purpose and origin: - kaikoura.govt.nz · web viewminutes to be confirmed; page 3 - council 30...

KAIKOURA DISTRICT COUNCIL MEETINGDate: 27 February 2019

Time 9:00am

Location COUNCIL CHAMBERS, 96 WEST END, KAIKOURA.

AGENDA

1. Apologies

2. Declarations of Interest

3. **Public Forum – Session for members of the public wishing to comment on items included in this agenda

4. Matters of Importance to be raised as Urgent Business

5. Minutes to be Confirmed; page 3 - Council 30 January 2019

6. Horizontal Infrastructure Rebuild Programme Report page 9

7. Financial and Corporate Sustainability Decision Making Framework page 19

8. Responsible Camping Update page 26

9. Kaikoura Community Pool Working Group Update page 36

10. Finance Report page 40

11. Delegations Manual – Financial Delegations Update

page 43

12. Risk Management Policy

page 45

13. Environmental Work Update

page 47

14. Kaikoura Youth Council Reportpage 59

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- Representatives of the Youth Council will be in attendance at 1.30pm to present this item.

15. Mayors Report page 62

16. Council Public Excluded SessionMoved, seconded that the public be excluded from the following parts of the proceedings of this meeting, namely

a) Confirmation of Minutes of Council Public Excluded meeting dated 30 January 2019

b) Financial and Corporate Sustainability Updatec) Human Resources Management and Health and Safety Update

The general subject matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) and 7(2)(i) of the Local Government

Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each to be considered

Reason for passing this resolution in relation to each matter

Grounds of the Act under which this

resolution is made

Minutes of the Council Public Excluded meeting – 30 January 2019.

Financial and Corporate Sustainability Update.

Human Resources Management and Health and Safety Update.

The exclusion of the public from the whole or the relevant part of the proceedings of the meeting is necessary to enable the Local Authority to deliberate in private on its decision or recommendation.

Section 48(1)(a) and 7(2)(b)

MEETING RULES:

"Audio recordings will be made of this meeting for the purpose of assisting the minute taker to create accurate minutes. Audio recordings should not be taken of any confidential, public excluded or otherwise sensitive matters. The Chair of the meeting is responsible for indicating if/when recording should be stopped and restarted. While held, the audio recordings are subject to LGOIMA, they may be released in line with Councils LGOIMA processes and/or at the discretion of the meeting Chair. A copy of the guidelines and principals for the use of recordings is available on request"

*Public Forum – maximum of 10 minutes.

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MINUTES OF THE KAIKŌURA DISTRICT COUNCIL MEETING HELD AT 9:00AM ON WEDNESDAY 30 JANUARY 2019, AT COUNCIL

CHAMBERS, 96 WEST END, KAIKŌURA

PRESENT: Mayor W Gray (Chair), Councillors N Pablecheque, J Howden (arrived 9.15am), C Mackle, D Millton, T Blunt, L Bond

APOLOGIES: Councillor HarnettMoved by Mayor Gray, seconded by Councillor Bond and resolved that apologies be accepted. Unanimous

DECLARATIONS OF INTEREST:Councillor Millton – Waipapa Limestone

PUBLIC FORUM:R Hogan spoke in relation to the Public/Open Forum Guidelines and the word ‘ruminate’ that he believed should be ‘terminate’.

R Hogan pointed out that in the November meeting he was advised to forward his concerns in writing prior to the council meetings so Councillors could ruminate them prior to the Council meeting. R Hogan went on to say that as Councillors receive their agendas in a timely manner, general public should receive that same courtesy via the Council website.

The note taker needed to be clear that they heard the information correctly and should be reading back the recommendations as the December minutes were misleading in that it suggested that council were to fix the old swimming pool. The traffic and parking by-law was misrepresented in the minutes as they were not recorded correctly according to R Hogan.

R Hogan also brought up the topic of Freedom Camping and requested that Councillors give Staff clear direction on a Freedom Camping By-law.

The Council meeting will adjourn following this item and will resume following the Works and Services Committee meeting and the Finance Report.

MATTERS TO BE RAISED AS URGENT BUSINESS:Councillor Blunt in Public ExcludedCouncillor Mackle in Public ExcludedKaikoura Enhancement Trust

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MINUTES TO BE CONFIRMED:Council 19 December 2018.

Moved by Councillor Pablecheque, seconded by Mayor Gray, and resolved that the Council Minutes of 19 December 2018, be confirmed as a true and accurate record. Unanimous

HORIZONTAL INFRASTRUCTURE REBUILD PROGRAMME REPORT:The Rebuild Programme Manager was in attendance to present this report.

Some updates to the report in that the ‘betterment’ issues will be reported under separate cover.

The contract for the design and build contract for the bridges had been awarded with the construction to commence May 2019 and completion expected early 2020.

The tender on the bridge was a design and build option which saved approximately $1.4million. Additional time was taken to complete this procurement as working through some technical issues however the bridges will be built to required specifications.

Tenders had been received on three other projects with the contracts being awarded to Fulton Hogan to complete the Lyell Creek Sewer upgrade and Isaacs Construction to complete the Waste Water Treatment Plant Aeration Lagoon and Fords Reservoir projects.Moved by councillor Pablecheque, seconded by Mayor Gray and noted

that this report be received for information. Unanimous.

REBUILD PROGRAMME BETTERMENT PROJECTS:The Rebuild Programme Manager was in attendance to present this item.

A Crown Betterment fund of $2.4m for Three Water services was established following the November 2016 earthquake. The Fund was designed to support the recovery of the Kaikoura District and was available to the Council over and above the Three Waters works 60% Civil Defence

Emergency Management (CDEM) Reimbursement.

To date the only application recommended and agreed was for the Ford Reservoir project.

As we enter the Rebuild Programme major construction phase it is timely to finalise and seek approval for the prioritised Betterment project list. The Rebuild Programme Manager was working with the Department of Prime Minister and Cabinet (DPMC) on how Kaikoura District Council (KDC) put a business case together to achieve the balance of the funding.

Instead of asking the Crown on each separate project the Rebuild Team was looking at a list on a sliding scale. This may influence the amount of funding available for the lower priority projects on the list.

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Central Government were looking at the Three Waters reform however this was going slower than anticipated. KDC needed to be proactive and do what was required now and would deal with the outcome of the reform once it happens.

The Asset Management system being looked at could potentially be funded from this.

Moved by Councillor Millton, seconded by Mayor Gray and resolved that Council;

Receive the Rebuild Programme Betterment Projects report;

Approve in principle the Prioritised Betterment Projects list in Table 1 of the report;

Notes that the Rebuild Steering Group will develop a full funding application based on the List, to be submitted to the Ministry of Civil Defence Emergency Management and Department of Prime Minister & Cabinet for consideration and approval. Unanimous.

RESPONSIBLE CAMPING UPDATE:The Strategy, Policy and district Plan Manager was in attendance to present this item.

There had been more than expected numbers turn up over the Christmas, New Year break as the combined sites had been at capacity. It had been hoped that the CamperMate application would have alleviated any overcrowding problems however this did not happen.

Complaints from Kiwa Road were down on last year. To date there had been complaints around South Bay Domain, Kiwa Road and the new site at the Quarry.

Based on previous years number of 150 vehicles per night it had been thought that the sites identified would be adequate however this was not the case. Although there was a recommended number for the Quarry site, people saw that there was space so parked up even though the recommended number had been exceeded.

The Quarry site had made many South Bay people aware of the banded dotterels.

If Council was considering a Freedom Camping by-law they would need to start the process around March. There would be a cost attached to this plus and ongoing cost to monitor and enforce. Queenstown were looking to wheel clamp as an enforcement measure.

Discussion was held around the sites, capacity and infrastructure. Kaikoura was not big enough to turn tourists away therefore would not want to put a by-law in place without giving the campers somewhere to go. The Motor Home Association may be interested in allowing part of their new site to be used by Responsible Campers and generate an income by this.

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As soon as you look at charging, donation or otherwise you need to abide by the Camping Ground regulations which is very specific therefore Council cannot ask for donations for upkeep etc.

Some commercial camping ground operators believed they were losing financially due to the Freedom Camping sites.

Going forward, the Responsible Camping Working Group would bring a report back to Council after its next meeting. The Tourism Infrastructure Funding criteria was not out yet however Council could look to this for funding for toilets.

Moved by Councillor Pablecheque, seconded by Councillor Howden and noted that this report be received for information. Unanimous.

COUNCIL MEETING SCHEDULE REPORT:The Chief Executive Officer was in attendance to present this report.

The purpose of the report was to agree the Council Meeting schedule for 2019, note other key dates for the year ahead and discuss options for streamlining reports.

Moved by Councillor Pablecheque, seconded by Mayor Gray and resolved that Council;

3.1 Adopt the schedule of meetings for 2019 with any amendments they choose to make,

3.2 Advise the CEO how they wish to receive monthly updates on regular Council activities. Unanimous.

KAIKOURA YOUTH COUNCIL REPORT:The Kaikoura Youth Council was presented to Council.Youth Council were looking to Council for a list of suitable sites to enable a 5mx5m basketball pad.

It was agreed that the Community Facilities Manager would bring back a report of any suitable sites to the next Council meeting.

Moved by Mayor Gray, seconded by Councillor Bond and resolved that Council;

Provide a list of suitable sites for a 5mx5m basketball pad for discussion with Kaikōura Youth Council. Unanimous.

TABLED DOCUMENTS:Letter from a Business Association:A letter was tabled from the Kaikoura Business Association Working Group advising Council that their intention was to apply for funding held by Kaikoura District Council on behalf of Central Government. The working group envisage that they would make a formal application for the funding within the next two to three months however wanted to make their intentions known for the purposes of Councils future planning.

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Report from the Kaikoura Community Pool Working Group (KCPWG):A report was tabled from KCPWG updating progress to date.

A first meeting had been held where the Terms of Reference had been reviewed, edited and accepted by all members in attendance.

The group intend to bring a report to Council in March including but not limited to;

staged approach, preferred site, feasibility completed by Dave Foster, timeframe.

Any cost over and above budget will be way of fundraising hence the staged approach.

Report received for information only.

URGENT BUSINESS:Finance Audit and Risk Committee requested and update on the Innovative Waste (IWK)/Kaikoura Enhancement Trust (KET) relationship and the benefits of leaving it in place.

It was determined that regular reporting would come to Council.

COUNCIL PUBLIC EXCLUDED SESSION:

Moved by Mayor Gray, seconded by Councillor Howden that the public be excluded from the following parts of the proceedings of this meeting,

namely;a) Confirmation of Minutes of Council Public Excluded meeting dated

19 December 2018b) Financial and Corporate Sustainability Updatec) Human Resources Management and Health and Safety Update

The general subject matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific

grounds under Section 48(1) and 7(2)(i) of the Local Government Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each to be considered

Reason for passing this resolution in relation to each matter

Grounds of the Act under which this

resolution is made

Minutes of the Council

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Public Excluded meeting – 19 December 2018.

Financial and Corporate Sustainability Update.

Human Resources Management and Health and Safety Update.

The exclusion of the public from the whole or the relevant part of the proceedings of the meeting is necessary to enable the Local Authority to deliberate in private on its decision or recommendation.

Section 48(1)(a) and 7(2)(a) and (b)

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Report to: COUNCIL

Date: 1. 15 February 2019

Subject: Horizontal Infrastructure Rebuild Programme Report

Prepared by: 2. Peter Thomson

3. Rebuild Programme Manager

Input sought from:

Authorised by: Angela OosthuizenChief Executive

PURPOSE AND ORIGIN:The purpose of this report is to provide the Mayor and Councillors with an overview of the key rebuild programme activities for the month relating to Horizontal infrastructure (roading, structures and three waters). Community Facilities rebuild and Business as Usual (BAU) activities will now be covered in a separate dedicated report.

PROGRAMME UPDATE

Programme update summary Key progress/issues to date since the last month includes the following: CSL (Concrete Structures Ltd) is the contractor for Five Bridges Replacement Design & Build

Contract and is progressing with design verification. Isaac Construction is the contractor for Fords Reservoir Physical Works Delivery, and the

preferred tenderer for the WWTP (Waste Water Treatment Plant) Aeration Lagoon. Fulton Hogan is the preferred tenderer for the Lyell Creek Sewer Upgrade. Totara Lane Pump Station construction is progressing toward mid-April completion. Deed of Grant is required from KiwiRail for use of their land for WWTP operations and location

of Council assets. The award of the Aeration Lagoon contract will await the Council obtaining the Grant of Right. It is expected to take approximately one month.

Clarence Valley Access Indicative Business Case work is progressing with input from Beca, The Property Group and legal counsel. Completion is on target for April 2019.

Council approved in principle the Prioritised Betterment Project list from the RSG (Rebuild Steering Group) for funding application at its meeting on 30 January 2019. Work on the final Betterment application is now complete following approval by the RSG on 19 February.

Health and Safety No Health and Safety incidents or near misses have been reported this month relating to the rebuild activities.

Environment and Heritage The Kaikōura WWTP Aeration Lagoon Project consents have been granted by ECAN.

The resource consent application for the Lyell Creek WW Upgrade Project is currently being processed by ECAN. All landowner approvals have been obtained. ECAN can now finish the processing of the application. Once the consent is issued this will complete a final requirement for the award of the physical works contract.

Quality

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Contract Management has been outsourced to Stantec on a bundled basis for all major 3-waters contracts. This achieves consistency, effectiveness and value for money.

Beca have been retained for the contract management role for the Five Bridges Replacement Contract with CSL.

Design teams for the major projects will continue to support the physical works phases as setout below:

Fords Reservoir – Jacobs

WWTP – Jacobs

Lyell Creek Sewer Upgrade – Stantec

5 Bridges Replacement - Beca

Monitoring and assurance Council’s claiming format is still in discussion with DPMC (Dept of Prime Minister and Cabinet) to get all documentation, eligibility assessment, approvals and payment systems fine-tuned. This will minimise cashflow risks for the Council going forward.

Council approved in principle the Prioritised Betterment Project list from the RSG for funding application at its meeting on 30 January 2019. The application document is now complete and approved by the RSG for submission to the Crown.

The Rebuild team is re-assessing the Roading Emergency Works funding/budget forecast in February and will advise NZTA of any proposed variations to the existing approved budget in the RLTP. In agreement with NZTA this re-assessment will exclude the Clarence Valley Access project, as this will be considered separately for future funding.

