is hoped that the day will provide the community with skills to undertake native tree planting on their own properties.

LTP COMMITMENTS (Years 1 to 3)

Commitment Progress

Implement the Regional Pest Management Plan.

On track - RPMP Operational Plan 2020/2022 approved by the Operations Committee. Progress is being made on digital field data collection using mobile devices and reporting daily, by property, GPS location and site details. Data is downloaded to GIS Biosecurity Database.

Progressively review water take resource consents to ensure reduction targets in the Waipaoa Catchment Plan are met.

On track – 94% of Makauri aquifer abstraction consents have been reviewed and revised limits set.

Work with industry, discharge consent holders and landowners to improve water quality in waterways identified as de-graded in the Waipaoa Catchment Plan.

Staff have worked with industry landowners to improve water quality discharging from their land. This includes through the requirement of Stormwater management plans, Farm Environment Plans and by ensuring discharge consent holders have the required consent limits. Council have also collaborated with iwi, schools and the Department of Conservation to carry out water quality improvement projects such as tree planting and improving fish spawning sites.

Develop water allocations and caps for water bodies in the Waiapu, Motu, Uawa and Waimata catchments and recommend storage options for the region.

In progress. Water allocations and caps will be delivered as part of the delivery of National Policy Statement for Freshwater Management requirements by December 2024.

Attachment 1.1.5



Commitment Progress

Work with the forestry industry to implement the NES for Plantation Forestry and associated GDC forestry regulation in the Tairāwhiti Plan.

Work has continued in progressing afforestation, earthworks, harvesting and replanting consents in line with the NES-PF. Progress has been made with in planning the replanting of riparian areas in sensitive areas.

Develop an Environmental Monitoring Plan that meets the requirements of the National Policy Statement for Freshwater.

An Environmental Monitoring Plan has been developed. This will continue to be updated during the implementation of the National Policy Statement.

Undertake 'State of the Environment' reporting, with a strong focus on providing a good understanding on the state of freshwater resources.

Complete. Our State of Environment 2020 report was released in June 2020.

Implement the joint Ministry for the Environment (MfE) funded Wharekopae River Restoration Project.

The Wharekopae River Restoration Project is being successfully implemented with good partnership working with landowners. Project completion is scheduled for FY2022/23.

Progress implementation of erosion plans and plantings on the most severely eroding land in the district through the Erosion Control Funding Programme (ECFP).

Staff continue to work with landowners and MPI to implement grants approved under the Erosion Control Funding Programme (ECFP), with encouraging results in the Quarter in progressing several areas.There remain 93 properties without Works Plans, however several will be progressed in the next quarter and beyond. There has been a number of enquires for variations to Works Plans due to effects from the ETS>

Attachment 1.1.5




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


BIOSECURITY

Level of Service: Pest animals and pest plants are controlled to minimise their adverse effects on biodiversity, production, amenity and cultural values (as defined in the Regional Pest Management Plan (RPMP) and Biosecurity Act 1993).


Q1 100%

Q2 100%

Percentage of Exclusion Programme pests found established in the district for the first time visited and all animals controlled.

A 100%

Q3 100%

Q1 73 %

Q2 60%Percentage of known Eradication Programme pest sites visited, and all pests controlled.

A 90%

Q3 90%Achieved by reprioritising work programme and additional staff support.

Attachment 1.1.5




Q1 646 ha

Q2 300 ha

Area of Protection Management Areas subject to specific animal and pest control operations per year.

A 295 ha

Q3 433 ha

Ha area targeted spread over 3 properties .

Q1 NA

Q2 NA

Percentage of monitoring sites in the Hawkes Bay buffer zone assessed post possum control that achieve 10% residual trap catch.

A 95%

Q3 NA

Annual bait station maintenace was undertaken to maintain control of the increased populations, with successful pest control.

LAND AND SOIL

Level of Service: We will work with iwi, landowners and the community to reduce soil erosion risk and remediate severe erosion within the district.


Q1 89%

Q2 89%Percentage of total overlay 3A severely erodible land treated with effective tree cover.

A 90%1

Q3 89%

The percentage remains static as only one Works Plan was approved.

Work continues in implementation of planting. GIS input of Works Plan details has been ongoing and provides for accurate assessment.

Q143,930

ha

Q243,930

ha

Total overlay 3A severely erodible land covered by a draft or final overlay 3A work plan or an Overlay 3A resource consent.

A45,000

ha1

Q344,200

ha

Significant progress has been made in variations to Works Plans and assisting landowners in finalising options alongside MPI. This has not translated into further plans being signed off, hence the addition of just 270 hectares.

1 Year 3 target approved through the Long-Term Plan 2018/28

Attachment 1.1.5



WATER AND COASTALLevel of Service: We manage natural water resources, river and lakes and coastal areas to conserve natural values and sustain consumptive usage.

Measure Type Target Results CommentaryQ1 5

Q2 2

Number of farm environment plans prepared per year.

A 40

Q3 16

36 Farm Environment Plans (FEPs) have submitted for review. So far 16 have been certified as meeting the requirements: Intensive (beef/deer) - 20 submitted

(11 certified, 9 returned for more info).

Cropping/Hort - 12 submitted (5 certified, 7 returned for more info).

Dairy – 4 submitted (all 4 returned for more info).

We have granted submission extensions for 11 FEPs.There is also an approved certification process for horticultural FEPs through the NZGAP Environmental Management System. There are another 19 FEPs being developed through this process.

Q1 N/A

Q2 N/A

Percentage of monitored freshwater sites where the MCI monitoring result indicates good water quality or showing improvement.

A 51%

Q3 N/A

These results are an annual result. Results will be provided in end of year report.

Q1 85%

Q2 94%

Proportion of consents for water takes from the Makauri aquifer being managed for efficient water use.

A 85%2

Q3 94%

Q1 N/A

Q2 N/APercentage of monitored freshwater swimming sites where the water quality is being maintained or is improving for E. coli.

A 62%3

Q3 54%

The result could be due to a range of factors such as periods of heavy rainfall, impact of land use activities on the catchment. We are working on long term improvements to freshwater swimming quality through Farm Environment Plans and catchment schemes such as the Wharekopae catchment project.

Percentage of monitored groundwater wells in shallow unconfined aquifers where water quality is being maintained or is improving for:

Q1 N/A

Q2 N/A Nitrate levels A 78%

Q3 N/A

These results are provided annually. Will be provided in end of year report.

Q1 N/A

Q2 N/A Salinity levels A 92%

Q3 N/A

These results are provided annually. Will be provided in end of year report.

2 New target for year 3 providing improved alignment with recent results and desired performance. Change was adopted through the Annual Plan 2020/21.3 Comparative metrics available in year 2 provided the baseline target for year 3. Change was adopted through the Annual Plan 2020/21.

Attachment 1.1.5



ENVIRONMENTAL MONITORING AND HYDROLOGY

Level of Service: We will collect and manage environmental data to support good resource management decisions and enable a clear understanding of the state of our environment.


Q1LAWA: 2,400GDC: 9,269Total: 11,669

Q2LAWA: 1,671GDC: 2926Total: 4,597

The number of hits received on environmental data pages on the Council website.

A30,000

per year

Q3LAWA: 4,803GDC: 6,772Total: 11,575

A dry late summer meant people were accessing river flow data as water levels were low and abstraction consents were being cut off.

Attachment 1.1.5


Quarterly Activity Report – Environmental Health

Environmental HealthPurpose of Environmental HealthWe provide a diverse range of services that are underpinned by our role in helping to keep our community and environment healthy and safe. These range from processing applications, education, administration, monitoring and enforcement, inspection and verification of:

food premises, alcohol licensed premises and health licensed premises

living conditions such as drinking water supplies, insanitary housing and on-site wastewater systems

environmental protection – including air quality and noise control

waste management and hazardous substances

local bylaws such as navigation regulations

Control of the use of public places.

All the sub-activities under environmental health contribute to a healthy and safe Tairāwhiti, where people live and do business while contributing to quality of life for current and future residents and visitors to our district.






Attachment 1.1.6



Environmental Health FinancesYear to date results as at end of April 2021


Total Operating Revenue: YTD actuals of $377k is unfavourably to budget by $36k. This is due to reduced income in licences and registered premises.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.6



Total Operating Expenditure: YTD actuals of $904k is favourable under budget by $117k. This is due to less spending in operating expenditure in the environmental risk, food & Liquor and living conditions activities.

Total Capital Expenditure: Actual and final unbudgeted costs of $117k relates to the new harbour master boat. The capital spend was authorised by council 19 February 2020 (Report 20-3)


Commitment Progress

Implement the Quality Management System (QMS) approved by Ministry for Primary Industries (MPI) to be used to implement the new Food Act 2014.

Further continuous improvement carried out during the third quarter, concentrating on updating procedures with new staff.

Co-regulatory focus with MPI for implementation of the Food Act 2014.

Complete, the implementation of the Food Act was completed in June 2019. This year the team have participated in regular webinars hosted by MPI for their regulatory partners.

Collaborate with Police and health agencies to ensure compliance with the Sale and Supply of Alcohol Act 2012.

Relationships between agencies remain good, enabling good collaboration.

Maintain relationships with agencies for improved alcohol licensing for large-scale events.

Meetings held with interested parties and agencies related to past and future events.

Deliver a responsive and effective customer service that meets customer demand and expectations.

Continue to improve and offer support for food businesses, to help them understand verifications and make the changes necessary to succeed under the Food Act.

Embrace emerging technology that creates opportunities to improve service delivery.

Continue to improve the use of tablets and reporting to save time during verification audits and reports.

Attachment 1.1.6




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


ENVIRONMENTAL HEALTH

Level of Service1: We regulate food, alcohol and health licensed premises and respond to environmental health issues in the interest of protecting public and environmental health.


Q1Liquor – 67.5%

Food – N/A

Q2Liquor – 49%Food – N/A

Percentage of applications for liquor licences and food certificates processed within target timeframes.

A 97%

Q3Liquor – 41.63 %Food – N/A %

Environmental Health Staff continue to clear old alcohol renewals. This heavily impacts this measure (due to the backlog of alcohol renewals).

Q1 99%

Q2 83%Percentage of noise complaints to be assessed within one hour of receiving a complaint.

Q 90%

Q3 99%

CSL experienced loss of institutional knowledge through staff departures in Q2 which saw some procedures not followed. This has now been corrected through training.

1 LoS wording has been adjusted to highlight specific functions included in the service provision. Change was adopted through the 2020/21 Annual Plan.

Attachment 1.1.6




Q1Food – 6%

Liquor – 21%Health – 2%

Q2Food – 24%Liquor – 37%Health – 23%

Percentage of registered and licensed premises that undergo an environmental health compliance inspection annually.

Q25%per

quarter

Q3Food – 27%Liquor – 8 %Health – 6 %

The focus in this quarter has been on food. This is shown in the target figures with the other areas of service falling under the target figure.

Q1 64%

Q2 60%

Percentage of reported pollution incidents with Council response initiated within 30 minutes.