Review of Rebuild ProjectsThe Rebuild team has reviewed all active projects (i.e. those that are not already 100% complete) and revised information in the Rebuild programme planner.

This review has included the following:

Use of all the latest post-tender/contract values

Use of Betterment funding application values for prioritised projects

The zeroing of programme contingencies in each asset class, signifying the conclusion of the assessment and concept design phases

The re-assessment of individual project contingencies given the current state of each project.

The re-assessment of project timeframes including start and finish dates for physical works.

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FINANCIAL

Activity Most Likely Nov 17 Total Programme Estimate to date Total Annual Plan Budget

Total spent to date (FEB 2018)

Programme Estimate 16/17




Rebuild Programme Mgt 1,061,087$ 2,440,888$ 1,207,095$ 965,696$ 38,766$ 667,737$ 882,650$ 1,005,098$ Water 3,911,218$ 3,846,265$ 4,241,000$ 1,992,531$ 1,518,972$ 359,628$ 869,571$ 1,098,093$

Stormwater 645,193$ 688,739$ 1,231,160$ 31,862$ 7,320$ 95,167$ -$ 586,251$

Sewerage 11,636,332$ 13,578,271$ 12,933,168$ 2,933,347$ 1,597,193$ 685,285$ 3,742,367$ 7,553,426$

Roading 21,405,376$ 19,884,861$ 8,703,288$ 8,181,973$ 4,410,623$ 2,794,810$ 3,917,549$ 8,761,880$

GRAND TOTAL 38,659,206$ 40,439,024$ 28,315,711$ 14,105,409$ 7,572,874$ 4,602,627$ 9,412,136$ 19,004,749$

2019 / 20202017 / 2018Full Rebuild Programme 2016 / 2017 2018 / 2019

Key Financial Notes:

1. Clarence Valley Access (infrastructure or non-infrastructure solution) is excluded from the Total Cash Flow chart above.

2. Betterment funding of $2.4m is shown as fully allocated. BAU betterment projects are included totalling $489,184.

3. All contingencies have been reviewed. Programme Contingencies have been zeroed and deleted. Project Contingencies have been re-assessed project by project. This will continue on an ongoing basis.

4. Rebuild Programme Management estimates assume programme completion at June 2020.

5. Pressure on KDC budget has decreased with the allocation of all Betterment funding. Estimated KDC budget variance is now estimated at -$1,113,274.

6. The November 2017 baseline has been retained.

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ML Programme

Estimate

Spent to date

ML forward NZTA KDC InsurersBetterment -

Crown60% FAR -

CrownBid 2018 -

CrownKDC ML

contribution

KDC approved Budget /

expenditure

KDC Budget - Variance

% Spen

tRebuild Programme Mgt $ 2,440,888 $ 965,696 $ 1,475,192 $ 937,727 $ - $ 489,184 $ 569,784 $ 385,987 $ 58,206 $ 553,560 $495,354 40%

Programme Management - Claimable as programme overhead $ 1,886,221 $ 948,728 $ 937,493 $ 937,727 $ - $ - $ 539,484 $ 365,787 $ 43,223 $ 49,417 $6,194 50%Programme Management - Claimable as 3W overhead $ 50,500 $ 16,968 $ 33,532 $ - $ - $ - $ 30,300 $ 20,200 $ - $ - $0 34%Programme Management - Non Claimable $ 14,983 $ - $ 14,983 $ - $ - $ - $ - $ - $ 14,983 $ 14,959 $25 0%Provision for betterment projects $ 489,184 $ - $ 489,184 $ - $ - $ 489,184 $ - $ - $ - $ 489,184 $489,184 0%

Roading $19,884,861 $ 8,181,973 $11,702,888 $18,462,605 $ - $ - $ - $ - $ 1,422,256 $ 1,413,179 $9,077 41%Sealed Roads EQ Damage Assessments / Geotech $ 510 $ 510 $ - $ 485 $ - $ - $ - $ - $ 26 $ 1,140 $1,115 100%Unsealed Roads EQ Damage Assessments / Geotech $ 22,293 $ 22,293 $ - $ 21,179 $ - $ - $ - $ - $ 1,115 $ - $1,115 100%Drainage EQ Damage Assessments $ 18,914 $ 18,914 $ - $ 17,968 $ - $ - $ - $ - $ 946 $ - $946 100%Streetlights EQ Damage Assessments $ 22,490 $ 22,490 $ - $ 21,365 $ - $ - $ - $ - $ 1,124 $ - $1,124 100%Footpaths EQ Damage Assessments $ 23,639 $ 23,639 $ - $ - $ - $ - $ - $ - $ 23,639 $ - $23,639 100%Bridges EQ Damage Assessments $ 65,853 $ 65,853 $ - $ 62,561 $ - $ - $ - $ - $ 3,293 $ 1,896 $1,397 100%Roading Programme 16/17 - Management $ 417,281 $ 417,281 $ - $ 396,417 $ - $ - $ - $ - $ 20,864 $ 16,537 $4,327 100%Roading Programme 16/17 - Sealed $ 1,801,309 $ 1,801,309 $ - $ 1,711,243 $ - $ - $ - $ - $ 90,065 $ 90,726 $661 100%Roading Programme 16/17 - Unsealed $ 1,697,635 $ 1,697,635 $ - $ 1,612,753 $ - $ - $ - $ - $ 84,882 $ 41,512 $43,369 100%Roading Programme 16/17 - Drainage $ 435,613 $ 435,613 $ - $ 413,832 $ - $ - $ - $ - $ 21,781 $ 66,385 $44,605 100%Roading Programme 17/18 - Management $ 196,031 $ 196,031 $ - $ 186,230 $ - $ - $ - $ - $ 9,802 $ 9,802 $0 100%Roading Programme 17/18 - Sealed $ 574,166 $ 574,166 $ - $ 545,457 $ - $ - $ - $ - $ 28,708 $ 28,708 $0 100%Roading Programme 17/18 - Unsealed $ 492,090 $ 492,090 $ - $ 467,485 $ - $ - $ - $ - $ 24,604 $ 24,604 $0 100%Roading Programme 17/18 - Drainage $ 866,239 $ 866,239 $ - $ 822,927 $ - $ - $ - $ - $ 43,312 $ 44,258 $946 100%Roading Programme 17/18 - Environmental $ 227,589 $ 227,589 $ - $ 216,210 $ - $ - $ - $ - $ 11,379 $ 11,379 $0 100%Roading Programme 17/18 - Traffic Services $ 18,663 $ 18,663 $ - $ 17,730 $ - $ - $ - $ - $ 933 $ 933 $0 100%Roading Programme 18/19 - Management $ 156,000 $ 29,476 $ 126,524 $ 148,200 $ - $ - $ - $ - $ 7,800 $ 6,180 $1,620 19%Roading Programme 18/19 - Sealed $ 745,565 $ 13,022 $ 732,542 $ 708,286 $ - $ - $ - $ - $ 37,278 $ 18,222 $19,056 2%Roading Programme 18/19 - Unsealed $ 190,119 $ 190,119 $ - $ 180,613 $ - $ - $ - $ - $ 9,506 $ - $9,506 100%Roading Programme 18/19 - Drainage $ 749,063 $ 135 $ 748,929 $ 711,610 $ - $ - $ - $ - $ 37,453 $ 28,088 $9,365 0%Roading Programme 18/19 - Footpaths $ 183,444 $ - $ 183,444 $ - $ - $ - $ - $ - $ 183,444 $ 160,125 $23,319 0%Streetlights $ 59,000 $ - $ 59,000 $ - $ - $ - $ - $ - $ 59,000 $ 100,000 $41,000 0%Bridges repairs (x15) $ 730,020 $ 2,808 $ 727,212 $ 693,519 $ - $ - $ - $ - $ 36,501 $ 57,806 $21,305 0%Bridges replacement (x5) $ 4,370,394 $ 286,594 $ 4,083,800 $ 3,976,640 $ - $ - $ - $ - $ 393,755 $ 436,920 $43,165 7%Clarence Valley Access $ 5,095,941 $ 381,930 $ 4,714,011 $ 4,841,143 $ - $ - $ - $ - $ 254,797 $ 248,354 $6,443 7%Clarence Valley Road protection $ 296,149 $ 296,149 $ - $ 281,342 $ - $ - $ - $ - $ 14,807 $ - $14,807 100%Clarence Valley SAR $ 428,853 $ 101,427 $ 327,426 $ 407,410 $ - $ - $ - $ - $ 21,443 $ 19,603 $1,839 24%

Water $ 3,846,265 $ 1,992,531 $ 1,853,734 $ - $ 836,991 $ 1,285,999 $ 1,066,346 $ 472,997 $ 183,932 $ - $183,932 52%Post EQ - Temporary Water Safety Plans & Samplings $ 36,942 $ 36,942 $ - $ - $ - $ - $ - $ - $ 36,942 $ - $36,942 100%Water Assessment / Retic $ 102,947 $ 102,947 $ - $ - $ - $ - $ 61,768 $ 41,179 $ - $ - $0 100%Water Assessment / Structures $ 48,820 $ 48,820 $ - $ - $ - $ - $ 24,499 $ 16,333 $ 7,989 $ - $7,989 100%Water 16/17 Emergency repairs - Retic $ 418,635 $ 418,635 $ - $ - $ - $ - $ 200,595 $ 133,730 $ 84,310 $ - $84,310 100%Water 16/17 Emergency repairs - Structures $ 149,822 $ 149,822 $ - $ - $ - $ - $ 77,760 $ 51,840 $ 20,221 $ - $20,221 100%Water - 17/18 EQ OPEX repairs - Retic $ 23,151 $ 23,151 $ - $ - $ - $ - $ 13,890 $ 9,260 $ - $ - $0 100%Water - 17/18 EQ OPEX repairs - Structures $ 5,931 $ 5,931 $ - $ - $ - $ - $ 3,559 $ 2,373 $ - $ - $0 100%Mt Fyffe Water main and road reinstatement $ 986,557 $ 986,557 $ - $ - $ 393,546 $ - $ 498,547 $ 94,464 $ - $ - $0 100%Urban water main from NCTIR Village $ 215,206 $ - $ 215,206 $ - $ - $ 215,206 $ - $ - $ - $ - $0 0%Water - East Coast - Structures - Reservoir $ 27,760 $ 27,760 $ - $ - $ - $ - $ - $ - $ 27,760 $ - $27,760 100%Water - Kincaid - Structure - Reservoir $ 25,680 $ - $ 25,680 $ - $ 15,118 $ - $ 6,337 $ 4,225 $ - $ - $0 0%Water - Ocean Ridge - Structure - Reservoir $ 28,184 $ 28,184 $ - $ - $ 2,674 $ - $ 11,280 $ 7,520 $ 6,710 $ - $6,710 100%Water - Urban - Reticulation $ 9,360 $ - $ 9,360 $ - $ - $ - $ 5,616 $ 3,744 $ - $ - $0 0%Water - Urban - Structure - Fords $ 1,218,793 $ 98,473 $ 1,120,320 $ - $ 166,048 $ 1,020,793 $ 19,171 $ 12,781 -$ 0 $ - $0 8%Water - Urban - Structure - Peninsula $ 247,442 $ 31,616 $ 215,827 $ - $ 194,102 $ - $ 32,004 $ 21,336 $ - $ - $0 13%Water - Urban - Structure - Mackles Bore $ 301,035 $ 33,694 $ 267,341 $ - $ 65,503 $ 50,000 $ 111,319 $ 74,213 $ - $ - $0 11%

Stormwater $ 688,739 $ 31,862 $ 656,876 $ - $ 209,096 $ - $ 412,862 $ 66,145 $ 636 $ 0 $636 5%Stormwater Assessment - Structures $ 28,250 $ - $ 28,250 $ - $ - $ - $ 16,950 $ 11,300 $ - $ - $0 0%Stormwater Assessment - Retic $ 43,648 $ 1,273 $ 42,375 $ - $ - $ - $ 26,189 $ 17,459 $ - $ - $0 3%Stormwater 16/17 Emergency Repairs $ 6,047 $ 6,047 $ - $ - $ - $ - $ 3,247 $ 2,165 $ 636 $ - $636 100%Stormwater 17/18 OPEX Repairs $ 24,542 $ 24,542 $ - $ - $ - $ - $ 14,725 $ 9,817 $ - $ - $0 100%Stormwater Repairs - Structures $ 286,251 $ - $ 286,251 $ - $ 102,096 $ - $ 171,751 $ 12,405 $ - $ - $0 0%Stormwater Repairs - Reticulations $ 300,000 $ - $ 300,000 $ - $ 107,000 $ - $ 180,000 $ 13,000 $ - $ 0 $0 0%