Q 100%

Q3 60%

Q1: 11 pollution incidentsQ2: 5 Pollution incidentsQ3: 10 Pollution incidents

Attachment 1.1.6


Urban StormwaterPurpose of Urban StormwaterCouncil owns and operates the public stormwater systems for Gisborne City – including Makaraka and Wainui/Okitu – and urban areas in 12 rural communities from Hicks Bay to Matawai.

Our stormwater system is made up of:

The primary stormwater system comprising piped reticulation, open drains, swale drains, sumps and channels.

The secondary stormwater system, which kicks in during significant heavy rain. This includes stormwater flow-paths through reserves, private properties, and along road corridors.

A range of measures that reduce the level of pollutants discharged into natural waterways – including swale drains, green infrastructure, sumps with sediment traps, gross pollutant traps, and education.

The stormwater network includes 162km of stormwater pipes, most of which are reinforced concrete, around 32km of channels and swales, and assets across the city and townships. The network was built 30–60 years ago and, based on the estimated remaining life of the pipes, 140km of pipes are in good condition.

We do this to protect people, dwellings, private property and public areas from flooding by managing the collection and disposal of stormwater in a way that protects the environment and public health.




On track We are progressing as planned.

On Track

We are maintaining our Levels of Service.

Attachment 1.1.7


Urban Stormwater FinancesYear to date results as at end of April 2021


Operations Expenditure: YTD actuals of $2.1m is favourably under budget by $221k. This is due to interest costs of $110k under budget and $116k under budget on repairs and maintenance.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.7


Capital Projects Expenditure:

Rutene Rd Stormwater Upgrade Stage 1 is completed, the overall expenditure will be under budget. This is due to a review of Stage 2 design which has confirmed that an upgrade of the existing pipes would only need to be renewed rather than replacing with larger pipes. A contract will be let to reline the existing earthenware pipes.

Moana Rd Stormwater upgrade is being designed and will support an application for an earthworks consent. Property access agreements are progressing.

Public Drains on private property is progressing well and is on target to be complete by end of year provided all property access agreements are obtained.



RUTENE ROAD STORMWATER (Stage 1-2)Status

Project start date 2018/19 (Design & Investigations)

Project completion date 2020/21


Current progress Stage 1 Completed

Current project phase Stage 2 Renewal, CIPP lining 25%

LTP COMMITMENTS (Years 1 to 3)Commitment Progress

DrainWise is a major focus, with a combination of Council-funded upgrades and private property enforcement.

Good progress has been made. It is likely that we may be underspent by $70k due to a property owner not wanting to sign an access agreement, delaying progress.

Complete investigative, design and upgrade work to address known stormwater capacity restrictions in Stanford Crescent and Rutene Road (Stage 1).

Rutene Rd Stage 1 CompletedRutene Rd Stage 2 Tender let for cure in place of existing SW pipe on Eastern Side.Stanford Cres, being designed and documents for tender are in progress.

Begin investigations, design and installation of stormwater infrastructure in Parkinson Street, Tolaga Bay (Stage 1).

Project completed.

Growth related upgrades in the Taruheru Block.

Projects have been deferred and reassigned as part of the LTP2022 due to no lead developer.

Maintain a network of the right capacity.

Attachment 1.1.7



Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


URBAN STORMWATER

Level of Service: We provide high quality infrastructure and ensure a healthy community through the removal of stormwater and contaminants.


Q1 2.7

Q2 1.42Customer Satisfaction:The number of complaints received about the performance of the stormwater system (per 1,000 connections).(Mandatory measure)

A < 15

Q3 1.63

Q1: 39 complaints Q2: 20 complaintsQ3: 23 complaints

Q1 0

Q2 0Compliant with the Tairawhiti Plan for discharge from its stormwater system, measured by the number of: a) abatement notices b) infringement notices c) enforcement orders andd) Convictions.(Mandatory measure)

A

Obt

ain

a re

sour

ce c

onse

nt fo

r the

d

ischa

rge

of st

orm

wat

er b

y 20

25

Q3 0

We are on track in terms of obtaining a Consent by 2025. Initial work has commenced via the Integrated Catchment Management Plan process (ICMP). Feeding into this plan has been GIS information and flood modelling, a high-level catchment review as well as initial work on a Contaminant Management Strategy.

Q1 38%

Q2 51%

Percentage of residents satisfied with the district’s urban stormwater services. Resident Satisfaction Survey

A 50%

Q3 55%

Attachment 1.1.7



Q1 0

Q2 0

Response Times:The median response time to attend a flooding event, from the time notification is received to the time service personnel reach the site.(Mandatory measure)

A30

minutesQ3 0

No flooding events.

Q1 0

Q2 0

System and Adequacy: The number of flooding events that occur in the district.(Mandatory measure)

A 2 or less

Q3 0

No flooding events.

Q1 0

Q2 0

System and Adequacy: For each flooding event, the number of habitable floors affected.(Mandatory measure)

A < 0.2

Q3 0

No flooding events.

Attachment 1.1.7


Capital Work Programme

Attachment 1.1.7


Quarterly Activity Report – Wastewater

WastewaterPurpose of WastewaterGisborne City, including the western industrial area, and Te Karaka are reticulated by Council-owned and administered wastewater systems. Council also own and administer the four septage disposal sites at Te Araroa, Tikitiki (closed), Ruatoria (Waiapu) and Te Puia Springs.

Within Gisborne City certain industries are served by a separate industrial wastewater network. This network discharges to the wastewater treatment plant and, eventually, the marine outfall. The industrial wastewater is screened but does not go through the biological trickling filter, which treats the domestic sewage only.

Council regulates trade waste discharges to the Gisborne City wastewater systems (domestic and industrial) by the Trade Waste Bylaw and by monitoring these discharges.

To protect public health Gisborne City and Te Karaka are served with a reliable and efficient wastewater system.

The system moves, treats and discharges wastewater in a way that minimises adverse effects on the environment and is compliant with resource consents.

Water utilities are a core function of Council and an essential lifeline service. Preparing for natural disasters is integral to what we do, and we collaborate with other utility providers to identify interdependencies to build greater resilience.





On TrackWe are progressing as planned.

Attachment 1.1.8



Wastewater FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.8



Operating Revenue: YTD actuals of $332k is unfavourably under budget by $76k. Although revenue was up for septic tank disposal and trade waste charges we made a loss on the disposal of Service-Reticulation assets.

Operating Expenditure: YTD actuals of $6.2m is favourably under budget by $264k. This is due to additional depreciation costs of $101k and wet well costs in Gisborne City Disposal of $135k more than was budgeted for.

Capital Expenditure: YTD actuals of $5.4m is unfavourably under budget by $5m. This is due to delays in awarding the contract for the WWTP upgrade. The unspent budget has been approved to be carried over to 2022.



WASTEWATER TREATMENT PLANT FURTHER TREATMENTStatus

Project start date 2018/19 (Design & Early procurement of equipment)


Revised completion date Brought forward

Current progressDetailed Design complete. Early procurement complete. Negotiated Contract for a Lead Contractor (McConnell Dow). Under way aim to complete by mid-June 2022.

Current project phase Year 2


Reduce overflows onto private property and into our waterways using the DrainWise plan to:- fix and replace old private property sewer

laterals- replace Council’s old leaking earthenware

pipes- improve network performance through

more pipe cleaning and surveillance- inspect properties for stormwater illegally

getting into wastewater pipes

Rapid Inflow Assessments were conducted on 1800 properties in Kaiti, Whataupoko and the CBD. 541 gully trap fixes were carried out and 64 down pipes into gully traps were identified of which 57 were removed and a permanent solution implemented.

Design and consent for further wastewater treatment in accordance with the option selected by the community (complete Phase One within ten years).

Stage 2 further treatment is progressing, BECA are completing contract drawings for final pricing by McConnell Dowell as part of a negotiated contract.

Investigate Alternate Use and Disposal (AUD) options for treated wastewater

Applications for external funding were unsuccessful, will reapply in the November tranche.Trade Waste Bylaw to remove mortuary waste is progressing with submissions made and a hearing held. Waiting adoption by Council.

Attachment 1.1.8



Commitment Progress

Apply for resource consent for emergency discharges to waterways under the Tairāwhiti Resource Management Plan.

Hearing planned for 12 July. All preparation is in progress.

Complete improvements to septage sites subject to community consultation and resource consents.

Land identified; awaiting a meeting with landowner to discuss access.


Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


Attachment 1.1.8



WASTEWATER

Level of Service: We provide a well-managed wastewater reticulation and treatment system which protects public healthy and the physical environment.


Q1 0

Q2 0

System and Adequacy:The number of dry weather sewage overflows, per 1000 sewerage connections(Mandatory measure)

A 1

Q3 0

Q1 No dry weather overflows.Q2 No dry weather overflows.Q3 No dry weather overflows

Q1 0

Q2 0

Management of environmental impacts: Compliance with resource consents for discharge from the wastewater system: Measured by the number of: a) abatement noticesb) infringement noticesc) enforcement ordersd) convictions(Mandatory measure)

A 0

Q3 0

No notices, orders or convictions.

Q1 0.9 hr

Q2 0.65 hr

Response to wastewater system faults:a) Median attendance time:

from the notification of the fault to the time that service personnel reach the site (hours)

(Mandatory measure).

A 1

Q3 0.52 hr

Q1: 40 faults responded too.Q2: 28 faults responded too.Q3: 23 faults responded too.

Q1 3.8 hr

Q2 2.36 hr

b) Median resolution measured from the notification of the fault to the time that service personnel confirm resolution (hours).

(Mandatory measure).

A 12

Q3 2.52 hr

Q1: 40 faults Q2: 28 faults Q3: 23 faults

Q1 4.6

Q2 3.48

Customer Satisfaction: The total number of complaints per 1000 connections received.(Mandatory measure).

A <15

Q3 2.32


Q1 44%

Q2 45%

Percentage of residents satisfied with the Gisborne district’s wastewater system. Resident Satisfaction Survey

A 50%

Q3 45%

Q1 0

Q2 0

The annual number of events where sewage is discharged from Council’s reticulation into rivers or streams (in a less than a 1-in-10-year rain event).

A ≤4

Q3 0

None to report.

Attachment 1.1.8




Attachment 1.1.8


Quarterly Activity Report – Water Supply

Water SupplyPurpose of Water SupplyThe Council supplies treated water to Gisborne city and the communities of Te Karaka, Whatatutu, Makaraka and Manutuke. Treatment plants located at Waingake, Waipaoa, Te Karaka and Whatatutu provide water to the water reticulation network – which includes reservoirs, pump stations and the connections from the street mains to all serviced property boundaries.

Council provides a continuous, sustainable, safe public water supply for drinking and potable uses. The supply provides assured availability of water for fire-fighting purposes to the Gisborne city supply area and a supplementary water supply to the townships of Te Karaka and Whatatutu.

Water Safety Assurance

Comprehensive testing is completed for the source water and treated water to look for emerging risks and potential changes in the water supply sources. Samples were collected and tested in February 2021 and the analysis results contained no contaminants of concern.





Monitoring


Attachment 1.1.9



Water Supply FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.9



Operating Revenue: YTD actuals of $131k are favourable over budget by $58k. Although we have received $103k more income in connection fees we have made a loss on the disposal of water reticulation assets of $61k.

Operating Expenditure: YTD actuals of $5.2m is unfavourably over budget by $376k. This is mainly driven by higher repairs and maintenance costs due to an increase in lateral fixes and management fees.

Capital Expenditure: Capital projects are on track for year end. Backflow Prevention (BFP) is experiencing delays in sourcing manifolds but so far has not impacted on progress. Replacement of asbestos cement (AC) watermains is progressing well. Work on the Waingake Water Treatment Plant renewals will be happening in June, weather permitting.



RESIDENTIAL BACKFLOW PREVENTIONStatus

Project start date 2018/19


Revised completion date On Target

Current progress On Target

Current project phase Year 2 of 7 ($4.2M)

LTP COMMITMENTS (YEARS 1 TO 3)Commitment Progress

Improve water treatment by installing UV reactors to further reduce the risk of protozoa contamination at the Waipaoa WTP.

Completed in 2019.

Install 9000 point of supply manifolds with check valves at residential connections to reduce the backflow contamination risk. This is a seven-year programme of work.

On track for year 3.

New infrastructure in the Taruheru Block to allow for future growth. Projects deferred due to lack of lead developers

Additional operational and maintenance budget is required as a result of increased health and safety requirements, drinking water compliance and the Freshwater Plan.

Compliance requirements and majority of safety improvements successfully completed in budget.

Attachment 1.1.9




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


WATER SUPPLY

Level of Service: We provide water supply infrastructure that meets the needs of our community now and into the future by delivering safe, clean water in a sustainable manner.


Q1 79%

Q2 91%

The percentage of residents satisfied with the water supply system. Resident Satisfaction Survey

A 70%

Q3 91%

Q1192litres

Q2 259 litres

Demand Management The average consumption of drinking water per day per resident within the district.(Mandatory measure)

A308

litres/person/day

Q3 260 litres

Q1 0.9

Q2 1.72

Customer Satisfaction The total number of complaints received expressed per 1000 connections to the networked reticulation system.(Mandatory measure)

A <50

Q3 1.48


Attachment 1.1.9




Fault Response TimesIn response to a fault or unplanned interruption to the networked reticulation system, the following median response times measured:

Q1 0.1 hours

Q2 0.26 hours Attendance for urgent callouts

Q 2 hours

Q3 0.12 hours

Q1: There were 9 urgent callouts Q2: There were 10 urgent calloutsQ3: there were 7 urgent callouts

Q1 1.1 hours

Q2 1.60 hours Resolution of urgent callouts

Q 8 hours

Q3 1.06 hours

Q1: There were 9 urgent callouts Q2: There were 10 urgent callouts Q3: there were 7 urgent callouts

Q1 2.8 hours

Q2 3.27 hours Attendance for non-

urgent calloutsQ 8 hours

Q3 1.81

Q1: There were 113 non urgent calloutsQ2: There were 149 non urgent calloutsQ3: there were 145 non urgent callouts

Q1 0.98 days

Q2 0.84 days Resolution of non-urgent callouts

(Mandatory measure)Q 2 days

Q3 0.67 days

Q1: There were 113 non urgent callouts Q2: There were 151 non urgent callouts Q3: there were 145 non urgent callouts

Q1 NA

Q2 NA

Maintenance of the reticulation networkThe percentage of real water loss from Council’s networked reticulation system.(Mandatory measure)

A <15%

Q3 NA

Whilst a 5-yearly assessment, staff will review frequency to comply with this mandatory measure.

Attachment 1.1.9



Safety of Drinking WaterThe extent to which the drinking water supply complies with:a) part 4 of the drinking water standards (bacteria compliance criteria)(Mandatory measure)

Measure Type Target Results CommentaryQ1 CompliantQ2 Compliant Gisborne City A 100%Q3 CompliantQ1 CompliantQ2 Compliant Gisborne Rural A 100%Q3 CompliantQ1 CompliantQ2 Compliant Te Karaka A 100%Q3 CompliantQ1 CompliantQ2 Compliant Whatatutu A 100%Q3 Compliant

Compliant in terms of NZ drinking water standards. Checks are undertaken with the Ministry of Health Drinking Water Assessor.

Safety of Drinking WaterThe extent to which the drinking water supply complies with:b) part 5 of the drinking-water standards (protozoal compliance criteria) (Mandatory measure)

Q1 CompliantQ2 Compliant Gisborne city A 100%Q3 CompliantQ1 CompliantQ2 Compliant Gisborne Rural A 100%Q3Q1 Compliant

Q2 Probable Non-Compliant Te Karaka A 100%

Q3

Q1 Probable Non-Compliant

Q2 Compliant Whatatutu A 100%

Q3

Compliant in terms of NZ drinking water standards. Checks are undertaken with the Drinking Water Assessor.

Te Karaka ultraviolet treatment data transgression. The risk to health was not compromised.Compliant in terms of NZ drinking water standards. Checks are undertaken with the Drinking Water Assessor.

Whatatutu ultraviolet treatment data transgression. The risk to health was not compromised.

Attachment 1.1.9




Attachment 1.1.9


Quarterly Activity Report – Land, Rivers and Coastal

Land, Rivers and CoastalPurpose of Land, Rivers and CoastalCouncil manages:

the Waipaoa and Te Karaka Flood Control Schemes, including 68km of stopbanks

277km of land drains that support agricultural activity

303km of rivers and streams, including bank protection and channel clearance

Around $0.8m of coastal assets in the Wainui Beach Coastal Scheme.

Our work in this area also involves rivers asset management, flood control schemes, land drainage schemes, Wainui Beach foredune protection and river channel maintenance. The total network replacement value is around $65m.

We do this to:

keep people and properties safe from flooding, river erosion and coastal erosion in identified areas

maintain the design standards and levels of service for our district’s land drainage, rivers, streams and coastal protection assets, using the most cost-effective long-term asset management options

Provide advisory and investigatory service to mitigate flood risk and coastal erosion.





Monitoring


Attachment 1.1.10



Land, Rivers and Coastal FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.10



Operating Revenue – YTD Actuals of $529k is favourably over budget by $255k. This is mainly due to recognition of $220k of Trust Tairāwhiti grant income for the Waikanae to Waipaoa Cycle Trail.

Operating Expense – YTD actuals of $1.9m is favourably under budget of $246k. This is due to no costs on interest on loans and an overall underspend in new drainage areas.

Capital Expenditure – YTD capital slightly under budget $159k due to delayed expenditure on Awatere River Landfill and the Tauwhatinui Detention Dam.



Attachment 1.1.10



TANSLEY DRAIN – REPLACE FAILING RETAINING WALL $700,000Status

Project start date March 2018

Project completion date December 2020

Revised completion date June 2020

Current progress Completed

Current project phase Planting has been completed and the project is complete.

TAUWHATINUI DETENTION DAM $1.3MStatus

Project start date 2018/19 Investigations/consultation

Project completion date 2019/20 (design/construction)

Revised completion date design/construction – June 2020

Current progress Investigations – 100%, Consultation 100%, Design 100%, Resource Consent 100%, Tenders let and accepted 100%.

Current project phaseConstruction on site commenced in January 2021. Most of the bulk earthworks have been completed and work has begun on the spillway. Completion due by 30 June.

WAIPAOA FLOOD CONTROL SCHEME UPGRADE $32 – $35 MILLIONStatus

Project start date 2015/16 (Stopbank upgrade construction works started in February 2019)



Current progress

On track. In late 2020 a $7.5m Government Grant was approved for project expenditure until June 2023. This external funding has accelerated project delivery and reduced the financial contribution from the community.As of May 2021, about 14km of Waipaoa stopbanks have been successfully upgraded. 50km left to upgrade.Stopbank construction works are currently underway in the area upstream of the Waipaoa SH2 ‘Matawhero’ Bridge on eastern side of the river. Construction works are expected to continue in this area until mid-June or until wet weather halts progress.Tendering to procure a contractor for next year's construction season will occur in July 2021.

Current project phase Currently in delivery phase.

ONEPOTO FLUMES $205,000Status


Project completion date April 2020

Revised completion date June 2020


Current project phase Construction completed in June 2020.

Attachment 1.1.10



LTP Commitments (Years 1 to 3)Commitment Progress

Continue to provide flood warning service.Flood Warning Manual updated. Revision and training with the manual ongoing with 4 Flood Warning Officers.

Waipaoa Flood Control Scheme 15-year upgrade from a 1:100-year event flood protection level to a 1:100-year event taking into account the effects of climate change out to 2090.

Stopbank construction works are planned to fully complete the upgrade of the entire eastern ‘city’ side in Year 1. In Years 2 & 3, stopbank upgrade construction works shift across to the western side of the Waipaoa River, starting from the ocean end first and working in an upstream direction.

Review the levels of service for the Te Karaka scheme, which was originally designed for a 1:200-year event.

A risk assessment has been completed. Analysis has indicated a level of service drop in some areas below the 1:200 event.

Maintain the land drains to drain a 1:5-year rain event.

Ongoing digging of drains.

Short-term renewal of the land drainage pump stations and retaining walls on the Tansley Road drain.

Bryant Williams Pump Station has been renewed. Tansley Rd retaining walls have been completed.

Most of the asset value is in non-depreciable assets (stopbanks, channels). Long-term renewal requirements are a relatively low proportion of the overall budget, but this needs to be confirmed as condition and life data improves.

A full risk assessment has been completed for the Waipaoa and Te Karaka Schemes.

Ongoing inspections of assets, particularly critical structures.

Routine inspections continue with full inspections completed of both the Waipaoa and Te Karaka Schemes.

Surveys to capture coastal elevation data. Surveys are conducted after significant storm events.

Wainui Beach Erosion Management Strategy implementation.

A new strategy is being developed to include all coastal assets.

Beach erosion monitoring. Surveys are conducted after significant storm events.

Pump station upgrades.Bryant Williams Pump Station has been renewed. A new transformer has been at Karaua Rd Pump Station.

Respond to Council’s Requests for Service system to manage and track all requests that the public make.

Ongoing. All requests for service dealt with promptly.

Review service delivery model to ensure greater efficiencies.

New contract model adopted with in-house maintenance staff transferred to the 3 waters maintenance contractor.

Review weed spraying operations to find better ways, such as tractors with boom sprayers.

New spray units purchased by the maintenance contractor with automatic retractable hoses.

Review how we do things compared to other similar teams across New Zealand.

Staff have attended Special Interest Group Meetings at Hawkes Bay and Bay of Plenty Regional Councils attended by other Regional Councils from throughout New Zealand.

Attachment 1.1.10




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


LAND, RIVERS AND COASTAL

Level of Service: We manage the effects of coastal erosion and the drainage of rivers and streams to minimise flood risk.


Q1 92%

Q2 85%

Percentage of Requests for Service resolved within target timeframes. Request for Service

Q 80%

Q3 86%

Q1 NA

Q2 NA

System adequacy and maintenance:25% of flood control stopbank length is inspected annually and maintained to a 1-in-100-year protection standard (mandatory measure).

A 25%

Q3 NA

25% of the length or 15.95km of the Waipaoa stopbanks were inspected by the contractor. 100% or 4.3km of the Te Karaka Flood Control Scheme was inspected by Council Engineers.