Sewerage $13,578,271 $ 2,933,347 $10,644,924 $ - $ 3,384,971 $ 624,817 $ 6,720,905 $ 1,274,871 $ 1,572,707 $ 157,725 $1,414,983 22%Sewerage Assessment / Retic $ 501,870 $ 501,870 $ - $ - $ - $ - $ 288,127 $ 192,084 $ 21,660 $ - $21,660 100%Sewerage Assessment / Structures $ 18,934 $ 18,934 $ - $ - $ - $ - $ 11,361 $ 7,574 $ - $ - $0 100%Sewerage 16/17 emergency repairs - Retic $ 458,605 $ 458,605 $ - $ - $ - $ - $ 246,048 $ 164,032 $ 48,525 $ - $48,525 100%Sewerage 16/17 emergency repairs - Structures $ 583,528 $ 583,528 $ - $ - $ - $ - $ 200,905 $ 133,937 $ 248,687 $ - $248,687 100%Sewerage 17/19 OPEX repairs - Retic $ 10,500 $ 1,005 $ 9,495 $ - $ - $ - $ 6,300 $ 4,200 $ - $ - $0 10%Sewerage 17/19 OPEX repairs - Structures $ 42,000 $ 31,171 $ 10,829 $ - $ - $ - $ 25,200 $ 16,800 $ - $ - $0 74%Sewerage 17/20 OPEX - EQ maintenance and powering $ 157,500 $ 63,138 $ 94,362 $ - $ - $ - $ - $ - $ 157,500 $ - $157,500 40%Lyell Creek $ 6,948,852 $ 617,982 $ 6,330,870 $ - $ 1,481,978 $ 301,000 $ 4,157,940 $ 415,462 $ 592,472 $ 157,725 $434,747 9%Aeration Lagoon $ 3,510,153 $ 538,756 $ 2,971,397 $ - $ 1,502,456 $ 323,817 $ 1,010,328 $ 169,688 $ 503,864 $ - $503,864 15%Pump Station - Esplanade $ 39,500 $ 39,500 $ - $ - $ - $ - $ 23,700 $ 15,800 $ - $ - $0 100%Pump station - Mt Fyffe Meadows $ 340,987 $ 66,302 $ 274,684 $ - $ 42,611 $ - $ 179,025 $ 119,350 $ - $ - $0 19%Sewerage Manholes $ 493,948 $ - $ 493,948 $ - $ 174,417 $ - $ 296,369 $ 23,163 $ - $ - $0 0%Sewerage Pipework Esplanade $ 54,769 $ - $ 54,769 $ - $ 20,384 $ - $ 32,861 $ 1,524 $ - $ - $0 0%Sewerage Pipework Beach Rd catchments $ 148,005 $ - $ 148,005 $ - $ 55,084 $ - $ 88,803 $ 4,118 $ - $ - $0 0%Sewerage Pipework South Bay $ 49,019 $ - $ 49,019 $ - $ 18,244 $ - $ 29,411 $ 1,364 $ - $ - $0 0%Sewerage Pipework Mt Fyffe Hawthorne $ 12,555 $ 12,555 $ - $ - $ 12,555 $ - $ - $ - -$ 0 -$ 0 $0 100%Sewerage Pipework Ocean Ridge $ 52,296 $ - $ 52,296 $ - $ 19,463 $ - $ 31,378 $ 1,455 $ - $ - $0 0%Sewerage Pipework Middle creek crossing $ 155,250 $ - $ 155,250 $ - $ 57,780 $ - $ 93,150 $ 4,320 $ - $ - $0 0%

Grand Total $40,439,024 $14,105,409 $26,333,615 $19,400,332 $ 4,431,057 $ 2,400,000 $ 8,769,897 $ 2,200,000 $ 3,237,737 $ 2,124,464 $1,113,274 35%

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ACTIVE PROJECT PROGRESS / STATUS UPDATESThe following is a brief outline of the status of each active project, most likely estimates, start and finish dates for physical works. Relevant project numbers are used in the project description.

Projects that are 100% complete are not listed.

Roading and Structures

(R.2.11 R.2.21 R.2.41) Roading Emergency Works – Pavement and Drainage repairs

Estimate: $1,651,000 Spent to date: $42,632

Status: Downers are engaged to complete the scheduled repairs as part of the Council’s road maintenance contract. Works are now progressing.

Start: Feb 2019 Finish: July 2019

R.2.72 Footpath Repairs

Estimate: $184,500 Spent to Date: nil

Status: Rebuild and Council’s BAU works are being combined and coordinated with Chorus’ Ultra-Fast Broadband (UFB) rollout, to ensure a single efficient reinstatement and repair programme. Non-subsidised activity.

Start: Aug 2019 Finish: Dec 2019

R.2.90 Streetlight Repairs


Status: Repairs to be undertaken through preferred supplier Mainpower. Non-subsidised activity.

Start: Aug 2019 Finish: Dec 2019

R.3.1 Bridge Repairs

Estimate: $730,000 Spent to Date: $2,808

Status: Jacobs undertaking detailed design of major repairs and procurement documents for tender in April/May. Minor repairs to be detailed and combined with BAU works programme, and delivered through Council’s road maintenance contract.

Start: Jul 2019 Finish: Dec 2019

R.3.3 Five Bridges Replacement

Estimate: $4,370,000 Spent to Date: $286,594

Status: Design & Build Contract awarded to CSL (Concrete Structures Ltd) in Jan 2019. Design verification due in March. Contract works to commence at Hawthorne Road Bridge.

Start: May 2019 Finish: Feb 2020

R.3.4 Clarence Valley SAR (Southern Access Route)


Status: Council’s road maintenance contractor Downer is maintaining the SAR. Significant risks with unstable ford across Wharekiri stream, and multiple active slips the along temporary route.

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Start: ongoing Finish: Jun 2020

R.3.5 Clarence Valley Access


Status: Work is progressing with Beca and The Property Group to complete the required Indicative Business Case assessment of all infrastructure and non-infrastructure options by April 2019. It is also expected that Simpson Grierson will be asked for further clarification of legal advice. The RSG/Council and NZTA will then be able to consider the Business Case. The Indicative Business Case may then be presented to the Clarence Valley community. Council’s roading contractor Downer will maintain the Clarence Valley temporary southern access route in the interim. Temporary closures will continue to occur during wet weather events to ensure the safety of all road users. Council will notify residents and road users of temporary closures/openings using the established procedures.

Start: ongoing Finish: tbc 2020

Water Reticulation and Structures

W.2.1 Mackles Bore


Status: Jacobs preparing procurement documents for pricing/tender. Specialist drilling likely to be required.

Start: Jul 2019 Finish: Nov 2019

W.2.2 Fords Reservoir


Status: Fords Reservoir Physical Works Delivery contract CW-EQ-043 has been awarded to Isaac Construction Ltd with a contract price of $884,979.30 (plus GST). The contractor will establish on site, earthworks will proceed and new reservoir supply from Tasman Tanks will get underway.

Start: Mar 2019 Finish: Dec 2019

W.2.3 Peninsula Reservoir Lining


Status: The pipework repairs were awarded to IWK and are complete. The lining contract has been negotiated with Mainmark but the final award of the work is on hold pending completion of a network storage capacity review by Jacobs, to be certain of the current or future need for this additional storage.

Start: Jul 2019 Finish: Sep 2019

(W.2.6 W3.1) Kincaid Reservoir and Urban Reticulation Repairs


Status: Design specification documents for repairs are being prepared.

Start: Apr 2019 Finish: Jun 2019

W.3.3 Watermain from NCTIR Village to Seaview


Status: Awaiting formal approval of Betterment Funding before committing to expenditure. We have a suitable quote from IWK to proceed with the works at the earliest opportunity.

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Start: Apr 2019 Finish: Jul 2019

Wastewater Reticulation and Structures

WW.2.1 Wastewater Treatment Plant (WWTP), Aeration Lagoon


Status: All post tender clarifications and negotiations are virtually complete, to allow award of contract. Isaac’s are the preferred tenderer. A substantial area of the WWTP operational site is located on KiwiRail land. We are urgently working to apply and obtain a Deed of Grant in the form of a property right from KiwiRail. This is a standard application and legal document that KiwiRail use, and is expected to be obtained without any unexpected consequences to the project. However, the formal award of contract needs to await this grant of right from KiwiRail. Once all relevant information is supplied in the application, KiwiRail have an obligation to process and respond within 30 days. Isaac’s have been advised.

Start: Apr/May 2019 Finish: May 2019

WW.2.9 Totara Lane (Mt Fyffe Meadows) Pump Station


Status: Construction is underway by Fulton Hogan, the contractor undertaking this work. Trenchless pipe laying is now complete and other works are underway.

Start: Nov 2018 Finish: Apr 2019

WW.3.1 Lyell Creek Sewer Upgrade


Status: Fulton Hogan has been identified as the preferred tenderer. All evaluation and tender negotiations are nearing completion and award of contract will follow in February, once resource consents are issued by ECAN. FH is expected to establish on site in late March.

Start: Mar/Apr 2019 Finish: May 2020

(WW.2.7 WW.3.3 WW.3.4 WW.3.5 WW.3.6 WW.3.7) Reticulation Pipework & Manholes


Status: Stantec are compiling a full schedule of specified works for procurement. IWK are the preferred supplier for reticulation repairs. Structure/manhole repairs are expected to be procured through the pre-qualified physical works panel of Fulton Hogan, Isaac, and Brian Perry Civil.

Start: Apr 2019 Finish: Oct 2019

Stormwater Reticulation and Structures

(SW.1.1 SW.1.2 SW.2.1 SW.3.1)Stormwater structures and reticulation repairs


Status: Specific repair works are to be designed and documented for procurement. We are awaiting some wet weather to verify/highlight drainage issues and solutions.

Start: Jul 2019 Finish: Nov 2019

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PROGRAMME RISKS AND ISSUES Only medium, extreme and high risks are included in this report table.

Category Event OwnerActionee

Inherent_Consequence

Inherent_Likelihood

Inherent_Risk level Risk Control/Mitigation Status

Residual_Consequence

Residual_Likelihood

Residual_Risk_Level

Since last month

Further_ControlFinancial Rebuild programme scope not fully defined

resulting in increased programme estimatesProgramme Manager PT Major Likely High 21 Asset investigation undertaken and incorporated.

Programme contingencies reviewed and project estimates updated. Project scope agreed.

Initial Assessment

Significant Unlikely Med 9

▼Betterment projects scoped and approval pending. All programme and project contengencies reviewed.

Financial KDC ability to meet financial obligations - cashflow and budgets

KDC Finance manager PT Major Likely High 21 Thorough review through the 3YP process. Business case preparation for additional support. Confirmation of additional budget bid funding.

Initial Assessment

Significant Likely High 17=

Preparation of Council's draft 2019/20 Annual Plan. Confirm Betterment projects

Programme management The programme is not delivered on time or cost Programme Manager PT Significant Possible Med 13 Appropriate programme management and fit for purpose reporting.

Monitor Response

Significant Possible Med 13=

Dates continuing to slip but programme completion by mid 2020 still achievable.

Physical delivery The programme is not delivered safely Programme Manager PT Major Possible High 18 Appropriate safety standards defined and implemented for the programme. Appropriate monitoring and assurance to ensure compliance.

Initial Assessment

Major Possible High 18=

H&S included in Procurement Panels, and in physical works contracts.

Physical delivery The programme is not delivered to appropriate quality standards

Programme Manager PT Major Possible High 18 Quality standards and requirements defined for the programme. Appropriate monitoring and assurance.

Initial Assessment

Major Possible High 18

=Standards & requirements to be managed through appropriate project control and MSQA.

Financial Another natural hazard event ( earthquake, cyclone, rain event)

KDC Civil Defence Coordinator

PT Major Possible High 18 Initial Assessment

Major Possible High 18 = Maintain emergency response plan vigilance

Physical delivery Interdependencies from other workstreams or funding affect programme delivery (e.g. NCTIR, EQC, Insurance, natural hazards programme)

Programme Manager PT Major Likely High 21 Coordination across workstreams and interface with key parties

Initial Assessment

Significant unlikely Med 9=

Stakeholder Loss of community and stakeholder confidence in and tolerance to ongoing rebuild work

Communications Offi cer

PT Significant Possible Med 13 External communications plan developed and implemented. Timely response to rebuild queries

Initial Assessment

Significant Possible Med 13=

Good comms strategy during physical works delivery.

Stakeholder Community/Stakeholder expectations are not achieved with programme outcomes

Programme Manager PT Significant possible Med 13 Clearly articulated rebuild programme objectives, regularly stakeholder engagement

Monitor Response

Significant possible Med 13 = Good stakeholder engagement during physical works delivery.

Programme management Lack of internal resources or loss of key resources KDC CEO PT Significant Possible Med 13 Timely engagement of appropriate resource, backfill resource as required. Agreement for additional support.

Initial Assessment


Retain staff to end of Rebuild Programme in mid 2020

Physical delivery Lack of external resources to deliver the programme

Programme Manager PT Significant Likely High 17 Timely communication of rebuild programme to market and appropriate procurement strategy in place. Market testing and appropriate packages identified.

Initial Assessment

Significant Unlikely Med 9=

Preferred tenders for all major contracts. Consultants engaged for contract management.

Financial Timely access to Crown funding leading to major cashflow issues for KDC over next summer (up to $2.5M/month)

DPMC and NZTA RSG reps

PT Major Possible High 18 Streamlining claiming process and ensure funder's confidence in KDC's claim preparation processes forward.

Monitor Response


Regular meetings with DPMC staff

Programme management Rebuild information not provided to stakeholders in a timely way

Communications Offi cer

PT Significant Possible Med 13 Rebuild communications plan in plan and implemented with regular stakeholder updates

Monitor Response

Significant Possible Med 13 = Regular information releases for each major project

Physical delivery Environmental or cultural consenting requirements impacting programme

Programme Manager PT Significant Likely High 17 SLA with MKT, Archaeological authority application and work being undertaken with ECan

Monitor Response

Significant Unlikely Med 9

▼Each project assessed for cultural & environmental impact. ECAN consents obtained.

Physical delivery Opportunities for fraudulent practices Programme Manager PT Major Possible High 18 Monitoring and evaluation programme across rebuild activities. Procurement in line with agreed strategy. Timely audit and validation

Initial Assessment

Significant Unlikely Med 9=

Independent Probity service provided during procurement.

Physical delivery Opportunity for legal challenge on key projects e.g. Lyell Creek, Clarence Valley access

Programme Manager PT Major Possible High 18 Legal advice sought as required Initial Assessment

Major Possible High 18 = High profile CVA project. Close coordination with NZTA.

Subject Action Scoring - After mitigation Further Mitigation requiredInherent Scoring

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Notes for the Programme Risk and Issues table:

Financial, Rebuild programme scope not fully defined resulting in increased programme estimates: ▼The Residual Likelihood for this risk has decreased from Possible to Unlikely. Crown Betterment projects are now scoped and estimated, and pending formal approval. Staff have also reviewed all Programme and individual project contingencies.

Physical Delivery, Environmental or cultural consenting requirements affecting programme: ▼Key environmental consents have been achieved that allow construction phases to proceed.

Programme Management, the Programme is not delivered on time or cost: =While this residual risk level is unchanged, some major construction start dates are continuing to slip. Completion of the Rebuild Programme by mid-2020 is still achievable but programme float is being used up. All project risks need active and careful management.