Attachment 1.1.10



Work Programme

Attachment 1.1.10


Quarterly Activity Report – Solid Waste

Solid WastePurpose of Solid WasteCouncil ensures sustainable management of our district’s waste by minimising waste generation and maximising opportunities to use waste as a resource. Key activities include:

rural and urban kerbside collection rural transfer operations waste minimisation and education recycling initiatives cleaning public places landfill operations and aftercare.

Council is legally obliged to manage our district’s waste under the Local Government Activity and Public Health Act 1956. The Waste Minimisation Act 2008 also requires all local authorities to adopt a Waste Management and Minimisation Plan (WMMP). We have a duty to ensure that this activity is managed effectively and efficiently.




Monitoring



Attachment 1.1.11



Solid Waste FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.11



Operating Revenue: YTD tracking $119k favourably to budget due to receiving unbudgeted grant income from MBIE TIF (Tourism Infrastructure Fund), and higher than expected Waste levy and EnviroSchools income.

Operating Expenditure: Current spend is $350k unfavourable due to Litter Bin Contract Collection costs and depreciation being higher than budgeted.

Capital Revenue: $77k capital grant was received from MBIE TIF for the Big Belly Bins project.

Capital Expenditure: YTD capital expenditure is underspent due to delays caused by changes in the team and hub movements. Waiapu Landfill – Stage3 – Most of this budget is planned to be spent in June through August 2021. A budget of $20k has been approved to be carried over to 2022. Paokahu Closed Landfill has budget approved to carry over to 2022.



PAOKAHU LANDFILL REMEDIATION WORKSStatus Working to complete by end of 2020/21 financial year

Project start date Ongoing

Project completion date 2020


Current progress 30%

Current project phase Plan

With the transition of Solid Waste from Liveable Communities to Lifelines a meeting is being arranged with the Trust.

As part of this work Tonkin & Taylor have also undertaken testing of the landfill cap, the results of which have since been assessed against the consent requirements. Results have shown a variable difference in material thickness which is non-compliant. To determine environmental effects further, analysis of the water balance modelling was undertaken. Results of the modelling have shown that although it is non-compliant, the cap has a similar level of performance to the cap as prescribed by the consent.

The work programme as outlined by the Tonkin & Taylor design package is as follows and is planned for completion in the current financial year:

Leachate collection systems improvement. Leachate storage system improvements. Surface water drainage improvements. Riparian planting and additional fencing for stock control around waterways.

Monitoring works by the Environmental team continue with regular updates to ensure there are no new breaches of resource consent conditions.

Attachment 1.1.11




Commitment Progress

Maintain existing levels of service for kerbside collection, litter bins, transfer station management and waste minimisation. New opportunities for improvement and efficiency will be identified through the new WMMP and progress may be made in establishing shared services opportunities with Wairoa District Council.

Existing levels maintained. Looking at and planning toward the future for our kerbside collection services.

The Paokahu Landfill, which is acknowledged as having an environmental impact on the Awapuni Drain and waterways, there will be a focus to minimise impacts and support tangata whenua aspirations for restoring the area for future generations.

High level engagement with the Paokahu Trust has recommenced to look at the options for the Paokahu landfill remedial works.

Implement the WMMP 2018–2024. Ongoing in this mahi.

Work on potential opportunities to collaborate with Wairoa District Council on regional solid waste opportunities.

Ongoing engagement with Wairoa District Council on opportunities for Solid Waste and Waste Minimisation.

Health and safety review of solid waste and its contractors.

Regular reviews and audits of contractors.

Implement a waste management asset replacement programme.

With changes in the Solid Waste section of Council this is yet to be completed.

Public awareness programmes such as composting workshops.

Ongoing with the Tairāwhiti Environment Centre.

Monitor the effects of the introduced user pays system on rural transfer stations to track progress and identify any future waste minimisation needs.

Ongoing work with Community Caretakers to monitor the user pays system and ensure compliance of implementation.

Decision to be made on the Waiapu Landfill closure.

Not yet completed.

Implement additional spring cleaning / summer season services for the CBD street cleaning contract.

Additional works in place for summer season.

Continue to support the Enviroschools programme.

Continuing with the Enviroschools kaupapa with ongoing support.

Attachment 1.1.11




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


SOLID WASTE

Level of Service: Solid waste facilities are adequate and available to the community, including regular kerbside collection services and transfer stations.


Q1 35.98T

Q2 41.75TTotal waste received as illegal dumping.

A Decrease

Q3 66.69T

An increase of Illegal dumping in this period. This is due to both an increase of visitors over the new year period, summer festivals and an increase in residents dumping rubbish in different areas of the Rohe

Q1 86%

Q2 88%

Resident satisfaction with kerbside rubbish bag and recycling collections. Resident Satisfaction Survey

A 90%

Q3 84%

Looking to investigate our kerbside rubbish and recycling collection service.Is our current service fit for purpose and where can we do better?

Attachment 1.1.11



Level of Service: Public information and programmes promote waste minimisation.


Q1 66%

Q2 76%

Resident satisfaction with Council's waste minimisation services and initiatives. Resident Satisfaction Survey

A 80%

Q3 69%

Many of our initiatives such as composting workshops and second-hand Sunday are put on hold during January and the holiday period. We trialled some larger receptacles for rubbish and recycling in summer hotspots where there are additional visitors and tourist activities. This was successful with reducing our illegal dumping in these areas and will look to continue for the 20212-2022 summer period

Level of Service: Waste is diverted from the landfill via waste minimisation methods.


Q1 81kg

Q2 91kg

Reduction in waste to landfill. Total kg of solid waste to landfill per head of population (kg).

A 285kg

Q3 92kg

Waste to land fill increase due to additional visitors over the holiday period

Q1 34:66

Q2 32:68Increased ratio of recycling tonnage to landfill waste tonnage.

A30:70

initiallyQ3 31:15

Level of Service: No adverse effects on the environment or human health from the Paokahu and Waiapu landfills.


Q1 0

Q2 1Number of resource consent breaches for Waiapu and Paokahu landfills.

A<5 per year

Q3 0

Attachment 1.1.11


Quarterly Activity Report – GDC Journeys

GDC JourneysThe Purpose of GDC JourneysCouncil’s Land Transport Business Unit, Gisborne District Council Journeys, manages the land transport activity. This includes all operational elements of road maintenance and renewals, capital projects and walkways and cycleways. We also manage Gisborne city’s two commuter and nine school bus services as well as our road safety education initiatives.

Our region has an extensive land transport network including 1,903km of road, with 238km in the urban area and 1,665km of rural roads. The Land Transport activity is Council’s single largest investment activity, providing critical infrastructure to support community connections and economic growth.

The New Zealand Transport Agency (NZTA) is responsible for the state highway network. Council is responsible for the local road network, including the extensive rural road network and the urban road network. Gisborne District Council Journeys is a collaborative venture between Council and the Transport Agency to manage our region’s road network.

As a regional authority, we have a responsibility for regional land transport planning. This is carried out by Strategic Planning with Gisborne District Council Journeys.

Land transport infrastructure is a key enabler of community connectivity and economic activity for our region. Agriculture, forestry and horticulture are major industries in Gisborne, and tourism is growing with great potential. Significant growth in forest harvesting is producing economic benefits and placing pressure on the region’s land transport network. Linkages to both domestic and international markets are crucial for the region’s economy and employment. The Land Transport Management Act 2003 requires Council to have a Regional Land Transport Plan and a Regional Public Transport Plan. These plans are reviewed every three years.


After reviewing the LTP commitments, (years 1 to 3) most projects are almost complete. As discussed in the 2021–2031 LTP, the Provincial Growth Fund has provided a much-needed investment into the roading network. There are still national freight issues due to COVID especially electrical componentry, streetlight columns or LED streetlight replacements have a delivery time of 5-7 months. Staff are preparing the next 3-year work programme in anticipation that LTP and Waka Kotahi roading budgets are announced in August 2021.





Attachment 1.1.12



GDC Journeys FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.12



Operational Income – YTD actuals of $30m is favourably over budget by $16.4m. This is due to $6.9m grant funding from Ministry of Business, Innovation & Employment (MBIE) for the Tairāwhiti Redeployment Implementation Programme (TRIP) and $8.9m of PGF funding, and $.8m of BAU.

Operational Expenditure – YTD actuals of $35m is unfavourably over budget by $16.7m. This is due to unbudgeted spends on PGF $8.4m and TRIP $6.9m and Queen’s birthday PGF emergency work of $1.9m. The additional income related to these expenditures is reflected in favourable over budget in operational income.

Capital Revenue – YTD actuals of $38.1m is unfavourably under budget by $6.7m. This is due to the timing of the PGF budget forecasting vs spend.

Capital Expenditure- YTD actuals of $42.2m is unfavourably under budget by $9m. This is due to BAU projects delayed due to unbudgeted emergency work and accelerated PGF2 and TRIP projects. The main difference is a $5.5M reduction between PGF budgets which were submitted as part of this annual plan versus those that were finally approved by the Provisional Development Unit.

Progress on plan (years 1 to 3)Projects Key


LED STREETLIGHT CONVERSIONStatus

Project start date 1 July 2020

Project completion date 30 June 2021

Revised completion date 30 August 2021

Current progressLED lights delayed by wide shipping delays, finally arrived in Gisborne on 2 June

Current project phaseContract to build brackets awarded to Universal Engineering, once constructed LED lights can be installed.

RAKAIATANE RD UPGRADEStatus

Project start date 1 October 2018

Project completion Phase 1 date 0 August 2019

Project completion Phase 2 (post TeHa) date

30 April 2021


Current project phase Project – complete- draft close out reports submitted to PDU.

Attachment 1.1.12



POTAE ROAD EXTENSION (Nelson to Potae link)Status

Project start date Nov 2020


Revised completion date 30 July 2021

Current progress Contract awarded to Siteworx, culvert installation 100% complete and road build 80%

Current project phaseRoad and footpath build to Nelson Road still to be completed and utilities upgrades still in progress

MINOR IMPROVEMENTS (LOW COST/LOW RISK)Status

Project start date 1 August 2018


Revised completion date 30 November 2020


Current project phase

Valley Road safety footpath completed by the end of November, contract documents for Titirangi One-way system tender awarded to Fulton Hogan; project

95% complete, tree removal and fencing still to be actioned. Project completion date 30 June.

Mangapapa School; project was accelerated from priority order to align with major school upgrade.

Work 100%

EMERGENCY WORKS – $26.4MStatus



Revised completion date 10 September 2021


Current project phaseAll psychical works contracted –some bridge work may be suspended if river levels make the work site unmanageable.

Attachment 1.1.12



LTP COMMITMENTS (YEARS 1 TO 3)Commitment Progress

Improve the condition of road assets that are below the desired levels of service.

The rural unsealed network overall is in a much better condition than 3 years ago due to PGF investment.

Address backlog of resilience and slip repair work on key routes.

Hazardous tree removal programme has reduced road closures, increasing network resilience.

Increase emergency repair works to address damage from frequent heavy rainfall.

Continue for emergency funding packages to central government to address this.

Upgrade rural roads with industry and Transport Agency support, to enable log harvest.

50max programme has allowed heavy transport to travel over non accessible bridges.

Key resilience strengthening projects on rural roads including East Cape Road Bluff slopes stabilisation.

PGF funding excluded the East Coast Bluffs, focus was the Te Araroa bluffs. Stage 1 contract awarded to Fulton Hogan.

Continue to implement the recommendations of the Eastland Port Access Strategic case.

This is a Waka Kotahi (NZTA) project.

Complete a Network Efficiency Investigation to consider best heavy vehicle routes.

Not actioned.

Safety improvements including guard railing and corner realignment in key risk areas.

Rural delineation (road marking) prioritised to improve safety on rural sealed roads.

Local road improvements to support forest harvest including Arakihi Road widening and seal extensions to Waimata Valley, Tauwhareparae and Kanakanaia roads.

Completed under PGF funding in 2020.

Review speed management zoning including progressing safe school speed zones.

Engagement process completed with draft speed management plan. Report to August Operations Committee.

Township upgrades for Manutuke and Muriwai.

Manutuke complete and streetlights going into Muriwai.

Continue streetlight upgrades. In progress.

Increase bridge and retaining wall maintenance/renewal work.

Projects aligned with LTP budgets

Monitor urban traffic growth trends including potential efficiency impacts on freight and people movements.

Traffic growth monitored each year.

Complete the Urban Cycleway Programme from Wainui through Kaiti to the Turanganui River including the Gladstone Road Bridge walkway.

Wainui Stage 3 is 98% complete, Crawford Road on hold until revised consultation complete.

Complete transport upgrades to support the Inner Harbour redevelopment including safe pedestrian access to Titirangi (Kaiti Hill).

Inner harbour complete.

Upgrade Titirangi Road to enable safer pedestrian use and improve car parking.

The ascent to the summit is complete.

Progress the Taruheru Cycleway with external funding.

2021–-2031 LTP decision to rate fund the local share.

Attachment 1.1.12



Commitment Progress

Complete the new Taruheru subdivision road linking Potae Avenue to Nelson Road and Gwyneth Place parking improvements.

Project in construction phase.

Tourism upgrades including increased rest areas on SH35 and upgrades to East Cape Road.

PGF awarded $10m to upgrade East Cape Road – Stage 1 awarded to Fulton Hogan Ltd.

Continue to support the Gizzy Bus and the school bus service, the free Kaiti School bus and the SuperGold Card and Total Mobility schemes.

Financial support continues and aligns with LTP funding.

Footpath and crossing renewals. Annual contracts awarded.

Consider possible trial revegetation of State Highway Road corridor site with native vegetation.

This is a Waka Kotahi project.


Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


Attachment 1.1.12



GDC JOURNEYS

Level of Service: We ensure the roading network is designed and managed for safe use with low crash and injury rates.


Q1 NA

Q2 NAAnnual number of pedestrian and cyclist injury accidents.

A Decrease

Q3 N/A

Reported annually in Q4

Q1 26%

Q2 30%

Percentage of residents who feel that riding a bicycle is unsafe. Resident Satisfaction Survey

A

Ma

inta

in o

r d

ecre

ase

from

pr

evio

us y

ears

(26%

)Q3 28%

Q1 NA

Q2 NA

Road Safety: The change from the previous financial year in the number of fatalities and serious injury crashes on the local road network.(Mandatory measure)

A Decrease

Q3


Level of Service: We operate and maintain a reliable roading network that is in good condition and fit for purpose.


Q1 35%

Q2 28%

Percentage of residents satisfied with overall condition of Council roads. Resident Satisfaction Survey

A 60%

Q3 38%

Q1 30%

Q2 39%

Response to service requests - The percentage of customer service requests relating to roads and footpaths to which Council responds within the time frame specified in the LTP.Request for Service(Mandatory measure)

A 80%

Q3 35%

We are working with our contract providers to ensure that this is remedied as soon as possible.

Whilst the initial response rate is disappointing, RfS's are completed within timeframes 93% of the time.

Q1 NA

Q2 NA

Road condition: The average quality of ride on a sealed local road network, measured by smooth travel exposure.(Mandatory measure)

A

80%

of s

eale

d

netw

ork

to h

ave

NA

ASR

A c

ount

of

150

or b

ette

r

Q3


Q1 NA

Q2 NA

Road maintenance: The percentage of the sealed local road network that is resurfaced.(Mandatory measure)

A 5%

Q3 NA


Attachment 1.1.12




Q1 NA

Q2 NA

Footpaths: The percentage of footpaths within the district that fall within the service standard set out in the Pathways Asset Management Plan.

A 60%

Q3 NA


Level of Service: We provide and maintain affordable and accessible transportation services that balance the needs of all users.


Q1 84%

Q2 83%

Percentage of residents using the walking and cycling networks. Resident Satisfaction Survey

A 64%

Q3 84%

Q1 100%

Q2 NA

Percentage of customers who rate the passenger transport system as excellent/good.

A 80%

Q3 N/A

Survey of passengers was not undertaken during the reporting period.

Q1 34,951

Q2 24,686The number of bus passengers per annum.

A 145,000

Q3 38,617

Attachment 1.1.12


Quarterly Activity Report – Cultural Activities

Cultural ActivitiesPurpose of Cultural ActivitiesThis activity includes:

• Theatres – Council provides facilities, expertise and services that enable the public to experience and participate in performing and visual arts, corporate and community events.

• Museum and Public Art – Council provides facilities, services and public art projects. We own and maintain the Museum buildings but contract services to the Tairāwhiti Museum Trust.

• HB Williams Memorial Library – The Library provides access to space and resources including professional staff, a relevant collection of materials including local histories, free internet, a digital e-library, and specialised programmes to inspire learning and civic participation.

• Tairāwhiti Navigations – The programme include the following projects: Tupapa, Inner Harbour redevelopment, Puhi Kai Iti/Cook Landing Site, Titirangi Summit and Titirangi Restoration.

Access to the arts and culture make a significant contribution to the social and economic life of our community.

Activity Assessment for the period 1 January 2021 to 30 April 2021

Standing up protocols for COVID-19 alert level 2 during the third quarter amounted to twelve days over two periods affecting all facilities: limiting visitor numbers and prompting further cancellations of bookings at theatres.

Navigate Tairāwhiti Bridge Link, Te Panuku Tu Titrangi Summit and Te Maro site work projects remain active.





Attachment 1.1.13



Cultural Activities FinancesYear to date results as at end of April 2021


Operating Revenue: Year to date (YTD) is tracking $31k unfavourable to budget however this is a 50% increase on last quarter in part due to increase in sales income at theatres, despite continued cancellation of events during third quarter.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.13



Operating Expenditure: YTD tracking expected to maintain $205k favourable to budget and will remain underspent at end of financial year due to limited spend during change in COVID-19 alert Level 2 periods during third quarter.

Capital Expenditure: YTD capital spend includes a number of small projects that are offset by grants from New Zealand Library Partnership Programme funding and a 50% reduction in spend for renewal of Library Management Software as result of a review of project scope. Capital income for Navigate Tairāwhiti appears in Lifelines Hub.




THEATRES

Review all contracts and agreements with suppliers and theatre users and implement improvements.

Complete

Maintenance on Patutahi Hall fire escape and balustrades. Complete

Increase revenue generation. Complete

MUSEUM AND PUBLIC ART

Complete an Arts Plan for the district to be linked with the Community Facilities Strategy. Complete

Install Hawaiki Turanga and Ruapani sculptures. Paused

Restore Totem Pole in time for Te Ha 2019. Not started

Museum to develop 10-year strategic plan. Business Plan expires 2022.

Continue to financially support Museum services and own and maintain buildings. Ongoing

Council and Museum to renegotiate service delivery contract.

Year 1 Long Term Plan 2021–2031to align with agreement renewals.

HB WILLIAMS MEMORIAL LIBRARY

Consolidate programming and new uses in upgraded library building. Ongoing

Continue to develop the e-library including creating an online place to manage and share community/social history.

Completed. Embedded into ongoing business.

Renew Integrated Library Management System. 90% complete

Strengthen and embed bicultural capacity in all areas of library services. Ongoing

TAIRĀWHITI NAVIGATIONS

Ongoing maintenance of assets and infrastructure. Embedded as business as usual

Continue to build on partnerships that have been developed.

Key partnership with Ngati Oneone maintained with ongoing works

Attachment 1.1.13




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


CULTURAL ACTIVITIES

Level of Service: Cultural facilities are accessible to Tairāwhiti residents and visitors.


Q1 11,673

Q2 10,302Number of visitors per annum to Tairāwhiti Museum.

A 45,000

Q3 10,325

Percentage of households that have used the Tairāwhiti Museum

Q1 51%

Q2 41%

Q3 51%

Q1 58%

Q2 53%

Percentage of households that have used the HB Williams Memorial Library in the last 12 months. Resident Satisfaction Survey

A 66%

Q3 53%

Previous 12-month period, library closed and/or limited to 50 visitors. No programmes for 3.5 months and 12 days at covid-19 alert level 2 in Q3. Expected result.

Q1 27,580

Q2 26,960

Number of onsite visitors to the HB Williams Memorial Library per annum.

A 150,000

Q3 25663

As above

Q1 36,547

Q2 33,326

Number of online visitors to the HB Williams Memorial Library per annum.

A 100,0001

Q3 49,182

Includes Gisborne Photo news, EPIC databases, e and audio books and website. New website launched this quarter.

1 New target for year 3, reflecting the increased level of service. Change was adopted through the Annual Plan 2020/21.

Attachment 1.1.13



Level of Service: Regular and varied programmes, events and exhibitions to support community wellbeing are provided at cultural facilities.


Q1 22

Q2 57Number of booking days per annum: Lawson Field Theatre.

A 200

Q3 25

January is period when theatre is least used.

Q1 9

Q2 41Number of booking days per annum: War Memorial Theatre.

A 85

Q3 6

January – March is light period for large theatre. Expected to exceed annual target by end of financial year.

Level of Service: Maintain cultural facilities at a fit for purpose, clean and safe standard.


Q1 88%

Q2 93%

Percentage of residents satisfied with the Lawson Field Theatre. Resident Satisfaction Survey

A 90%

Q3 92%

On track

Q1 91%

Q2 95%

Percentage of residents satisfied with the War Memorial Theatre. Resident Satisfaction Survey

A 90%

Q3 93%

On track

Q1 78%

Q2 75%

Percentage of community satisfied with the quality of art in public places and the way it is maintained. Resident Satisfaction Survey

A 80%

Q3 83%

On track. Te Maro statue and Puhi Kai Iti Cook Landing site popular destinations and pause points over the summer period.

Q1 88%

Q2 96%

Percentage of residents satisfied with the Tairāwhiti Museum. Resident Satisfaction Survey

A 90%

Q3 92%

On track

Q1 95%

Q2 96%

Percentage of residents satisfied with Gisborne district’s library services. Resident Satisfaction Survey

A 90%

Q3 91%

On track

Attachment 1.1.13


Quarterly Activity Report – Recreation and Amenity

Recreation and AmenityPurpose of Recreation and Amenity The recreation and amenity activity include parks and gardens, urban and rural cemeteries, public toilet facilities, community property and the Olympic Pool complex.