Rebuild Risks RegisterNo of Risk Items

Current Inherent

Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19

Extreme 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0High 12 8 7 6 7 7 7 8 7 5 6 4 6 7 6 6 4 4 5 5Medium 6 6 7 8 7 7 7 7 8 10 9 12 9 8 9 10 12 12 11 11Low 0 0 0 0 0 0 0 0 2 2 3 2 2 2 2 2New 2 1 1Closed 1Total Items 18 15 15 15 15 15 15 16 16 16 16 16 17 17 18 18 18 18 18 18

Almost certain

Insignificant Minor Significant Major Catastrophic Catastrophic

LikelyAlmost Certain Med 11 High 16 High 20 Ext 23 Ext 25 Major

Possible Likely Med 7 Med 12 High 17 High 21 Ext 24 Significant

Unlikely Possible Low 4 Med 8 Med 13 High 18 High 22 Minor

Rare Unlikely Low 2 Low 5 Med 9 Med 14 High 19 Insignificant

Rare Low 1 Low 3 Low 6 Med 10 Med 15

Consequence definitions

The potential threat/event is almost certain to occur

Like

lihoo

d

Programme Project fails

The potential threat/event will probably occur in most circumstances

Potential to majorly impact Programme/ project success and/or time/quality/budget/reputation

The potential threat/event may occur occasionally Programme or Project is still deliverable but impacts to time/quality/cost/reputation

The potential threat/event could infrequently occur

Consequences are manageable for programme/ project delivery

The potential threat/event may occur in exceptional circumstances Not likely to have consequences for programme/ project

Likelihood definitions Consequence

17

FINANCIAL IMPLICATIONS AND RISKS:There are no specific financial issues or implications from this report that require Council decisions at this time.

RECOMMENDATION:That The Horizontal Infrastructure Rebuild Programme Report is received.

We value, protect and enhance Kaikōura’s unique natural environment and biodiversity and sustainably manage disposal of waste.

Our District is economically diverse, attractive to investment and provides certainty around business and employment continuity.

Our community is resilient, safe and well and has their essential needs met

Our community participates in decisions and planning in a way that benefits our future.

Our infrastructure, housing and community facilities are easily accessible, cost effective and able to withstand our natural hazards.

Residents and visitors enjoy an improved quality of life in our District.

SIGNIFICANCE OF DECISION:

This decision is not considered significant in terms of Council’s Significance and Engagement Policy.

RELEVANT LEGISLATION:

NA

COMMUNITY VIEWS:

NA

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Report to: COUNCIL

Date: 4. February 28th

Subject: 5. Financial and Corporate Sustainability (FCS): Decision

Making Framework

Prepared by: 6. Jane Parfitt ; Robyn Smits

Input sought from: Kaikōura Recovery Steering Group

Authorised by: 7. Angela Oosthuizen

Bruce Robertson

1 PURPOSE AND ORIGIN:

Council gave authority to the CEO on 21/09/18 to sign a Memorandum of Understanding (MoU) with the Department of Internal Affairs for the use of funding for work on Natural Hazards and Financial Sustainability. The purpose of this report is to request that Council sign off the decision making framework comprising the strategic objectives and guiding principles which Council intends to follow as it makes decisions to achieve the outcomes of the MoU.

Theses outcomes are:

1.1 A financially efficient Council (in relation to appropriate debt levels and new sources of revenue; commercial operations, such as the Harbour and Airport; possible divestments of assets; and the development of core transformational projects); and

1.2 An enhanced capability for the Council, with a fit for purpose structure to meet future needs and exploration of shared services and other arrangements.

The MoU is attached as Appendix A

Recognising that amalgamation is fraught with political and fiscal challenges and risks - all alternative service delivery options will be considered thoroughly - unless financial analysis proves that financial sustainability in its current form is not tenable

2 EXECUTIVE SUMMARY:

Council received $1.3m new initiative funding from Budget 2018 for work on sustainability. A MoU was signed with Council outlining how the Crown and Council would work together on this project. Stage one, comprising a stocktake of various aspects of this work is well underway and Council has received regular updates on this work.

The 2019 annual plan process is running in parallel with much of this work and will be used as the “current state” benchmark.

As it is election year, the Pre-Election report is due on 3rd July and our intention is that details of this work will be included in it.

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It is now timely for Council to adopt strategic objectives and guiding principles for this project so that it can follow a robust decision making process over the next few months.

3 BACKGROUND:

Council received $1.3m new initiative funding from Budget 2018 for work on sustainability. A MoU was signed with Council outlining how the Crown and Council would work together on this project. For financial and corporate sustainability, stage one, comprising a stocktake of various aspects of this work is well underway and Council has received regular updates on this work.

The 2019 annual plan process is running in parallel with much of this work and will be used as the “current state” benchmark.

As it is election year, the Pre-Election report is due on 3rd July and our intention is that details of this work will be included in it.

It is now timely for Council to adopt strategic objectives and guiding principles for this project so that it can follow a robust decision making process over the next few months.

The Kaikōura District has a population of around 3,500, allowing only a small rating base from which the council can draw funds. Recovery from the earthquake of November 2016 has put additional financial pressure on the council and required the support of Government. This work has highlighted the district’s financial sustainability issues and led to the establishment of the Financial and Corporate Sustainability work underway.

Kaikōura District Council received strong feedback from residents about reducing rates increases during 2018/19 budgeting process. Action is clearly required to address the financial issues we face.

Post-earthquake, Kaikōura has been fortunate to have the support of Government to address key infrastructure and natural hazards issues. Without this support, the people of Kaikōura would have been faced with significantly higher rates increases to fix what was damaged.

In addition to earthquake-related costs, the Council is also needs to address the results of past under-investment on processes, systems, infrastructure and services and support the community as it moves positively on from the earthquake.

The review of the district’s financial sustainability includes:

a review of all assets, fees and charges, and current debt financing to seek savings;

investigations of new revenue opportunities;

a review of all the services provided across the district to agree appropriate levels of service and to find efficiencies in delivery;

consideration of the council structure and ways of working;

and preparation of a 12-year financial plan for the district based on assumptions and the most reliable information to hand.

The aim is to find ways to ensure the financial sustainability of the district into the future – with a relatively small number of ratepayers and significant ongoing costs, the review will be considering a wide range of options.

The Council won’t know the full outcome of the review or make any decisions until the work is completed later this year. However, given the district’s tight finances and limited opportunities for future revenue increases, a range of options will need to be explored.

20

The Kaikōura Recovery Steering Group (KRSG) was set up to provide guidance, advice and oversight to the Chief Executive in her role in providing advice to Council on a sustainable way forward for the Council in serving its community.

Appendix B sets out the KRSG terms of Reference and the structure within which they operate.

4 DISCUSSION:

As the decision makers, the Mayor and Councillors require a well thought out, clear and defendable framework to guide their decision making. This section outlines possible Strategic Objectives and Guiding Principles.

4.1 Strategic Objectives

The overall purpose of the proposed Strategic Objectives is to provide the criteria against which future service delivery options will be tested. Some commentary about what these statements actually mean and/or how they might be measured is included where necessary.

The Kaikōura community will have strong, direct elected local government representation in place.

The way Kaikōura services are delivered is financially sustainable.

In setting this as an objective Council are signalling that they see it as important that KDC can demonstrate comparative affordability to other similar small Councils. A range of affordability measures will need to be developed as a threshold e.g. rates as a percentage of disposable median income, take a longer term planning horizon, and represent value for money.

Statutory responsibilities are met.

This is non-negotiable.

Services meet the specific needs of the community, are delivered efficiently and sustainably and consider the long-term needs of the district.

This means that Council assets and networks are sustainably managed and there is adequate investment in renewals and upgrade

The community is confident that robust plans are in place

The Crown is confident that Council’s plans are deliverable

The way the Council works and is structured supports the District’s Long Term Vision and Plan

4.2 Guiding Principles

The overall purpose of the proposed guiding principles is to underpin how decisions will be made.

Elected members will “do the right thing” for the communities of the present and the future in their decision making on the Council’s future.

Decisions that come out of this project will guide future decisions.

Kaikōura District is forward thinking, making the right decisions for present and future generations with the primary focus being sustainable service delivery to the community.

21

Trust and credibility in Council capability and decision making will be built.

The best available information and data to make common sense decisions will be used.

The CEO will keep the staff well-briefed so they are well informed as the project progresses.

Trust and credibility will be built with the community and key stakeholders by informing them of progress on this strategic project.

Elected members will trust in the advice from the Chief Executive (supported by the Kaikōura Recovery Steering Group) and will take the time needed to make good decisions.

5 NEXT STEPS:

A Draft Roadmap (Appendix C) has been developed to highlight the timelines for the various work streams, workshops, and Council decision points. It is important to note the annual plan dates to ensure the rates are struck by 30th June and the pre- election report date of 3rd July.

Depending on the outcome of the various work-streams, the detail within this draft roadmap may change, but the statutory dates above are fixed.

Decision making reports will be prepared as information is gathered.

6 FIANCIAL IMPLICATIONS AND RISK:This work is fully funded by the Crown.

7 RECOMMENDATION:That Council

7.1 Adopt the following strategic objectives to guide their decisions on the Financial and Sustainability options for the future:

The Kaikōura community will have strong, direct elected local government representation in place.

The way Kaikōura services are delivered is financially sustainable.

Statutory responsibilities are met.

Services meet the specific needs of the community, are delivered efficiently and sustainably and consider the long-term needs of the district.

The community is confident that robust plans are in place.

The Crown is confident that Council’s plans are deliverable

The way the Council works and is structured supports the District’s Long Term Vision and Plan.

7.2 Adopt the following guiding principles to underpin their approach to this work:

Elected members will “do the right thing” for the communities of the present and the future in their decision making on the Council’s future.

Decisions that come out of this project will guide future decisions.

22

Kaikōura District is forward thinking, making the right decisions for present and future generations with the primary focus being sustainable service delivery to the community.

Trust and credibility in Council capability and decision making will be built.

The best available information and data to make common sense decisions will be used.

The CEO will keep the staff well-briefed so they are well informed as the project progresses.

Trust and credibility will be built with the community and key stakeholders by informing them of progress on this strategic project.

Elected members will trust in the advice from the Chief Executive (supported by the Kaikōura Recovery Steering Group) and will take the time needed to make good decisions.

8 COMMUNITY OUTCOMES SUPPORTED:

The work is in support of all community outcomes.







9 SIGNIFICANCE OF DECISION:

The outcome from this work may be significant and fall within the scope of KDC’s Significance and Engagement Policy and may require community and stakeholder engagement and consultation at the appropriate time. Given the potential significance it is important that progress on this project is visible and as transparent as practicable to the community as the project progress.

Council may decide to deviate from the policy and record its reasons for doing do.

23

This report and recommendations do not fall within the policy.

10 RELEVANT LEGISLATION:

Part 6, Local Government Act 2002

11 COMMUNITY VIEWS:

It is anticipated that community views will sought on the future output of the programme

24

Report to: COUNCIL

Date: 27th February 2019

Subject: Responsible Camping General Update Prepared by: Matt Hoggard – Strategy, Policy and District Plan Manager.Input sought from: Jacob Turnbull – Policy Planner

Kate Hunt – Biodiversity Officer/Planning Admin Libby Clifford - Communications and Engagement Manager

Authorised by: Angela Oosthuizen – Chief Executive Officer

1. PURPOSE AND ORIGIN:This report provides an update on responsible camping for the 2018/19 summer.

2. EXECUTIVE SUMMARY:This report follows the Council reports of 26th September 2018, two reports of 28th November, and report of 30th January 2019 and provides and update of what occurred at the Responsible Camping Working Group (RCWG) and National Responsible Camping Forum.

3. RECOMMENDATION:That:

1. Council receives this report for information2. Council note the RCWG recommends to Council that the RCWG pursue vigorously the

benefits and drawbacks of a Responsible Camping Bylaw and if the RCWG decide the benefits outweigh the drawbacks, to proceed with framing the details of a bylaw for recommendation to Council. If a Bylaw is desired, it should begin in March to be ready by December 2019

3. Council notes the request to install additional rocks in the area to limit size4. Council provides direction on the appropriate size of the Pohowera site for the

remainder of the 2018/2019 summer and next summer season 2019/2020.5. Council discusses the request by the Responsible Camping Working Group to pursue the

investigation of a bylaw under the Freedom Camping Act 2011 and if approves begins work immediately to be ready for the next summer season.

6. Council considers funding in the annual plan for the development and enforcement of a Responsible Camping Bylaw.

4. RESPONSIBLE CAMPING UPDATES:

National Responsible Camping Forum Update A summer monitoring call occurred on 11th February, key points of the phone conference included:

Tourism Industry Association (TIA) still working on guidelines for campers Regulatory review is still progressing at the national level MBIE are currently reviewing the self-contained certification programme Issues remain with tickets being paid, trails running with council are underway. Queenstown

Lakes District Council are looking to automate a process where tickets go directly to rental car companies. To be affective the process has to occur within 1 week of issue of ticket, and the aim is real-time

Fortnightly reports are now being provided to Councils from Geo-zone (see Appendix 1)

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National trail of CamperMate app indicating when site are full is seeing about 70% of campers complying with information.

Campers are tending not to move into holiday parks until discounts are offered of more than 10% but still very early in the trial.

Number of campers nationally not arriving to sites until after 11pm. Tourism NZ has been pushing “camping.org.nz” this summer has seen over 1.1million views

on u-tube, and 40,000 views on Facebook, 7-800 views on Trade Me Camping.org.nz has seen visits increase by 70% to 86% by first time new views, 70% of

access by mobile phones.

Key points from other councils: Community rangers are being used during the day and security firms being used for

enforcement of bylaws after 11pm. Some Councils are choosing to undertake enforcement at 3am, issue of tickets rather than

talking to campers and trying to move on tired divers or those under the influence of alcohol.

Camp sites (not complying with camping regulations) are popping up to meet demand, resulting in additional enforcement issues.

Infringements and rates of compliance are both up.

Responsible Camping Working Group Meeting The RCWG meet on 7th February, the this was the groups 4th workshop and the focus was to reaffirm why the group was established, provide an update of what has been occurring over the summer addressed what was working well, what could be improved and agree on next steps. Table 1 below provides an overview.

Table 1 RCWG – Summer Review What worked well What didn’t What could be

improved/changes/solutionsVolunteer advocacy Camera damage at Pohowera/

new technology - overcrowdingHaving ambassadors/volunteers (cost to volunteers)

Having sites Too much space at Pohowera New technology needs to integrate with holiday parks

Positive feedback Rubbish left behind by campers Fence/rocks to limit site numbersSituation improved at Kiwa Rd Pohowera – too many

commercial campsites saw a drop off in business

Test removing site photos on CamperMate

Scarborough Site (contained site & enough toilets)

Responding to complaints (some) Collaboration with NZMCA to monitor numbers/speak with campers at Pohowera

More complaints (easier & better system)

Proximity/unsafe of campers to each other, less than 3m

Bylaw? Cost of enforcement – look at TIF $ criteria

Council landscape ideas at Kiwa Rd

Increased shower etc. theft/rubbish dumping

Advocate central govt. & camper companies to pay costs towards

KDC staff on Holiday during busy time period

Enforcement costs paid by rental company or clamp/spot collect/incentives/disincentives

Many campers still toileting outside despite being self-contained

Look at donations

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The Pohowera (South Bay) site was a key focus of attention, with the site swelling beyond what had been anticipated for the area. A member of the RCWG recorded 111 vehicles on site at one time. Some technical problems had occurred with the camera intending to provide information on numbers.