Open Spaces, Parks and Gardens

Council manages and maintains a wide variety of parks, reserves, sports grounds, walkways, coastal foreshore areas, and other open spaces throughout the district, including over 100 amenity gardens. About two thirds of the parks and community property assets are located within urban Gisborne, with the balance spread throughout the district, roughly in proportion to population distribution.

Council maintains areas that allow cultural, leisure and recreational activity and opportunities while ensuring landscape amenity values and ecological protection. Our parks and gardens create a sense of place and are an expression of our town’s identity.

Cemeteries

Council maintains 11 cemeteries within the city and across the district and is responsible for all burials and regulations within these cemeteries. Council also manages the public record of burials.

Our cemeteries provide a final resting place for members of our community. We maintain cemeteries out of respect to people who are buried and remembered there and provide accurate records so families can easily find and pay respects to their loved ones.

Community Property

We manage all lease and licence agreements on parks, open spaces and sports grounds, and provide facility management for community buildings (including public toilets) and monuments.

Council maintains a community property network that ensures all leases and licences meet the requirements under relevant legislation, and that community buildings and associated services are provided to meet community expectations.

Olympic Pool Complex

The Olympic Pool complex is an important recreational and sporting facility with about 122,000 visits a year. It provides a wide range of activities and is available for groups such as schools, sporting clubs and community organisations. The complex includes a health and therapy facility.

The Olympic Pool complex provides facilities for our community to exercise, play, socialise and have fun. Council encourages people of all ages to engage in recreational activities that help them live active and healthy lives.

Attachment 1.1.14




Recreation and Amenity FinancesYear to date results as at end of April 2021




MonitoringThere have been minor acceptable deviations from plan

MonitoringThere have been occasions where levels of service has not met targets

Attachment 1.1.14



Operating Revenue: Operating Revenue is favourable to budget due to unbudgeted grants received. YTD funding includes $997k for the Kaitiaki project, $102k from Responsible Camping Fund and $19k for Whaia Titirangi Restoration.

Operating Expenditure: Operating expenditure is tracking over budget due to $1.1m for the Kaitiaki project expenditure which was 100% grant funded.

Capital Revenue: Capital revenue is unfavourable to budget due to delayed Titirangi Summit Te Panuku Tu project as well as grant funding secured is less than budget. Captial revenue will be under budget at year end.

Capital Expenditure: YTD capital spend is behind schedule against original budget phasing. $365K for Peel Street Toilets, $200k for Street Planting, $2.2m for Olympic Pools, $280k Sportsground facilities. These projects have been approved to carry over unspent budget to 2022.



WAIKANAE to MIDWAY IMPROVEMENT PROJECTStatus



Revised completion date 2021/22


Current project phase Delivery

ANAURA BAY ARRIVAL AREAStatus




Current progress On hold.


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.14



SPORTSGROUND FACILITIES UPGRADES AND RENEWALSStatus






STREET TREE AND GARDENS PLAN IMPLEMENTATIONStatus






JETTIES AND BOAT RAMPSStatus

Project start date Annually ongoing since 2012





PLAYGROUNDSStatus


Project completion date June 2021




Nelson Park Playground

Attachment 1.1.14




Commitment Progress

Continuing with restoration within the Titirangi Recreation Reserve.

Ongoing.

Support implementation of integrated township plans.

Completed.

Develop ash gardens within our cemeteries.

Completed.

Replant street trees. Ongoing.

Redeveloping Titirangi summit, subject to external funding.

In progress.

Relocating the public toilet at Wharekahika.

Completed.

Developing the Anaura Bay arrival area, subject to external funding.

On hold.

Removal and revegetation of trees within Waihirere Domain Reserve.

Completed.

Support implementation and maintenance requirements for Tairāwhiti Navigations Project.

Ongoing.

Renewal of the Whataupoko Reserve bike trails.

Completed.

Sportsground improvements at the Oval Reserve, Heath Johnston Park, Nelson Park and Hatea-a-Rangi Domain.

Oval Park work complete, remainder next year.

Ongoing renewals of various assets – including hard surfacing, and furniture.

Ongoing.

Attachment 1.1.14



LEVELS OF SERVICE AND PERFORMANCE MEASURESKPI (Key Performance Indicator) Key

Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


RECREATION AND AMENITY

Level of Service: Recreation and amenity facilities are accessible to Tairāwhiti residents and visitors.


Q1 85%

Q2 79%

Percentage of residents that have visited a Council Park or reserve in the last 12 months. Resident Satisfaction Survey

A 77%

Q3 83%

Tracking well.

Q1 NA

Q2 NANumber of pool admissions per year.

A 140,000

Q3 NA

Annual target.

Level of Service: Provide high quality experiences at recreation and amenity facilities.


Q1 32%

Q2 37%

Percentage of residents satisfied with the public conveniences. Resident Satisfaction Survey

A 50%

Q3 39%

Delivering improvements to facilities via renewals and providing for increased levels of services where possible within budgets.

Q1 77%

Q2 85%

Percentage of users satisfied with the quality of sports surfaces and facilities when using parks.Resident Satisfaction Survey

A 80%

Q3 91%

Tracking well.

Q1 86%Percentage of residents satisfied with the quality of our parks.

A 86%Q2 86%

Tracking well.

Attachment 1.1.14



Measure Type Target Results CommentaryResident Satisfaction Survey Q3 88%

Q1 72%

Q2 81%

Percentage of residents satisfied with the Olympic Pool.Resident Satisfaction Survey

A 50%

Q3 80%

Tracking well.

Level of Service: Maintain recreation and amenity facilities that are fit for purpose, and at a clean and safe standard.

Measure Type Target Results CommentaryQ1 NAQ2 NA

Council aquatic facilities are safe and operate in accordance with PoolSafe NZS guidelines.

A 100%Q3 NA

Annual target.

Q1 91%Q2 91%

Percentage of playgrounds that meet relevant New Zealand safety standards.

A 100%Q3 91%

Tracking well.

Q1 NAQ2 NA

Percentage of time OPC pool water quality meets NZ standard 5826:2010.

A 90%Q3 NA

Annual target.

Attachment 1.1.14


Quarterly Activity Report – Customer Engagement

Customer EngagementPurpose of Customer EngagementThe Customer Engagement activity is made up of three sub-activities – customer services, communications, and the co-ordination of events. Over this quarter, an Engagement and Māori Responsiveness Hub has been created which amalgamates:

Customer Services into a new Customer Experience Team Communication renamed as the Engagement Team Māori Responsiveness Team Events and Culture and Development.

Our Customer Experience team deals with 5000 Requests for Service every year – 15,000 phone calls and about 7000 web and email queries. As we improve our online services, we are seeing a noticeable shift to the use of online services across the region and a reduction in foot traffic.

We’ve implemented a structural change to Customer Services – now rebranded as Council’s Customer Experience team. This team will drive the delivery of outstanding customer services and be champions of our customer service promise. While this is being implemented along with new Key Performance Indicators (KPIs), there will be a focus on business process redesign and the use of supporting data to make changes.

In addition to trade waste and draft freedom camping bylaw consultation, a new approach to consultation on the Long-Term Plan was well received by the community. The approach included community family-centric weekend events to educate and inform our community on the key issues. Over 1000 submission points contributed to Council’s decisions on the 2021-31 Long Term Plan. The new Council website was launched in March and has continued our commitment to technology as an enabler for our people, making it easier for the community to participate in consultations and locate valuable information.

Our electronic smarts continue to benefit both the customer and our staff with more people logging on to get their camping permits, dog registrations and rates payments. Our GDC (Gisborne District Council) fixit app continues to be a useful tool for our customers reporting incidences.

In person, in print and online, we keep our community informed and provide opportunities for people to have their say on issues that may affect them. We want people to have confidence in the quality of the information we provide and in the delivery of our service.






Attachment 1.1.15



Customer Engagement FinancesYear to date results as at end of April 2021

Operating Income: YTD actuals of $116k is favourably over budget by $38k. This is due to an increase in refuse sticker sales and the carryover of the unutilised funds from the prior year’s summer camping initiative programme funded by the Ministry of Business, Innovation & Employment (MBIE).

Operating Expenditure: YTD actuals of $1.8m is unfavourably over budget by $65k. This is due to 4 roles that have been transferred from other activities into customer engagement with no change in budget allocation.

Attachment 1.1.15







Commitment Progress

Refresh Customer Engagement Strategy.

In progress and on track

Encourage regular and meaningful engagement with the community on Council-related matters.


Deliver excellent customer service by developing and implementing a Customer Service Promise.

Customer Service promise has been implemented; work will continue to embed throughout the organisation

Develop lasting and meaningful relationships with Māori and engage with Māori on an ongoing basis.

The newly formed Māori Responsiveness Team is working through the development of a Māori Responsiveness Plan for the organisation. The revival of the Tairāwhiti Piritahi Policy will be the basis for this plan. This will require a connected understanding from elected members through to operations as to how we collectively contribute to Treaty responsiveness.

Support the organisation in organisational and cultural change initiatives through communications and customer services – including the design, development and implementation of better processes.


Ensure all non-icon signage is bilingual and revitalise the entrance and exits to Gisborne – Te Tairāwhiti.

Monitoring for discussion with Trust Tairawhiti

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.15




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


CUSTOMER ENGAGEMENT

Level of Service: We support the organisation to provide good quality information to the public to enable communities to participate in the decision-making process.


Q1 57%

Q256%

Percentage of residents satisfied with Council's provision of information in Council newsletters, brochures and consultation documents, as found in the Resident Satisfaction Survey

A 60%1

Q3 69%

The engagement team has continued to seek methods of informing and receiving feedback from our community on key issues, to understand how they would like to be engaged.

Level of Service: We support the organisation to deliver Council services and to provide good quality information to the public.


Q1 72%

Q2 84%

Percentage of customers satisfied with the helpfulness of staff as found in the Resident Satisfaction Survey

A 80%

Q3 85%

Our refreshed Customer Experience team continues to focus on improving our service and responsiveness to our community

Percentage of residents who are satisfied with Council customer service at first point of contact by (as found in the Resident Satisfaction Survey:

Q1 NA

Q2 NA Email A 80%

Q3 NA

Sample size was 5 – insufficient statistically.

1 New target for year 3, reflecting the Council’s commitment meeting our community’s expectations of communication and engagement. Prior year’s target was 50%. Change was adopted through the Annual Plan 2020/21.

Attachment 1.1.15




Q1 62%

Q2 83% Phone A 80%

Q3 90%

Focus on Customer Experience and implementation of call recording has improved service in this area

Q1 73%

Q2 87% In person A 80%

Q3 80%

On track

Q1 NA

Q2 NA Online (including social

media)A 80%

Q3 NA

Sample size was 4 – insufficient statistically.

Attachment 1.1.15


Quarterly Activity Report – Strategic Planning and Performance

Strategic Planning and PerformancePurpose of Strategic Planning and PerformanceA large part of our activity is driven or guided by legislative requirements including those under the Local Government Act 2002 (LGA)and the Resource Management Act 1991 (RMA).