Regardless of the camera function, numbers still exceeded what had been anticipated for the area and what had been approved by Council, these very high number were seen to have an impact on the banded dotterels.

In addition, some local camping grounds expressed a reduction in clients over the summer period. No hard technical supporting information has been provided by camping ground owners. Both Top 10 and Alpine Pacific have informed council staff of a reduction in the number of times their properties have been at 100% occupancy. Peketa Beach Holiday Park, typically does not reach 100% occupancy due to the size of the property however the new owners they have provided comment about a reduction in electricity and gas usage.

The education and advocacy which had been provided with regard to the banded dotterels was a great start. The RCWG felt this needed to be supported by physical works to limit the site and the ability to enforce was also required. Originally when council agreed to the use of the site the report stated:

“Discussion are occurring on how to improve dotterel awareness this may include:….

d. Limiting the area to a maximum of 20 vehicles, quotes are currently being obtained for fencing.”

Quotes have been obtained to install additional rocks in the area to limit size. Quotes are under $1000.00. RCWG recommended that the site will be physically limited in size to help assess how camper behaviour changes. It is expected that the wack-a-mole problem may occur, and rather than additional guests in camping grounds an influx of campers will be seen at other locations. However, this will not be known until the site is reduced and site could easily be reinstated to its former size by simply moving the additional boulders. In addition it is noted that Council Environmental Health Officer has noted the presence of beach toilets at the southern end of Pohowera away from the limestone and toilets.

In general, the RCWG felt that as well as resources for physical development of areas to ensure appropriate use, the need for continued education and advocacy, a regulatory backstop was required.

The RCWG recommends to Council that the RCWG pursue vigorously the benefits and drawbacks of a Responsible Camping Bylaw and if the RCWG decide the benefits outweigh the drawbacks, to proceed with framing the details of a bylaw for recommendation to Council. If a Bylaw is desired, it should begin in March to be ready by December 2019.

A bylaw oversimplifies the complex nature of the process. A bylaw is not a “silver bullet”, rather a single tool which may assist. Section 4.1 of this report shows that Councils with bylaws are still having problems. The creation of a bylaw will provide some assistance to enable a regulatory approach but it will create the expectation that responsible camping is a local issue which will be dealt with by the District Council with increased need for resourcing, monitoring and enforcement after hours.

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We need to keep in mind that a bylaw can only be created under the Freedom Camping Act 2011. The act is pro-freedom camping, it prevents blank bans and requires councils to provide for campers. Camping can only be prevented for three reasons:

(i) to protect the area:(ii) to protect the health and safety of people who may visit the area:(iii) to protect access to the area

In addition the bylaw must be the most appropriate and proportionate way of addressing the perceived problem in relation to that area.

A bylaw may see a number of sites which are not promoted now coming under the spotlight to provide for freedom camping. For example the creation of a bylaw at Hanmer has seen the requirement for areas to be provided within the village for self-contained campers.

We need to keep in mind that this is a complex evolving problem that has a number of moving and changing parts and cannot be solved by local government alone. It requires the continuing push of central government and community supported strategies as well as regulation.

Reflecting on the original direction the intention was:1) trial responsible camping sites, 2) develop a responsible camping strategy3) bylaw if required.

If we are to reach directly for a bylaw it is very important that fully understand the nature of the problem and our communities expectations of tourism before we enable a bylaw.

Recent Environmental Health Inspection Large overspill of campers into pea gravel areas of south of limestone surface of Pohowera

and defaecation has been incurring requiring a clean-up. Area pea gravel is really only suited to self-contained and given the walking distance to the

portaloos Current portaloos numbers at Pohowera (3 toilets) can only really cater for 60 campervans

so if capacity does not reduce health risks may arise Site at Scarborough has an issue with the tap as campers are washing dishes in water. There

is some evidence of defaecation within the nearby pine trees. Health risk is reducing at Kiwa Road given closure and less associated defaecation

5. COMMUNITY VIEWS: As discussed last month community feedback has been mixed. It was considered by the RCWG that the community would benefit from the regulatory backstop that a bylaw offered.

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6. FINANCIAL IMPLICATIONS AND RISKS:

The exact figures for a bylaw creation and enforcement are not presently know the following is anticipate:

Responsible camping, bylaw $20,000Responsible camping legal review $5,000Camping community input $2,500Hearing/minutes $2,500

Enforcement* $60,000 to

$70,000Cleanups*1 $10,000 TBCCommunications and education $7,500Signage $7,500

Total Costs

$115,000 to $120,000 plus

overheads

Enforcement recovery costs*2Difficult to

predict* - Building and Regulatory Manager has indicated that 1.5 fulltime staff will be required over the camping season. *1 – Currently Innovative Waste Kaikoura are unwilling to undertake this service, additional options are being explored. *2 - Council are presently gaining 60-80% recovery of tickets issues, and the process is cost negative. Experiences at other Council.

Costs however are only one factor – still need to consider community views, environmental issues, national context and our local context when decisions are made. No costs have been included for the use of crime prevention through environmental design (CPTED).

Options:

Option Advantages DisadvantagesStatus quo Cheaper option so less impact on rates

Less resource intensive

Greater flexibility on which sites are promoted

Limited control over irresponsible campers

Ongoing complaints but no enforcement mechanism

Environmental impacts

Community dissatisfaction

Bylaw Greater flexibility to control

Enforcement capability

Ability to impose infringements on irresponsible campers

Can create unintended consequences

Rates Impact

Collection of infringements unlikely

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Option Advantages Disadvantages

Resource Intensive to respond to complaints

Can have negative impact on staff safety

7. COMMUNITY OUTCOMES SUPPORTED:







8. SIGNIFICANCE OF DECISION:

Any bylaw development will require full public consultation involving submissions and hearings.

9. RELEVANT LEGISLATION:

Freedom Camping Act 2011 is the means to control freedom camping.

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APPENDIX 1 – GEOZONE/CAMPERMATE LATEST FORTNIGHTLY UPDATE

Dear Kaikoura,

Here are the statistics for your businesses on the GeoZone network of apps over the last two weeks. You can also see your latest statistics on your My Reports page.

Statistics for Scarborough Reserve

App users within your GeoZone: 4,962 users within the last two weeks. Views of your business profile page: 4,368 views within the last two

weeks. Comments: 5 comments placed on your business in the past two weeks.

You can reply to these comments on your My Comments page.

Over the last two weeks, users who have viewed your business were located in the following areas near your business:

(The more users viewing your profile, the "hotter" the dots are)

"Standard free campsite, only 15 min walk into kaikoura! Portaloos were cleaned a lot not as bad as some i've seen! plenty of space" - January 19, 5:30am

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"Très bon spot pour rester 1 ou 2 nuits proche du centre ville de Kaikoura, toilettes propres." - January 21, 5:18am"Bien placé et gratuit, dépanne bien pour une nuit. Peu d’herbe pour emplacement tente, se rempli le soir" - January 24, 6:43am"Sauber und zentral. Waren hier für eine Nacht. Es gibt auf dieser App die Option etwas zu spenden. Bitte nutzt diese Funktion, damit Plätze wie diese erhalten bleiben. An einem anderen Platz hier verlangen sie ZB 20 $ allein fürs über Nacht parken! Und wirklich nur parken! Waren froh hier parken zu können ohne die Einwohner zu belästigen." - January 25, 10:22pm"Perfect to park for free near the city. Very dusty in strong wind." - January 25, 5:41am

Statistics for Pohowera


weeks. Comments: 14 comments placed on your business in the past two weeks.

You can reply to these comments on your My Comments page.


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"No rubbish bins so make sure you clean up after yourself. Got really busy but still space to squeeze in. Some locals came round to remind us that there are nesting birds on the beach so best to keep off the beach. Another came round to ask us to write about why we love freedom camping as apparently some locals are against it, and this lovely man was trying to save it. Please respect the site because it seems it could be taken away soon!" - January 17, 6:53pm"*OUTSTANDING*! Absolutely breathtaking campsite on the coast. Please be respectful of the endangered birds who live here. The locals are very responsible and look after this area. Definitely worth a stay but get there early as it gets full. Move on if there are no spaces and be respectful." - January 17, 3:08am"Supposed to be a limit of cars but people seemed to totally ignore this and filled up the space as much as they could which also meant the 3 portable toilets were literally stacking up full overnight... (maybe some numbered spaces would help). Definitely think the local council should charge even $5 per car and put it towards the birds/controlling use of this parking spot. Lovely spot by the beach. Please be considerate of other campers, had to ask our neighbours to keep it down as they were all pretty loud after midnight and everyone else was sleeping especially as there were lots of kids on site." - January 19, 5:49pm"30 places mais pas d'emplacement tracé au sol,accès direct à la plage, super lieu, toilettes et a 5 on du centre en voiture" - January 19, 2:13am"A big parkinglot next to the beach, great views, can get somewhat windy ☺ " - January 21, 6:03pm

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"Schönster Campingplatz auf dem ich in Neuseeland bis jetzt war ! Gibt zwar nur dixiklos , die allerdings auch sehr sauber sind, aber das ist bei der Top lage und der Aussicht aufs türkise Wasser egal 🙈🙏🏼🙏🏼" - January 21, 3:07am"Great spot and full of freedom campers so arrive early for the good spots. There are some great walks along the peninsula, the town centre is a 30min walk away. Loos are basic long drop (but clean) and within easy reach of the entire site. Kayaking out to the seals was a highlight in Kaikoura and there are loads of dolphin" - January 22, 8:35pm"Camping gratuit exceptionnel avec une vue magnifique sur la South Bay !! Toilettes séches à disposition. Merci la. Nouvelle-zelande de nous offrir de si beaux endroits pour passer la nuit :)" - January 23, 4:21am"A lot of parking place, but crowded. Some people park parallel and waste space, it's hard in the evening to find a spot. No-flush toilets are clean, with toilet paper and sanitizer. A lot of dust when windy" - January 22, 8:58pm"Très beau espace pour dormir et les toilettes sont propres" - January 25, 2:58am"Great spot! We managed to get a spot around 8PM. Can be really stormy though! Watched some tenters have to leave. Otherwise, a gorgeous spot, lots of space, standard porta potty toilets." - January 24, 2:01am"Amazing spot with tons of space. However people keep leaving their trash on site. They will certainly close the site if this continues. Take your garbage to a designated spot. Easy as." - January 27, 8:26pm"Nice camping spot for a one night stay right in front of the beach. No water, only chemical toilets." - January 26, 4:16am"Lovely place, but as people have said I'm sure it will be closed if people keep leaving trash here. How hard is it to take your trash with you!! Plenty of recycling places. Also if the site is full, please do not camp on the unmarked spots down at the beach, you are just destroying nature. Rare bird nesting here. Please think of the nature!" - January 29, 9:45pm

Statistics for South Kekerengu


weeks.


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To ensure those viewing your profile page become paying customers, make sure you have a good description and photos for your business profile. You can do this by logging in to your GeoZone business website. You might also like to print this questionnaire to ask how your customers found you.

If you have any questions, please don't hesitate to get in touch.

Adam Hutchinson, GeoZone.

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Report to: COUNCIL


Subject: 9. Kaikōura Community Pool Working Group (KCPWG) Update

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Prepared by: 10. Kim Whitwell, KDC Community Development

Input sought from: Libby Clifford, KDC Communications

Authorised by: 11. Councillor Craig Mackle, Chair of Working Group

PURPOSE AND ORIGINTo provide Council with an update on the progress of the Kaikoura Community Pool Working Group (KCPWG).

EXECUTIVE SUMMARYAt Council’s December 2018 meeting, Council decided to defer any decisions about the community pool until March 2019. A working group was formed to:

Review all the information gathered to date on pool options Identify and assess any other options Verify both capital and opex costs for all options Form a view on the realisation of community fundraising and on realistic targets and

timeframes for this.This report is the second update following the second workshop on Monday 18 February 2019.

ATTENDEESThe following people were in attendance at the second meeting:

Councillor Craig Mackle (Chair) Kim Whitwell (KDC Community Development and Comms) Libby Clifford (KDC Comms-minute taker) Angela Oosthuizen (KDC CEO) Mark Fissenden (SRRLT) Winston Gray (SRRLT) John Diver (Combine sports group representative) Murray Lassen (Community member) Toni Batey (Community member) Petra Jellyman (Youth representative) Kayden Manawatu (Youth representative) Susi Haberstock (Funding) Dave Foster (Independent Financial Expert) Wendi Stewart (Department of Internal Affairs)

Apologies from Darran Kerei-Keepa (Rūnanga member).

WORKSHOP 2 OVERVIEW AND OUTCOMESThe working group met from 12pm-3pm on Monday 18 February 2019. The purpose was to allow working group members to take an unbiased approach to evaluating all options for the pool and form a shared view on finances and fundraising.

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The independent financial expert, Dave Foster presented the outcomes of his review. DIA staff attended to help the working group understand the Lotteries funding opportunities for the varying pool options.

Financial review outcomes: The key themes within the report and advice received are that:

Budgets and timelines should always be realistic, this is especially critical for Kaikōura with our debt limit, community sensitivity to rates rises and strong community interest in the pool project.

Pools nationwide do not come in on budget so best practice is to allow for a budget that contains suitable levels of contingency rather than conservative allowances.

At this stage in a project, all figures being discussed for capex costs have a confidence level of +\- 30%, making accurate estimates very challenging.

The SRRLT report was good quality, however optimistic in some of its assumptions, especially those around fundraising.

Fundraising often takes longer than expected and sponsorship often has short-term appeal for projects (like pools) that, over time become seen as Council facilities.

The major issue for Council is the annual cost to Council generated by any pool. The annual costs consist of opex plus the cost of servicing any associated debt. These could range from $182,000 - $1,500,000 depending on the option and site chosen, fundraising, grants and sponsorship secured. The rates impact of funding this cost would be determined by Councils rating policy. Targeted, differentiated or flat rates could be considered to spread the cost across ratepayers as Council felt appropriate. To help with funding issues, rates could be gathered from as soon as Council felt appropriate.