Strategic Planning

The Strategic Planning team gives meaning to Council’s vision, strategic priorities and community outcomes. The team uses strategies, policies, plans and bylaws to link Council’s aspirations and strategic direction with its operations – the actions that make it happen.

Fostering Māori participation in Council decision-making is a crucial focus for strategic planning and for Council as a whole. Community participation in Council decision-making is also an integral part of developing and implementing our policy and plans to:

Support community economic, environmental, social and cultural well-being.

Manage the use, development and protection of our natural and physical resources, now and into the future.

Invest in infrastructure, facilities and services in a transparent, evidence-based manner consistent with our vision, community outcomes, strategic priorities and relevant legislation.

Enable decisions, priorities and investments to reflect community values in a cost-effective way.

Provide leadership across Tairāwhiti-Gisborne and be advocates for our community.

Support Council to improve the unique Te Tiriti o Waitangi / Treaty of Waitangi relationship between Council (as agents of the Crown) and iwi.

Performance

The Performance Team supports Council’s performance management and reporting framework. This includes:

preparing Council’s Long-Term Plan, annual reports and annual plans

resident satisfaction surveying and co-ordinating Council’s input into, and responding to, external performance benchmarking

providing training and support for Council’s Requests for Service (RfS) management system

ongoing development of the organisation’s performance management framework and associated business planning and reporting

supporting the organisation to plan effectively and to focus its resources on what’s most important and cost-effective for our Council and community

contributing to organisational accountability – measuring and reporting on ‘what we said we’d do,’ from individual Requests for Service (RfS) through to delivering on the commitments in our Long-Term Plan.

Attachment 1.1.16




Performance

Strategic Planning

Strategic Planning and Performance FinancesYear to date results as at end of April 2021









Attachment 1.1.16




Operating Income: YTD actuals of $116k is unfavourably under budget by $16k. We are on budget coming into the year end.

Operating Expenses: YTD actuals of $2.3m is favourably under budget by $926k. This is due to having a vacant Strategic Manager and Director position (now both filled), and an underspend on the Freshwater Management Plan project due to limited in-house resourcing. Budget of $300k has been approved to be carried over to 2022 for the Freshwater plan.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.16



Progress on Plan (Years 1 to 3)


Commitment Progress

STRATEGIC PLANNING

Review Council’s Regional Policy Statement that is the key strategic resource management document for the region.

Continue with reviews of the provisions in the Tairāwhiti Resource Management Plan (TRMP) as per the Strategic Planning forward work programme including provisions about: freshwater planning (including

progressing work on a catchment plan for the Waiapu Catchment jointly with Ngāti Porou)

District Plan provisions to facilitate housing and infrastructure.

The first phase of the review of the Tairāwhiti Resource Management Plan is under way. This includes: A new Regional Policy Statement. The freshwater planning programme, including

work on the Motu and Waiapu catchments. Growth and development (including housing

and infrastructure).

Contribute to developing stronger relationships with Māori through a range of measures including: building Council capacity through

training, mentoring, fora and centralised information

implementing statutory responsibilities and agreements, e.g. Local Leadership Body and Joint Manage-ment Agreement with Ngāti Porou

exploring opportunities for formalised sharing of decision-making, eg. co-management plans.

The Joint Management Agreement Forum met in April 2021. Amendments to the Joint Management Agreement were agreed. Co-governance is being explored as part of the review of the Tairāwhiti Resource Management Plan.

Maintain Council’s existing strategic framework including: reviewing bylaws, plans and policies

when required and to meet statutory obligations

completing omnibus reserve manage-ment plans for body neighbourhood reserves and coastal reserves

review of township plans with communities:- East Cape- Patutahi, Tiniroto, Waerenga o Kuri- Ruatoria, Te Puia and Waipiro.

Review of four bylaws progressing: 1. Freedom Camping 2016 – hearing 16 June 2021.2. Trade Waste 2015 – hearing was 24 May 2021.3. Traffic and Parking 2011 - drafting new bylaw.4. Flood Protection and Drainage (new) – drafting

new bylaw.

Progress report on township plans reported to Operations committee. See report 21-9.

Attachment 1.1.16



PERFORMANCE

Continue to support business planning across the organisation to support the delivery of our LTP commitments and other organisational priorities.

Have coordinated the delivery of the 2021-2031 LTP across the organisation. LTP adoption expected at this Council meeting on June 30. Next step will be a lessons learned process.

Continue ongoing improvements to support high quality integrated activity reporting to Council and committees.

Enhancements have been made to our quarterly reporting. Further improvements are planned to be rolled out beginning Q1 of the 2021–2031 LTP.

Coordinate the preparation of Council’s Annual Plan and yearly Annual Reports.

Preparation and delivery of our major reports and publications have continued to be delivered on time. Planning for the 2020/2021 Annual report already underway.

Continue to support staff to respond to Requests for Service through dashboards and effective training.

This function has recently transitioned to the Community Engagement Team and continues to support staff as required.

Continue to coordinate Council’s involvement in organisational benchmarking opportunities (PWC, LGNZ Excellence Programme, reputational and resident satisfaction measures).

The residential satisfaction survey for Q3 has been reviewed and reported throughout the activities.

Attachment 1.1.16




Explanatory note

Target met

Target not met (but within 10%

of target)

Target not met(Results greater than 10% from

target)




July – Sep

Oct – Dec

Jan – March

April – June

End of year


Type KeyA 1/2 Q M

Annual

Half yearly

Quarterly

Monthly

NotesFor annual or half annual measures, actual results are provided for interim quarters if available, but KPI indicators are blank.For monthly measures, results will be averaged for the three months in the relevant quarter.Annual measures with progressive/cumulative results will be used to derive an end of year (EOY) result.

STRATEGIC PLANNING

Level of Service: Council has a clear, rigorous and current strategic framework across the range of Council activities including resource management, infrastructure and social and economic development. Our work is robust, evidence-based, legally-compliant and reflects the needs and aspirations of our community.


Q1 N/A

Q2 N/A

Percentage of significant policy projects presented to Council that meet good practice standards when independently assessed each year.

A 90%

Q3 N/A

This is an annual assessment.

Level of Service: Our decision-makers are provided with clear and robust advice on which to make decisions.


Q1 N/A

Q2 N/A

Percentage of advice to Council that meets good practice standards when independently assessed.

A 90%

Q3 N/A


Attachment 1.1.16



Level of Service: We foster effective Māori participation in Council planning and policy development processes.


Q1 1.75

Q2 1.75Percentage of Strategic Planning budget committed to fostering Māori capacity.

A 1.75 FTE

Q3 1.75

1.75 FTE was committed to fostering Māori capacity in the 2018/19 year. This resource now sites in the ‘Māori Responsiveness’ team.

Q1 NA

Q2 NAHealth of relationships with Māori collectives (as determined by co-designed review measures).

ASet

baselineQ3 NA

A baseline has not been established. This will be considered by existing co-governance and co-management Forums.

Level of Service: We support communities to engage in Council decision-making through appropriately planned, designed and delivered engagement processes.


Q1 NA

Q2 NA

Percentage of feedback satisfied with Strategic Planning engagement processes (as measured in situ).

A 80%

Q3 NA


PERFORMANCE

Level of Service: Our Annual Plans (AP), Annual Reports (AR) and Long-Term Plans (LTP) are fit for purpose.


Q1

Q2Our AP, AR and LTP are prepared in accordance with statutory requirements.

A Achieve

Q3

Our 2021–2031 LTP is on track for adoption 30 June 2020.

Attachment 1.1.16


Quarterly Activity Report – Governance and Democracy

Governance and DemocracyPurpose of Governance and DemocracyGovernance

The governance activity provides for:

Democratic local decision-making.

Advocacy at a national level on policy, issues affecting our local community, wider participation and representation.

Support membership of Local Government NZ and participation in its sector groups.

Protection of Council assets, including those invested in Council Controlled Organisations.

Supporting the relationship with Eastland Community Trust and meeting Council's obligations under the Trust Deed.

Meeting Council's obligations to be a good employer.

Community representation in an open, democratically accountable way.

Enabling of decision-making and action and to promote community wellbeing.

The stewardship of Council’s assets and to implement the laws that enable physical and natural resources to be allocated.

Democracy

The democracy activity supports the elected members in their roles and ensures the purposes of the Local Government Act 2002 are met and principles in the Act are applied.

By supporting elected members and staff we enable transparent local decision-making on behalf of the Tairāwhiti community.






Attachment 1.1.17



Governance and Democracy FinancesYear to date results as at end of April 2021


-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.17



Operating Revenue YTD revenue is on par with budget.

Operating Expenditure YTD expenditure is on par with budget

Progress on plan (Years 1 to 3)


Commitment Progress

Continue to grow the relationship with strategic partners.

On-going e.g. Rau Tipu Rau Ora.

Host the Te Hā commemorations in 2019.

Completed.

Implement the Local Leadership Body (LLB).

There has been varying interest between iwi regarding the establishment of the LLB since its suggested establishment in 2011.

On 15 June following a collective iwi engagement on the MAR kaupapa all iwi leaders in Tūranganui a Kiwa were emailed to give their formal endorsement for the establishment of the LLB. We will await the consensus of the iwi from that email and look at the next step depending on the responses received.

Build on the existing Joint Management Agreement (JMA) with Te Runanganui o Ngati Porou (TRONPnui).

The relationships between GDC and Ngāti Porou are strong within the JMA at present. We are currently looking at funding applications to increase the capacity of Ngāti Porou to achieve some key tasks around project management and implementation of catchment planning work. The role that MfE plays has been questioned recently and their contributions will need to be revisited to align the collective expectations.

Representation Review. Please refer to the Chief Executive’s 30 June Activity Report.

Local Government Election. Completed in 2019 and in addition a by election in 2020.

Establish a business case for document assembly and improve the report approval process.

Completed.

Monitor and improve the quality of reports and their effect on good decision-making.

NZIER assessment under way.

Attachment 1.1.17




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


GOVERNANCE

Level of Service: We provide for the representation of the community in open, democratically accountable decision-making.


Q1 NA

Q2 NAApprove the SOI for CCO’s in agreed time frames.

A Achieve

Q3

Our SOI review process began in Q3 (January 2021). Draft SOIs were provided, and Council provided responses and recommendations as required under the LGA. SOIs to be finalised at end of Q4.

DEMOCRACY SUPPORT

Level of Service: We provide the mechanism for decision-making in an open, democratically accountable way.


Q1 NA

Q2 NAPercentage of advice to Council that meets good practice standards.

A 90%

Q3 NA

Annual measurement: results will be published in the Annual Report.

Attachment 1.1.17



Level of Service: We manage the Local Government Official Information & Meetings Act requirements for meetings and agendas for Council.


Q1 100%

Q2 100%

Agendas for meetings of Council and its committees are publicly available at least two working days before advertised meetings.

A 100%

Q3 100%

All agendas met the distribution targets this quarter.

Level of Service:


Q1 0

Q2 0

We manage the Local Government Official Information & Meetings Act requirements for information requests and complaints to the Ombudsman.