DIA funding: Two core funds can be considered, the Lottery Hurunui Kaikōura Marlborough Community Facilities Earthquake Fund and the Lottery Community Facilities Fund

Lottery Hurunui Kaikōura Marlborough Community Facilities Earthquake Fundo This fund is contestable and can be applied to at any timeo This fund can be applied to for repairing of the existing pool.

Based on the current $1.2million estimate it is likely that the total cost to repair will be covered.

o This fund can also be applied to build a new like-for-like pool at the existing location, or at a new location. The maximum that can be applied for in this scenario, is the amount that it will cost to repair the existing pool at the existing location. All other associated costs (such as site preparation at a new location), would not be covered and would need to be fundraised, covered by Council or funded from other sources.

DIA advise that the scheme currently has funds available but as time goes by, the remaining funds will continue to be distributed, and the likelihood of funding this project decreases. DIA recommends that the community wait no longer than 6 months before applying for assistance through this fund.

Lottery Community Facilities Fund o This fund is to improve or build new community facilities or, for feasibility studies.

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o It is contestable, with two fixed rounds per year. It is highly oversubscribed and generally gives grants between $200,000 – $300,000. A realistic figure for this project would be $200,000. The largest grant awarded was $500,000

o It requires the applicant to hold 1/3 of the total project cost at the time of application which cannot be made up of any other Lottery sources, so may be more suited to later stages of the pool project (improvement aspects such as a roof).

There is also a Lottery Significant Projects Fund. However DIA advise that the project must be of regional or national significance.

Regional in this context would mean significance would extend further than local community, (e.g. something that would bring people from other towns and cities to the project). DIA advised that while technically eligible for this fund, advised local community swimming pools are generally not successful or considered for this fund as they do not align with the funding purpose or priorities.

It requires the applicant to hold 1/3 of the total project cost at the time of application (i.e. for a $12 million pool project, $4million would already need to be secured).

All above funds require the project to be at a stage where all major decisions have been agreed before the application will be considered

Council contribution:Based on the three year plan and latest rebuild costs Council forecasts indicate that debt levels may reach $12 million by June 2020. This does not take into account landfill/ future transfer station or debt for a pool. It is recommended that debt in Councils should be no more than 175% of rates revenue (circa $15 to 16m). Assuming that an additional amount of $2m should be held in reserve for future events, without a significant growth in rates revenue Council debt and capital contribution for the pool in the short term is limited to $1m. Over the next 5 years as debt is repaid the debt capacity will increase raising this.

This could be increased further if savings on finance costs are achieved should Council be able to participate in the LGFA scheme. Modelling will be required to calculate the maximum amount. Modelling will also be needed to calculate the maximum Council annual operating contribution for operational expenditure and capital repayment. This community’s willingness to pay will also need to be considered.

At the moment Council is currently compiling a 12 year infrastructure plans to inform this modelling, Calculating this future debt capacity and operational contributions is challenging but it is anticipated that a greater level of certainty regarding this is anticipated by May 2019. AT best we can produce an indicative figure but this will be subject to substantiation.

Council has already indicated its willingness to contribute land.

Other matters: Restarting the Community Facilities Trust was discussed as an option for the way forward, especially if a staged project approach is adopted. The working group will discuss this in more depth at a later meeting.

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The working group felt strongly that a pool is needed immediately in the community but that a repair of the old pool is not suitable to meet the needs of the community.

A rebuild of a similar pool in the same site remains a viable option, especially as part of a staged project where roofing or other improvements could be added over time. Time to deliver the various pool options will need to be clarified as will community expectations for service delivery.

The working group agreed that Churchill Park should be removed as a potential site from all further pool discussions.

The working group noted that key questions for the community and Council to answer in any future consultations are:

o What are you willing to pay annually to contribute to a pool?o How long are you willing to wait for a pool you can use?o How much can Council contribute annually towards a pool (capital repayment and

operational costs)?

NEXT STEPS A workshop with Council is planned for March 5 The working group will meet again on March 18 to finalise pool option(s) and discuss their

views on next steps The final report to council will be presented at the March Council meeting

FINANCIAL IMPLICATIONS AND RISKSNil

RECOMMENDATIONThat Council:

1. Receives this report for information

COMMUNITY OUTCOMES SUPPORTED





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Report to: COUNCIL


Subject: 13. Finance Report

Prepared by: 14. Paul Numan, Finance and Commercial Manager

Authorised by: 15. Angela Oosthuizen, Chief Executive Officer

Statement of Financial Position1. The Council financial position remains positive and until we incur the budgeted financial commitments from

the rebuild programme - all available cash continues to be applied to repayment of borrowings – which ensures we gain the greatest financial return.

2. Accordingly this has resulted in our total borrowings at $2.22 million at the end of January and favourable against budget.

3. Cash on hand at 31 January is $3.5 million.

Working Capital & Liquidity4. Working capital finished in January with $2.97 million in assets over liabilities.5. Liquidity is 3.41:1, meaning there is $3.41 in cash for every $1 in amounts due to be paid.

Statement of Comprehensive Revenue & Expense6. At the end of January 2019, there is a net surplus of $1.89m and although unfavourable against budget this

is due to the timing in the receipt of grants and subsidies principally for the earthquake rebuild. 7. Operating costs are $845k favourable against the annual plan year to date budget – noting Financing

expenses remain low as the Council to date has not been required to raise loans to the extent that had been expected. Personnel, and other expenses remain lower than budget.

Revenue and Expenditure Variances8. Revenue is under budget by $7.93m and Expenses are under budget by $1.150m with further detail provided

by activity at Appendix 1.

Statement of Cash Flows9. The total cash position has improved by $266K since the last financial report to Council in January 2019

noting pending the rebuild commencing surplus cash has been used to repay debt. This is a cash management measure, saving over 5% interest expense, instead of earning less than 3% on term deposits.

Budget Performance (Revenue YTD and Expenditure YTD by Activity)

10. These are a graphic representation of the Statement of Activity Performance and you can see at a glance how activities are performing against budget and in comparison with each other. They also highlight the extent to which the earthquake efforts are dwarfing our normal activities.

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Revenue & Expenditure Types YTD – by Category11. Over 47% of our revenue is sourced from grants and subsidies to 31 January, with 41% in operating costs;

19% in capital works; 18% in personnel costs and 10% in loan and principal repayments.

Recommendation It is recommended that the Finance Report be received.

Author: Finance and Commercial ManagerEndorsed by the Chief Executive Officer

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GLOSSARY OF TERMS: Items on the Statement of Financial PositionCash & cash equivalents Bank accounts and term deposits that mature within

90 days.Trade & other receivables Debtors and rates accounts (the amount that our

ratepayers and customers owe us).Prepayments & inventory Bills we have paid in advance (such as insurance), plus

stock items.Other financial assets Term deposits that mature after 90 days.

Non-current assets held for sale

Investment property that the council intends to sell within 12 months

Intangible assets Carbon credits and computer software (Ozone)Forestry assets The standing value of trees grown specifically for

loggingInvestment property Any property that is owned with the intention of

generating a return (e.g. Pyne’s building and north wharf buildings).

Property, plant & equipment All other assets – roads, wharves, water and sewer infrastructure, land, buildings, vehicles, furniture, art works, library books, etc.

Trade & other payables Bills we haven’t paid yet, and other amounts we must pay within 12 months (refundable bonds, GST, ECan’s share of rates revenue, etc.).

Employee liabilities Annual leave owing to employeesBorrowings – current Loans that must be repaid within 12 months.

Other liabilities – current Development contributions held for the civic centre.Provisions Landfill aftercare provision – an estimate of the cost

that will be incurred to secure and cap the site once the landfill is closed.

Borrowings – non current The balance of loans that don’t need to be repaid within 12 months.

Other term debt Environment Canterbury’s share of Marlborough Regional Forestry debts, held on behalf.

Public equity A type of equity which records accumulated surpluses and deficits, and other movements in equity not recorded below.

Asset revaluation reserve A type of equity which records movements in property, plant and equipment values.

Special funds & reserves A type of equity which records funds set aside for specific purposes (such as grants, targeted rates, development contribution funds, etc.)

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Report to: COUNCIL


Subject: 17. Delegations Manual – Financial Delegations update

Prepared by: 18. Paul Numan – Finance and Commercial Manager

Input sought from: Chris Gregory – Works and Services Manager

Authorised by: 19. Angela Oosthuizen - CEO

PURPOSE AND ORIGIN:The purpose of this report is for Council to update the Delegations Manual to reflect the current Financial Delegations.

FINANCIAL DELEGATIONSThe following are the revised financial delegations that apply to the procurement of Council goods and services and the approval of purchase orders – now updated to include the Works and Services Manager, Roading Engineer and the Community Facilities Engineer. There is also a name change to reflect the current Rebuild Programme Manager role.

Position/Job Title Financial Delegation $ limit – within Council approved budget

CEO $2 million business as usual$5 million earthquake projects

CEO Unapproved budget $100,000 provided the unapproved can be offset within the overall existing budget

Rebuild Programme Manager $1 million earthquake projectsLeadership Team 1 $250,000 Finance Manager $100,000 Works and Services Manager $100,000Rebuild Project Manager $50,000Water and Waste Engineer $25,000 Community Facilities Engineer $25,000Roading Engineer $25,000Communications and Engagement $10,000Leadership Team - Direct reports $10,000

1 All direct reports to the CEO excluding the Rebuild Programme Manager; Communications and Engagement Officer; Executive Officer and Principal Advisor

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FINANCIAL IMPLICATIONS AND RISKS:The delegation of financial powers places financial limits on the procurement of Council goods and services.This also provides an internal control for effective financial management enabling the works and service objectives of the Council as set out in the Long Term Plan and Annual Plan to be achieved.

RECOMMENDATION:That Council approve and adopt the changes to the Delegations Manual to incorporate the Financial Delegations in the table as outlined in section 2 of this report.

COMMUNITY OUTCOMES SUPPORTED:








The Local Government Act 2002 (the Act) – noting the primary purpose is to establish financial delegations to create efficient and effective decision-making within the Council environment, consistent with the general principles of local government established in s14 of the Act and the governance principles set out in s39 of the Act.

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Report to: COUNCIL


Subject: 21. Risk Management Policy

Prepared by: Paul Numan – Finance and Commercial Manager

Input sought from: KDC Leadership Team & Finance Audit and Risk Committee

Authorised by: Angela Oosthuizen - CEO

PURPOSE AND ORIGIN:The purpose of this report is to recommend to Council that they adopt a new Risk Management Policy – noting this was endorsed by the Finance Audit and Risk Committee (FAR) at their meeting on 29 January 2019.

EXECUTIVE SUMMARY:The Kaikoura District Council (KDC) currently operates a risk management process that includes a risk assessment process and a risk register – in support of a risk management framework.

The purpose of this policy is to provide KDC with a formal risk management framework in order to effectively and efficiently manage risks inherent to the Council’s operations that can affect the achievement of its’ goals and objectives. KDC will do this by:

Ensuring risk-based information is available to support good decision-making Providing assurance that risks are being appropriately addressed and managed,

and Ensuring compliance with applicable legislation and regulation.

The Risk Management Policy describes KDC’s approach to risk management, defines the roles and responsibilities, outlines the key aspects of the risk management process, and provides methods to revise and continually improve the way the organisation manages risk.

The policy has been reviewed and endorsed by both the KDC Leadership Team and the FAR with the new policy attached at Appendix 1.

FINANCIAL IMPLICATIONS AND RISKS:There are no financial implications in the adoption of the new Risk Management Policy. The new Policy provides for an assessment of risk that includes scoring the financial impact of a risk.

RECOMMENDATION

That the Council reviews and adopts the new Risk Management Policy

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SIGNIFICANCE OF THE DECISION



The Local Government Act 2002 states that a local authority should ensure prudent stewardship and the efficient and effective use of its resources in the interests of its district or region.

Whenever local government undertakes action to support their intended outcomes, there will be risk. These risks cannot be avoided and must be identified and managed.

The Risk Management policy supports the management of risk, improves organisational performance and provides the tools necessary to ensure accomplishment of our objectives.

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Report to: Council

Date: 22. February 2019

Subject: 23. Environmental work update

Prepared by: 24. Kim Whitwell, Community Development and Communications, KDC

Input sought from: Libby Clifford, KDC Communications; Kate Hunt, KDC Planning; Jacki

Remihana, Innovative Waste Kaikōura; Ailsa Howard, Banded Dotterel

Study at South Bay; Barry Dunnett, Forest & Bird Kaikōura; Matt

Hoggard, KDC Planning

Authorised by: 25. Angela Oosthuizen, KDC CEO

PURPOSE AND ORIGINTo provide Councillors with an update on environmental work being carried out and supported by Council.

EXECUTIVE SUMMARYKaikōura has long been regarded as a community that cares for the environment and actively works towards mitigating impacts on and protecting our environment. Since the 1990s Council has incorporated these values through various programmers and initiatives including Earthcheck accreditation and Zero Waste.

As a nation, New Zealand is working towards a more pro-environmental approach in all areas of work. To maintain its pro-environmental stance KDC must continue to support work and initiatives both internally and across our community.

Currently KDC has very limited FTE allocated to environmental work, approximately .3 FTE plus limited support from Communications/Community Development staff. For the 2019/19 year, Council led environmental work has a $28,000 budget (carried over from previous years), this is not renewable. The last time budget was allocated to environmental work was 2011.

In lieu of budget or staff, KDC has continued to promote an environmental focus through in-kind support, sharing knowledge and expertise and participation in key multi-agency initiatives such as the Kaikoura Water Zone committee.

Through the 3 Year Plan 2018-2021, Councilors’ adopted six community outcomes to guide all work completed by Council. One specifically relates to the environment - “We value, protect and enhance Kaikōura’s natural environment and biodiversity and sustainably manage disposal of waste”. Working towards this outcome within current allocations of budget or resource will be challenging.

This report informs Council of the current state and some future opportunities/risks around environmental work being carried out or supported by Council.

Following this report, a limited environmental communications programme will be rolled out to draw attention to the environmental work in Kaikōura, encourage our residents and visitors to display pro-environmental behaviors and identify any gaps in the current environmental work being carried out in the community.

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RECOMMENDATIONThat Council:

1. Notes this report, including the limited resource currently dedicated to environmental work

2. Provides feedback on which areas they would like more information on3. Provides feedback on any specific actions they would like undertaken.

COUNCILS’ ENVIRONMENTAL WORK

Zero Waste In 1998 KDC resolved to be a Zero Waste Community. Innovative Waste Kaikōura (IWK) was formed from Kaikōura Wastebusters Trust as a partnership with KDC. The goal was “to achieve zero waste by 2015”. The Zero Waste framework aligns with the Zero Waste Network, which is a national network connecting, educating, enabling and inspiring projects and organisations across New Zealand who are working towards zero waste. As part of the move to zero waste, kerbside waste collection was ceased and kerbside recycling collection began. This made the cost of waste visible to ratepayers, as they were paying for it directly at the Resource Recovery Centre, encouraging ‘reduce, reuse, recycle’ behaviours. The strategy was to make recycling easily accessible and waste disposal less convenient for residents. Current stateThe Zero Waste Strategy was initially successful. The installation of recycling stations throughout Kaikōura helped promote the zero waste ethos to the community and visitors. Unfortunately, the message of being a zero waste community has been lost/diluted over the years and the removal of kerbside waste collection has since had implications with residents using public waste bins to dispose of their household waste. The 2017/18 ratepayer satisfaction survey showed that 94% of ratepayers acknowledged minimising rubbish by recycling regularly. In the same survey, only 39% of ratepayers believed Kaikōura as a community was doing enough to be sustainable.Opportunities/gaps

Possible opportunities/solutions

Re-ignite community involvement and enthusiasm for a zero waste future

Work with other organisations facing the same issues

Risks/issues Zero waste ethos has been lost Low uptake from the community for zero waste initiatives (such as

sustainable future courses) Lack of clarity around fit/priority between zero waste and EarthCheck

Recycling and Waste minimisation Innovative Waste Kaikōura (IWK) is a Council controlled organisation. Council contracts IWK to deliver services including managing the district’s recycling and rubbish, maintaining public toilets and looking after some of our water infrastructure and services. IWK also provide waste management services to other private business. Council owns 100% of the Kaikōura Enhancement Trust (KET), which in turn owns 100% of IWK.

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KDC contract IWK to carry out refuse and recycling services. Current rated kerbside recycling collection is undertaken in the town limits and Oaro. Recycling pickup points are offered at Suburban School, Linton Downs, Kēkerengū and Clarence.A Waste Minimisation Strategy (WMS) details on past initiatives/information in the waste space, the current state of waste in Kaikōura, and guides the future of zero waste in our district. Current StateThe current Waste Minimisation Strategy (WMS) needs to be updated. On 01 January 2018 China introduced a set of policies (referred to as the National Sword Statement) which banned or restricted the import of a number of different products including low-quality plastics. Recyclables from around the world are now being sent to other countries and prices for recyclables in international markets have dropped dramatically (Ministry for the Environment). These impacts are being felt at IWK and a need exists to increase the quality of our recyclables in order to present a desirable market to countries carrying out the recycling. Refuse and recycling arrangements have not been reviewed in some time. Some community members have expressed dissatisfaction with current arrangements. Some unwanted behaviours (fly-tipping, burning/burying rubbish) occur regularly. Town bins are often misused. Opportunities/gaps


update Waste Minimisation Strategy (WMS) to allow Council and IWK to set clear work programmes towards a zero waste future for our district, and work with the community on how they can play their part in ensuring a sustainable future for our district.

A robust education programme around kerbside recycling/rubbish Start kerbside refuse pickup – rate for this service Introduction of a prepay bag for waste (pay for waste services through

purchase of the bag) Upgrade recycling stations in strategic locations around Kaikōura Upgrade glass collection at kerb, so that sorting of glass is done at

collection, creating a market to divert from landfill. Introduce kerbside recycling for rural properties closer to town (where

possible, rate for this service) Assess plastic kerbside collection for viability/sustainability Public education around reduce, reuse, recycle Remove refuse bins around town

Risks/issues Town bins are being used for commercial and household refuse (rate of approximately 400kg per day)

fly dumping of large items and general refuse occurs on a regular basis. This incurs additional costs to KDC.

KDC/IWK missing out on revenue to manage the landfill and provide waste services

Historical diversion rates are no longer relevant Lack of direction in the waste space as a result of dated WMS/waste

framework.

EarthCheck

EarthCheck is the world’s leading scientific benchmarking certification and advisory group for the travel and tourism industry. They work with governments, businesses and destinations to deliver

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clean, safe and prosperous destinations. EarthCheck is based on Agenda 21 (a non-binding action plan from the United Nations with regard to sustainable development). In 1999, Kaikōura District Council adopted the EarthCheck Sustainable Communities Program which provided a framework to reduce the environmental impact of the community’s’ activities.Key achievements so far include:

2008-2009: Kaikōura reduced energy consumption to 39% above best-practice 2008-2009: the community reduced their waste to 47.9% above best-practice 2009: 300 homes were assessed for energy loss and fitted with appropriate insulations.

Current stateKDC is currently EarthCheck Platinum certified. Benchmarking data for 2016/17 has been submitted and is currently being analysed by EarthCheck. Data gathering for benchmarking 2017/18 is currently underway and we will be audited in 2019. Council are required to provide a plan that states how our community will reduce our environmental impacts.

The 2017/18 Resident Satisfaction survey showed that only 28% of ratepayers knew what the EarthCheck brand was about. Public knowledge and buy-in are key to ensuring the success of the Earthcheck programme as it relies on whole-of-community participationOpportunities/gaps

Possible opportunities/ solutions

Retain Kaikōura’s reputation as an EarthCheck destination Willingness from EarthCheck promotors to work with KDC and the community Use of annual planning process to engage the community in a conversation about

reducing negative environmental impacts Engage with local businesses to provide education and support Growing global focus on sustainability and pro-environmental behaviours National strategies on environmental policies being implemented

Risks/issues Lack of community knowledge around:o How EarthCheck workso What it means for our communityo How we can improve our sustainabilityo The importance of community buy-in and involvement

Significant Natural Areas (SNA) Project The SNA project is working with landowners to identify, protect and manage areas of significant biodiversity on their properties. The goal is to improve native habitats and help build the districts biodiversity. Current StateA working group that provides advice to Council on policies and implementation methods for the SNA Programme has been re-established (January 2019). It was last active in 2011. A limited communications campaign started December 2018. Opportunities/gaps


Protect and restore areas of significant indigenous biodiversity Educate landowners on the importance of biodiversity and native habitat Educate community on the importance of biodiversity and native habitat Be a leading destination in biodiversity and native habitat protection

Risks/issues Current lack of support and knowledge around SNA’s

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Kererū to Kaikōura

The Kererū to Kaikōura Native Planting Project aims to help bring birds and other wildlife to Kaikōura by helping landowners restore large areas of native habitat in the Kaikōura Flats area. Landowners can apply to Council for funding assistance for native planting projects that are a minimum of 1000 square metres in size (Council will contribute up to $1000 per project). This project is part of the SNA Programme, in accordance with the Resource Management Act.Current stateStarted in January 2019. Have had a large amount of interest expressed in the project from the community.The Kaikōura Flats area has less than 20% of native cover left, making it a high priority restoration area for the Ministry for the Environment. Opportunities/gaps


Create new native habitat for wildlife Link new and existing habitats wildlife (from the mountains to the sea) Protect and restore areas of significant indigenous biodiversity Educate landowners on the importance of biodiversity and native habitat Educate and work with the community on the importance of biodiversity and

native habitat Be a leading destination in biodiversity and native habitat protection

Risks/issues Current lack of support and knowledge

Kotahitanga mō te Taiao AllianceThis Alliance is made up of Iwi and Council’s in the top of the South Island and is led by the Department of Conservation (DOC). The focus is on creating a strategy to guide landscape-scale conservation projects with social, economic and cultural benefits.The core idea is a strategy where we ‘Kotahitanga’, (work together as one) to care for ‘te Taiao’, (our natural heritage). By aligning long term goals with neighbouring Council’s and Iwi, a strategy is created that is fit-for-purpose for our area. It will allow for positive environmental outcomes to be achieved through collective action and encouraging social, economic and cultural benefits and development. Current stateKDC Biodiversity/Planning staff are our representative on this Alliance. Local Iwi have been kept informed of Alliance progress and feedback on the draft strategy has been received from Kaikōura Youth Council. The final strategy will be presented in February 2019, with an aim to workshop the strategy with Councillors in March 2019. Adoption of strategy is set for June/July 2019. A limited communications programme will be rolled out once the strategy is finalised.

Opportunities/gaps


Strategy will enable Council as part of the Alliance to undertake landscape-scale conservation projects with purpose and direction

Ties in with other Council led environmental initiatives Works alongside other Councils and Iwi – collaboration/idea sharing Educate community around importance of biodiversity and conservation

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Risks/issues Project is new Lack of public understanding

Helping on Holiday – Volunteer Project (KDC Planning)Representatives from a number of local volunteer/conservation organisations met to discuss how to get greater involvement in conservation activities in Kaikōura. They wanted to be able to target tourists, the wider community, schools, uni groups and others to take part in local conservation activities that would benefit our environment and wildlife.People visiting Kaikōura (as well as residents) can now give back to our district by volunteering their time, helping one of our volunteer groups that operate in the environment space in Kaikōura.

Current stateWhiteboard at iSite displaying all opportunities available to locals and travellers has been installed. A limited communications package is being established – information on KDC website, email newsletter.

Opportunities/gaps


Increase the scale and number of conservation projects within Kaikōura and work towards becoming ‘ecologically exemplary’

Support local volunteer/conservation groups and help to extend their reach and impact

Increase the awareness that Kaikōura has a culture for conservation and environmental awareness

Potential funding for supplying plants for planting days, equipment etc.

Risks/issues Funding (lack of) Volunteer/conservation group may be lacking in time to allocate to

supervising volunteers Public knowledge of initiative

Sustainable Living Programme A web-based education resource hub for tools that residents can use to live a more sustainable lifestyle. Content is relevant to building post-quake resilience, encourage water use efficiency, home food growing, higher quality home heating and insulation, waste minimisation, lower-carbon lifestyles etc.Community members sign up as individuals, at a $0.05 cost to Council (additional annual subscription fee of around $960 to Council). Current stateSubscription due June/July 2019 for 2019-2020 financial year ($968).Not actively promoting until more information is known about the programme and the benefit to the community. No leading staff/manager/facilitator.

Opportunities/gaps


Resource base for the community Training for facilitator to deliver Future Living Skills courses Promotional material

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Opportunity to tie in with other environmental initiatives in the community

Risks/issues No leading staff member/manager/facilitator Lack of Council knowledge around programme Funding availability for subscription renewal Cost effectiveness – no data on uptake/use Lack of community knowledge

Responsible Cat Ownership (KDC Communications & Community Development)It is estimated that New Zealand’s 1.4 million domestic cats kill at least 18.76 million animals a year, including over 1.1 million native birds. Responsible cat ownership can greatly reduce the impact that domestic cats have on our district’s wildlife. Many of Kaikōura’s bird populations are declining rapidly. Cats (both pets and feral) are a major cause in this decline. Kaikōura has the largest Red Bill Gull breeding colony in NZ and the only breeding colonies for Hutton’s Shearwater. Our district also provides important breeding habitats for Banded Dotterel, two types of Oyster Catchers, several species of shags, as well as terns and little blue penguins. Banded Dotterels are hunted by cats while nesting and fledging on our beaches. New Zealand’s Banded Dotterel numbers have reduced by 60% in the last 5 years alone. Hutton’s Shearwaters are very vulnerable to both cats and dogs on their first flight from the mountains to the sea. Local research is showing very strong evidence that Penguins, Banded Dotterel, White Fronted Terns, and Red Bill Gulls are also impacted. Bush birds such as the South Island Robin and eggs or juveniles of our favourite bush birds like the Tui, Bellbird, Brown Creeper, Rifleman, Tom Tit and Kererū are also highly vulnerable to cat predation. Responsible cat ownership is about raising awareness in the community about the impact that cats have on our wildlife and encourage/educate our residents on what they can do to mitigate these impacts.

Current StateInformation has recently been promoted to the community through Council communications channels as well as a targeted flier drop for the South Bay area.

Opportunities/gaps


Reduce domestic cat’s impacts on native birdlife Educate public on domestic cat impacts on birdlife

Risks/issues No previous information supported by Council Volunteer capacity (time/resource) within community groups

District Plan Review The Kaikōura District Plan sets standards for development within our district. These standards aim to ensure natural resources and hazards are managed safely and sustainably. The current version of the plan has been operative since 23 June 2008, and it is now due for review. The District Plan Review provides opportunity for Council and the community to review the future of our district, while implementing policies and guidelines that allow our environment to prosper.

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Current StateThe District Plan Review is being conducted under the normal RMA process, which means the process will be lengthy and consultation required. There is no set communications plan yet, but KDC staff are working with external organisations to ensure the community have their say.

Opportunities/gaps


Work with community to plan for a sustainable and resilient future for our district (community groups, schools, businesses, Youth Council, Rūnanga etc.)

Ensure our environment remains protected

Risks/issues Lack of public knowledge around opportunities for input that the review presents to the community

Lack of public knowledge of review process

Hurunui/Kaikōura Earthquake Recovery Waste Minimisation

The magnitude 7.8 earthquake on 14 November 2016 caused extensive damage to land, coastal areas, buildings, homes and infrastructure in our district. It was estimated about 8000 tonnes of earthquake waste would be produced – equating to about eight years of waste for Kaikōura.

The Ministry for the Environment approved $2.6million for a Waste Minimisation project, to help reduce earthquake waste and increase the recovery of useful resources from waste.

As a result of the project, over 23 tonnes of hazardous material was collected and safely disposed of in Hurunui and Kaikōura. 174 asbestos tests were carried out on homes in Kaikōura District, with 18 requiring removal of asbestos.

Current state

This project has now been completed and funding has ended. KDC Communications contributed to ECan communications around this project and are supporting further media coverage of environmental projects in our district (most notable, a follow up article about the development at IWK).

SUPPORTING COMMUNITY AND PARTNER AGENCY PROJECTS KDC provides support for various community groups and partner agencies and events in the environmental space. Some examples are provided below.