A 0

Q3 0

There were 49 LGOIMA requests this quarter compared to 41 in the same period last year.

Attachment 1.1.17


Quarterly Activity Report – Support Services

Support ServicesPurpose of Support ServicesInternal support services are provided to ensure the smooth running of Council activities.

People and Capability

Provision of human resource advice and support, employment law compliance, performance management, learning and development, recruitment and induction, payroll, workplace culture and wellness, organisational development and change management services.

Legal Services

Provision of clear, accurate and timely legal advice and support to elected members, Central Organising Roopu (COR) and staff to manage Council’s legal risk and ensure a high standard of statutory compliance.

Information Services

Services include IT support, information management, land information, business solutions and business intelligence services.

Home Safe (health and safety)

Activities include management of health and safety critical risks, cultivating a positive health and safety culture, ensuring compliance under health and safety legislation and the management of contractors.

Finance

Financial services, risk and internal auditing.






Attachment 1.1.18



Support Services FinancesYear to date results as at end of April 2021


Attachment 1.1.18



Total Operating Revenue: Revenue has an unfavourable variance of $963k due to timing. Dividends from GHL is usually paid in May 2021. Total revenue is forecast to finish the year close to Plan.

Total Operating Expenditure: Operating expenditure is tracking under budget by $3.5m due to lower interest rates, professional services costs and the fair value gain of interest swaps. The latter gain is an accounting recognition, which may or may not eventuate when the final swaps are realised in the future.

Total Capital Revenue: $575k favourable mainly due to securing external grant funds for the LiDAR (i.e. ‘the flying and capturing of data’) project which came after the adoption of the Annual Plan. In addition, development contributions up 17% over the same period last year due to large developments in the Aerodrome Road Business Park and infill housing projects.

Total Capital Expenditure: YTD capital expenditure is $431k under budget mainly due to delays with the Enterprise Solutions project. Unspent budget has been carried over to next financial year.



ENTERPRISE SOLUTION Status

Project Start Date July 2019

Project completion date July 2023


Current progress 5%

Current project phase Plan

Enterprise Solution is the project that will deliver the replacement of Council’s two core systems, Ozone and Objective. It is a large-scale transformational project impacting the entire organisation. It will change the way all teams work with our systems and information, and their involvement is key to the success of the project.

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.18



The focus for FY20 and FY21 has and will be:

Change management – helping all staff through the change that this project will bring.

Requirements gathering – understanding what the Gisborne District Council needs in an Enterprise Resource Planning and Enterprise Content Management tool.

System readiness – cleansing and preparation of our digital information for migration. Recruiting new resources required to commence preparing data.

Objective upgrade – a quiet upgrade of Objective to ensure Council is on a supported version while we are on our system replacement journey; scheduled for March 2020.

Tender Process – working through the documentation and process to select the best fit solution and vendor(s) to meet the organisational requirements.

To date, requirements gathering work is nearly completed. We will begin preparing procurement documentation in the coming quarter, including selection of our evaluation panel and finalisation of tender scoring process and criteria.

In July 2021, our focus will shift into implementing the selected replacement system(s), with project completion scheduled for June 2023.

COUNCIL WEBSITE REDEVELOPMENTStatus

Project Start Date November 2018

Project completion date June 2019

Revised completion date March 2021



Development of the new site is complete with the new website fully launched. Migration of existing content (an internal task) is largely complete with minor alterations taking place. While the delivery of the new site has taken longer than planned – due to a change in external partners – we are currently still under the original budget.

REGIONAL LiDARStatus

Project Start Date November 2018

Project completion date November 2019

Revised completion date December 2020

Current progress 90% (overall)


Attachment 1.1.18



LiDAR

The flying and capture of data is now at 100% which is the completion of the capture phase and 40% of the overall project.

Data delivery of both RAW and Classified data is now at 67.18%.

The balance of the data is now being processed and quality assessed, with delivery due over the next three months.

Data has been supplied to Land Information New Zealand (LINZ) and Ministry for Primary Industries (MPI) who are the major funders for this project. The project is on target to be completed in December 2020, or sooner.


Where possible, streamline business processes to improve practices, advice and services.

This is a constant process to improve business practices. Finance continues to work with Activity Managers and IT Services staff to utilise the existing system (Ozone) to support improved business practices.

Continuous digital transformation of Council services.

People and Capability: Recruitment technology and digital platforms used by GDC to recruit and attract staff to Council are currently being reviewed and updated to ensure talent attraction methods are contemporary, easy to use and provide a positive user experience.

Continue to develop a health and safety culture, while ensuring compliance under health and safety legislation.

Critical risks identified, closed off or robust controls in place and subject to ongoing assurance and verification. Focus on health and wellbeing, work related health, worker participation and engagement.

Ensure financial, internal controls, risk management and governance processes are in place as mandated by legislation.

Strategic risks continue to be updated and managed with Audit & Risk and reported through overall Internal Audit quarterly reports to Audit & Risk.

Improve efficiencies in financial reporting, cash flow management, debt forecasting, financial modelling and around the rating process.

Rating process review has been completed for the 2021–-2031 LTP. Additional financial reports are presented to Finance & Performance Committee.

Deliver innovative, affordable and fit-for-purpose business intelligence solutions.

Currently reviewing more business apps, that allow ease of use through approving via mobile phones.

Develop an enterprise risk management programme.

Council has completed two risk workshops, identifying key strategic risks and risk appetite (ie corporate risk consequence table). A programme of monitoring and managing these risks will be reported to Audit & Risk.

Attachment 1.1.18




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


FINANCE

Level of Service: We support the organisation to deliver Council services and to provide good quality information to the public.


Q1 41%

Q2 44%

Percentage of residents satisfied with how rates are spent on services and facilities.Resident Satisfaction Survey

A 65%

Q3 35%

Quarterly surveys are provided as interim results, where the survey sample size is 100. General comments for this quarter were focused on things such as lowering rates. And included feedback outside the scope of rates satisfaction such as: Our responsiveness to noise

control complaints Capping rates Spending more on

infrastructure and doing away with the library

Tsunami sirens needed Simplified application process

Attachment 1.1.18


Quarterly Activity Report – Commercial Operations

Commercial OperationsPurpose of Commercial OperationsCouncil's commercial operations are made up of several commercial and semi-commercial investments. Some are run on a commercial basis for the benefit of Council operations, while others are run to supplement Council's rates income. Council also maintains several investments in Council Controlled Trading Organisations. Its largest is Gisborne Holdings Ltd (GHL), and its wholly owned subsidiary Tauwhareparae Farms Ltd.

Phased transfers of our commercial assets to Gisborne Holdings Ltd (GHL) have been undertaken as part of a strategy to maximise their commercial opportunities. Assets transferred to date have included:

Municipal buildings

Gisborne Vehicle Testing Station

Waikanae Beach Top 10 Holiday Park

Miscellaneous commercial property – including dog pound, Banks Street properties.

The primary focus of commercial operations, before the transfer of commercial assets to GHL, was to operate profitably and provide a non-rates income stream to Council.

Since the transfer, the vehicle achieving this same goal is from our investment in GHL. These dividends are an important income stream used to reduce the level of rates and allow investment in infrastructure.

Council's Investment Strategy with GHL, as the main investment vehicle, has both shareholder focused goals aimed at increasing the return from commercial operations assets, increasing the income stream to Council over the life of the Long-Term Plan and increasing the economic value to the community.

Council's other semi-commercial assets are not primarily focused on profit.

Council provides quality and affordable housing for those aged 55 years and over who have difficulty in providing it for themselves, with rent not to exceed 90% of the market rate.

The focus for the Council Airport asset is to aid economic value for our area and maintain a strategic asset.

Forestry assets are primarily for the protection of water supply and erosion-prone land.






Attachment 1.1.19



Commercial Operations FinancesTraffic light colour illustrates the % deviation from budget.

(“0%” is “no deviation from planned budget”)

Year to date results as at end of April 2021

-5% -1% 0% +1% +5%

Revenue

Surplus/Deficit


Capital Expenditure


Attachment 1.1.19



Total Operating Revenue: YTD actuals of $1.9m is favourably over budget by $725k. This is due gain recognition of the sale of 3 staff houses, increased rental on community housing and from forestry income received from harvesting proceeds.

Total Operating Expenditure: YTD actuals of $1.4m is unfavourably over budget by $98k. This is due to additional spending of operational repairs and maintenance in community housing. It is forecast to be on budget by year end.

Total Capital Expenditure: YTD actuals of $194k slightly above budget by $27k. This is due to spending on Healthy Homes upgrades for ventilation to meet the new government standards.

Total Capital Revenue: YTD actuals of $859k is favourably over budget. This is due to the sale proceeds of three staff houses.

Progress on plan (Years 1 to 3)LTP COMMITMENTS (Years 1 to 3)

Commitment Progress

Review harvesting of forestry and investigate replanting options and partnering arrangements.

Up until the end of 30 June 2020, 243 ha of the Pamoa forest was harvested and $1.7m of cash has been received. Valuation of the remaining forest at the same time was $3.4m.For April YTD we have received

Pamoa an additional $1.1m (183 ha) Woodlots Gentle Annie $182k (5.1 ha)

Harvesting of blocks are continually being updated, based on the best timing and based on the erosion risk of the area.

GHL Leases with Council.

Awarua Council’s main municipal building lease was due for rent review as at 31 March 2021. Currently Gisborne Holdings Limited (GHL) is assessing the two independent valuations (ie. GHL and Councils). Overall rent is being reviewed and is under consideration.

Staff housing

Proceeds from the sale of three staff houses (originally used by roadmen when working on the roading network) amounted to $859k.There are 7 staff houses remaining located close to the Waingake Water Treatment Plant, cemetery, Awapuni Road, Motu and Bushmere Road.We receive around $73k per year in rent and these are managed by Gisborne Holdings Limited. Currently staff housing stock is being reviewed against what is needed for operational activity, the locations to see if they are fit for purpose against the current need for temporary housing of new staff appointees.

Attachment 1.1.19




Explanatory note



Target not met


10% from target)





April – June

End of year


Type KeyA 1/2 Q M


COMMERCIAL OPERATIONS

Level of Service: Operate commercial operations profitably and maintain returns to Council.


Q1 NA

Q2 NA

Improve the investment return level in order to grow the return from 2% of Council revenue to 4%.

A 2-4%

Q3 NA

This is an annual measure, coinciding with dividend payment made towards the end of the financial year.

COMMUNITY HOUSING

Level of Service: Suitable and affordable housing is provided to enable independent living for people aged 55 years and over who have difficulty providing it for themselves.


Q1 NA

Q2 NA

Percentage of customer satisfaction with standard of accommodation and services as found in our annual inspection survey.

A 95%

Q3 NA

GHL continue to maintain the level of services requested by Healthy Homes requirements. We will get the tenant's survey report at the year-end.

Q1 NA

Q2 NARent as a percentage of market rate (lower quartile) not to exceed 90%.

A ≤ 90%

Q3 ≤ 90%

This is an annual measure, with rent reviews based on Tenancy Government market rent supplied for Gisborne area. Rent is expected to go up by $29 per unit.

Attachment 1.1.19


Documents

Report to COUNCIL for information