Kaikoura Water Zone CommitteeThe Kaikōura water zone is one of the most tectonically active parts of New Zealand and features diverse landscapes, biodiversity and land uses over short distances. Its distinctive rocky coast in close proximity to high mountains gives rise to many short, steep, swift-flowing rivers. The vision for Kaikōura is to ensure its waters enhance the abundance and quality of life in the region.The committee works with community members and an on-the-ground team made up of Environment Canterbury staff to implement water management work programmes in the Kaikōura area.Council Communications/Community Development staff support communications for this group through:

Bi-monthly attendance at meetings Bi-monthly stories/meeting summaries on KDC website

(https://www.kaikoura.govt.nz/latest-news/kaikoura-water-zone-committee/)

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Facebook meeting advertisement and sharing of stories Email newsletter meeting advertisement and sharing of stories.

Waikōau/Lyell Creek Spring Clean-up (October 2018)Over 150 members of the Kaikōura community attended a clean-up day where lots of rubbish was collected from Waikōau/Lyell Creek and the surrounding beach area. Organisations and groups involved included Environment Canterbury, Kaikōura's Primary Schools, CCSP (Creation Care Study Programme), NCTIR, Kaikōura Youth Council, Kaikōura Mums and babies group, Whale Watch, Department of Conservation Innovative Waste Kaikōura, Keep New Zealand Beautiful and individual community members.

KDC Communications and Planning supported organising and communication for the event, and a number of staff members took part in the clean-up.

Bee Aware month – flower planting at Suburban Primary School (October 2018)KDC Communications and Planning staff organised for two classrooms at Suburban Primary School to have an interactive talk presented by DOC’s community staff worker. This was in promotion of Bee Aware month and free wildflower seeds were provided to the community. Kaikōura Youth Council also took part in a planting for Bee Aware month.

Community support (October 2018)KDC Communications helped to support a local primary school student who won a nationwide competition for work she completed around better protecting marine mammals in Kaikōura. It focused on the information available to locals and tourists about what to do around wildlife on land and sea, and if there was anything more we could be doing to help educate people.

Email newsletter – communications support (ongoing)Local volunteer/conservation groups have the opportunity to contribute to Councils monthly email newsletter by providing written content, images or links. Some content is also pulled from their various communications channels or news sites by the communications team. The email newsletter goes to around 2,000 subscribers and is put together by KDC’s Communications staff.

Groups, events and organisations where content has been included in the email newsletter (not limited to those named below):

Kaikōura Wildlife Rescue Te Hā o Mātauranga Hutton’s Shearwater Kaikōura Plains Recovery Project Environment Canterbury Sustainable Living Programme Asbestos testing (Waste Min project) Hazardous Waste Removal (Waste Min

project) IWK information and updates Kaikōura Water Zone Committee The Post-Quake Farmers Group Responsible Camping/Kiwa Road Te Korowai o Te Tai o Marokura

Bee Aware month Op Shop (removal of plastic bags) Banded Dotterels of South Bay St Joseph’s School fundraiser (reusable

produce bags) Keep NZ Beautiful Week Natural Hazard information and

updates Kaikōura Museum Spring Plant Sale Conservation Week Local property successfully combatting

weeds for 18 years through the SNA Project

Whale Watch (awards for Eco-Tourism & Global Responsible Travel Award

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Ministry for Primary Industries and Ministry for Fisheries information, consultations and events

DOC work (such as the work with NCTIR planting Ōhau Rock Daisies)

News articles including information on Kaikōura and the post-quake environment/changes

Plastic free July Kaikōura Ocean Research Institute

(KORI) Trash Fashion World Ocean Day (microbeads park

bench) Consultation for banning single use

plastic bags (featured)

2018) Civil Defence information, updates and

events (including Shake Out 2018 promotional programme)

Community Planting Day (2 year quake anniversary – IWK, Trees for Travellers, KDC, DOC and Whale Watch)

World Tsunami Awareness Day Kaikōura Water Zone Committee Thin Ice, Antarctica documentary and

talk Coastal Pacific Cycleway Kaikōura Plains Recovery Group

OTHER ENVIRONMENTAL OPPORTUNITIES

Matariki Tu RākauMatariki Tu Rākau is a national initiative led by Forestry New Zealand/Ministry for Primary Industries (MPI). It is part of the one billion trees programme, in which the NZ Government has set a goal to plant one billion trees by 2028, and delivering improved social, environmental and economic outcomes for NZ.Matariki Tu Rākau provides funding assistance to help community’s plant living memorials honouring New Zealand Defence Force members, past and present. It contributes to the ecological, social and cultural aspects of community by allowing people to connect through the creation of something that benefits the environment and our people’s health. Forestry NZ provides funding for trees, a commemorative plaque or a contribution to signage and a contribution to costs of facilitating community-wide planting events.There is appetite in the community for this project to be carried out (by individuals and community groups), but resource is needed to provide guidance/leadership for this project.

Opportunities/gaps


Funding available to carry out project Raise awareness of environmental importance Connect community (individuals and groups) Commemorate service men and women Create place of remembrance in the community Outdoor activity is proven to have positive impacts on overall wellbeing

Risks/issues No resource allocated to lead this project

EnviroschoolsEnviroschools aims to weave environmental education into the current school curriculum to foster a generation of people who instinctively think and act sustainability. Regional Coordinators and

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Enviroschools Facilitators support the programme in 1161 schools and early childhood education centres New Zealand wide. Enviroschools used to run in Kaikōura but the funding was directed elsewhere. Funding needed to carry out the project would depend on how the role was allocated (whether it is included in an existing role or established separately). Earlier in 2018, schools were approached and there was appetite in the community for this project to move forward. For some education providers, the programme would be relatively easy to implement as they are already carrying out education around sustainability in their teachings.

Opportunities/gaps


Another initiative to further our district’s commitment to the environment and sustainability

Fostering the next generation to protect our environment

Risks/issues No resource allocated to this project Other programmes with similar goals exist Relies on school willingness to uptake

NATIONAL CONTEXTNational and international environmental movements have been gaining popularity as people and communities realise the importance of protecting their environment. Research done by Colmar Brunton in 2017 (Better Futures Report) showed that the build-up of plastic in the environment is now one of the top five concerns for New Zealanders.The government is continuing to work through the implications of China’s 2018 policy changes for New Zealand and has signalled in many ways that improving environmental management is a key priority.Recent environmental initiatives and movements in New Zealand include:

Ban on use of plastic micro beads in soap and skin creams (implemented June 2018) Ban of single use plastic bags (announced August 2018) New Zealand Plastic Packaging Declaration (launched June 2018, signing indicates a business’

commitment to using 100% reusable, recyclable or compostable packaging by 2025 or earlier – related to the New Plastics Economy Global Commitment signed by Ministry of Environment on behalf of NZ Government)

Work programme to address waste issues (August 2018, range of actions/measures to address environmental/waste issues in NZ)

Waste Minimisation Fund (funds projects that promote or achieve waste minimisation) Circular Economy Accelerator (Sustainable Business Network NZ; resource base and platform

for collaboration) The Packaging Forum (promoting the Love NZ brand to reduce landfill and promote

packaging recycling to help keep NZ green and clean; in July 2018 members committed to making all their packaging recyclable or compostable by 2025)

Implementation of National Environmental StandardsNational environmental standards (NES) are regulations issued under section 43 of the Resource Management Act and apply regionally or nationally in NZ. NES are regulations that prescribe standards for environmental matters to ensure consistency for activities or resource use around the country.

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Each regional, city or district council must enforce the same standard and in some circumstances can impose stricter or more lenient standards. The implementation of the first set of NPS are set to begin in April 2019. Councils must amend their plans to incorporate the mandatory standards within one year and the discretionary content within five years of the publication of the standards. The Ministry for the Environment (MfE) will work with councils to incorporate the gazetted planning standards into plans and policy statements.Our annual plan process and district plan review both provide opportunity to work with the community and ensure our regulations and policies protect and enhance our natural environment and wildlife and are well communicated to our residents and visitors.

Opportunities/gaps


Annual plan District Plan review MfE support to incorporate NES into plans and policy statements Opportunity to educate and work with the community on implementing

standards

Risks/issues No adequate resource allocated

FINANCIAL IMPLICATIONS AND RISKS:Many of the opportunities and risks outlined above would require additional allocation of resource to be carried out.

Funding is available from a variety of external sources, to support and fund environmental projects and initiatives but FTE is needed to lead these projects. If Council wishes to strengthen its environmental work, it will need to consider if/where budget/FTE can be found.





RELEVANT LEGISLATION

Resource Management Act (Section 43) – National Environmental Standards

Resource Management Act 1991 (Section 6c) – Significant Natural Areas

Resource Management Act 1991 (Schedule 1) – District Plan Review

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COMMUNITY VIEWS

Community consultation when developing the 'Reimagine Kaikōura' recovery plan made it clear that residents and ratepayers value our natural environment. Under the 2017/18 Residents satisfaction survey results, only 39% of respondents felt we were doing enough to be sustainable. IWK’s waste management figures show that residents/visitors are not doing as well as they could be to reduce/reuse/recycle. .

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Report to: COUNCIL


Subject: Kaikōura Youth Council monthly report

Prepared by: 27. Kaikōura Youth Council Incorporated

28. Vicki Gulleford, Youth Council Coordinator

Input sought from:

Authorised by: Angela Oosthuizen, KDC CEO

PURPOSE AND ORIGIN:To provide the Mayor and Councillors with an update of the recent activities undertaken by Kaikōura Youth Council (KYC).

BACKGROUND:Kaikōura Youth Council (KYC) are a group of young people making a difference to the Kaikōura community. They have been active in Kaikōura since 1999 and meet regularly after school at Te Hā o Mātauranga – Learning in Kaikōura, to work on youth issues, organise events and bring Kaikōura’s youth together. KYC aim to help Council engage with the youth of Kaikōura by facilitating a pathway of communication, and representing youth in Council matters. All of their work is to improve the ways of wellbeing (social, environmental, cultural and economic) for the youth of Kaikōura. KYC’s vision statement is; Kaikōura youth are optimistic, confident and make valued contributions.

DISCUSSION:

Basketball Concrete PadWe made a recommendation in our last report to the January meeting: That Council provide a list of suitable sites for a 5m by 5m concrete pad for discussion with Kaikōura Youth Council. We were unable to attend the January meeting to present our report due to Peer Support training at High School. We have not had any feedback from our report and therefore are making a new recommendation that we are given timely written feedback on any recommendations we submit. This will help clarify our next steps.

ElectionsKYC have held elections, appointing Chloe Fitzpatrick as Chairperson, Owen Thornton as Deputy Chair and Theo Rae and Jade Cullen as Co-Secretary.

Code of ConductThe KYC Code of Conduct has been rewritten, encompassing values of fun, respect, integrity, participation, outgoing, teamwork, cooperation, communication.

Community ParticipationKYC have a couple of members assisting with the A&P Show, opening the show and helping with judging the trade stalls.KYC worked with Audrey Baldwin from Shared Lines to create two macramé panels for the community snood. Following from this, a group of KYC members are supporting the kids snood event on Tuesday 19/2/19.

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KYC have youth representation on the Community Pool Working Group, the Responsible Camping Working Group, and Creative Communities Funding Committee.Three KYC members are working with KnowledgeAble Communities to film interactions between seals and tourists.

Workplan for the YearKYC came up with an outline of their year and what major events/projects they would like to be involved in. They are as follows:

Basketball Hoop Concrete Pad Kaikōura Youth Awards Seaside Sounds annual event KDC Annual plan submission Youth week activities Pink shirt day Mental health awareness week - and general promotion of mental health related topics Environmental Issues Effective meetings Youth leadership/development – Activate/Connect/Top of the South Forum Monthly Youth Blasts Xmas parade Contestable funding round Lyell Creek

This plan is a working document and can be added to and subtracted from as the youth council sees necessary.

FINANCIAL IMPLICATIONS AND RISKS:Allocation of Council human resource (we suggest the minute secretary) to respond to KYC recommendations in writing.

RECOMMENDATION:That Council ensures timely written feedback is given to any recommendations made through KYC reports to KDC.Community outcomes supported:The work is in support of all community outcomes.







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N/ARELEVANT LEGISLATION:WellbeingThe Local Government (Community Wellbeing) Amendment Bill currently before Parliament will reintroduce a focus on wellbeing to the purpose of local government, and in about a dozen places elsewhere in the Act.We support the recommendation made by SOLGM that

That central and local government agree on a joint wellbeing strategy that assigns responsibilities to central and local government.

That this strategy set out jointly determined criteria for determining the national good element of funding for local government.

COMMUNITY VIEWS:

Kaikōura Youth Council currently have 20 members attending meetings. These youth are aged 10 to 16 and all attend Kaikōura High School. They provide the views of approximately 10% of high school aged students in Kaikōura. KYC survey all the Kaikōura High School students at least twice per year to obtain wider youth views. They also offer opportunities for youth feedback through informal consultation sessions i.e. ‘an idea for a juicie’.

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Report to: COUNCIL


Subject: Mayors Report

Prepared by: 30. Winston Gray

There seems to have been so much going on here in Kaikoura and so many people still coming through our town. Two cruise ships were in on Sunday and Monday, both with around 600 people on board and approx. 400 came ashore off each boat. Many go back out on the water either Kayaking, Dolphin swimming, or Lobster swimming or come into town and do the museum and shopping plus groups are doing guided walks with Sue McInnes and her team around the Peninsula. One chap hired a car and took his party through to Hanmer for a swim they really enjoyed this part of the trip. Kaikoura appears to be very popular having spoken too many of the Travellers.

The Shared Lines Art group were here for all of last week and put a lot into their programme for Kaikoura with many different places getting into the event. This ran from Saturday through to the following Saturday.

Great to see the town so busy this summer as business owners catch up and or surpass where they were prior to the quake.

I have taken on Miriama Allen as a host for this year which will run through the Tuia programme of Mayors Mentoring Local Maori in their area. This is nationwide and the students go off to a forum three times throughout the year with the first during March in Hamilton. Miriama will come to Council at some point throughout the year. The Mayors are requested to pay for travel to the functions which is the only cost locally.

Great to see stock prices where they are, this makes farming a lot better proposition than in the recent past, we are meant to be getting rain soon so hoping this will help the dry that abounds throughout the regions.

Winston Gray

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purpose and origin: - kaikoura.govt.nz · web viewminutes to be confirmed; page 3 - council 30...

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