Council Meeting Agenda

Thursday, 11 February 2021

9.00am

Council Chamber, 28-32 Ruataniwha Street, Waipawa

 


Council Meeting Agenda

11 February 2021

 

Order Of Business

1         Karakia. 5

2         Apologies. 5

3         Declarations of Conflicts of Interest 5

4         Standing Orders. 5

5         Confirmation of Minutes. 5

6         Reports from Committees. 23

6.1           Minutes of the Risk and Assurance Committee Meeting held on 12 November 2020. 23

6.2           Minutes of the Finance and Infrastructure Committee Meeting held on 8 October 2020. 31

6.3           Minutes of the Strategy and Wellbeing Committee Meeting held on 22 October 2020. 37

7         Report Section. 43

7.1           Adoption of Long Term Plan 2021 - 2031 Consultation Document and Supporting Information and Policies for Consultation. 43

7.2           Three Waters Bylaw - Adoption of Draft Bylaws and Statement of Proposal for Consultation. 453

7.3           Regional Economic Development Review - Section 17a Review.. 565

7.4           Adoption of Governance Statement and associated documentation. 712

7.5           Regional Land Transport Plan - Update. 767

7.6           Quarterly Non-Financial Performance Report July - December 2020. 824

7.7           Half Year Financial Reporting to December 2020. 867

7.8           Resolution Monitoring Report 883

8         Mayor and Councillor Reports. 896

Mayor's Report for October-November 2020. 896

Strategy and Wellbeing Committee Chair Report 901

Ruataniwha Ward Report 904

9         Chief Executive Report 907

9.1           Organisation Performance and Activity Report December 2020 - January 2021. 907

10       Public Excluded Business. 932

10.1         District Plan Committee Minutes. 932

10.2         Resolution Monitoring Report - Public Excluded. 932

10.3         District Plan Key Project Status Report - January 2021. 932

11       Date of Next Meeting. 933

12       Time of Closure. 933

 

 


1            Karakia

2            Apologies

3            Declarations of Conflicts of Interest

4            Standing Orders

RECOMMENDATION

THAT the following standing orders are suspended for the duration of the meeting:

21.2 Time limits on speakers

21.5 Members may speak only once

21.6 Limits on number of speakers

And that Option C under section 22 General Procedures for Speaking and Moving Motions be used for the meeting.

Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.

 

5            Confirmation of Minutes

Ordinary Council Meeting - 18 November 2020

 

Recommendation

That the minutes of the Ordinary Council Meeting held on 18 November 2020 as circulated, be confirmed as true and correct.

 

 


Council Meeting Agenda

11 February 2021

 

   MINUTES OF Central Hawkes Bay District Council
Council Meeting
HELD AT THE Council Chamber, 28-32 Ruataniwha Street, Waipawa
ON Wednesday, 18 November 2020 AT  

 

PRESENT:              Mayor Alex Walker

Deputy Mayor Kelly Annand

Cr Brent Muggeridge

Cr Tim Aitken

Cr Gerard Minehan

Cr Jerry Greer

Cr Pip Burne

Cr Kate Taylor

Cr Exham Wichman

IN ATTENDANCE: Monique Davidson (Chief Executive)

Joshua Lloyd (Group Manager, Community Infrastructure and Development)

Doug Tate (Group Manager, Customer and Community Partnerships)

Brent Chamberlain (Chief Financial Officer)

Ben Hunt (Places and Open Spaces Officer)

Helen O’Shaugnessy (District Plan Manager)

Harry Robinson (Solid Waste Manager)

Robyn Burns (Customer and Consents Manager)

Bridget Gibson (Governance and Support Lead)

 

8 members of the public present.

 

1.                 1   Prayer

2.                 Led by Councillor Wichman

3.                 2   Apologies

Kaiārahi Matua Roger Maaka

4.                 3   Declarations of Conflicts of Interest

5.                 Item 7.3 – Councillor Aitken wished for it to be noted he had a Conflict of Interest with regards to remuneration of the District Plan Hearings Panel and Committee.

6.                 4   Standing Orders

Resolved:  20.105

Moved:       Cr Gerard Minehan

Seconded:  Cr Tim Aitken

THAT the following standing orders are suspended for the duration of the meeting:

20.2 Time limits on speakers

20.5 Members may speak only once

20.6 Limits on number of speakers

And that Option C under section 21 General procedures for speaking and moving motions be used for the meeting.

Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.Carried

 

7.                 5   Confirmation of Minutes

Resolved:  20.106

Moved:       Cr Brent Muggeridge

Seconded:  Cr Exham Wichman

That the minutes of the Ordinary Council Meeting held on 24 September 2020 and the Extraordinary Council Meeting held on 22 October 2020 as circulated, be confirmed as true and correct.

Carried

 

8.                  

6            Reports from Committees

Nil

7            Report Section

7.1         Solid Waste Section 17a

PURPOSE

The matter for consideration by the Council is the adoption of the Solid Waste Section 17a Report prepared by Eunomia Consulting Ltd, and endorsing the recommended changes to service delivery for the Solid Waste activity noting that these will go through a consultation process as part of the 2021 Long Term Plan.

 

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)   Council receive the Solid Waste Section 17a Report, prepared in accordance with the requirements of Section 17a of the Local Government Act 2002.

AND

b)   That Council adopt the combination of options in principle for inclusion in the 2021 Long Term Plan;

·    1b to provide a 120L wheeled bin plus a single crate for recycling collection and extend services to Otane, Takapau, Ongaonga and Tikokino

·    That Council maintain the status quo option for kerbside refuse collection services,

·    3a, to close Recycling Drop off Centres in Otane, Takapau, Ongaonga and Tikokino,

·    That Council maintain the status quo option for the provision of Transfer Stations

·    5a, to provide a regular rural recycling collection service at designated rural sites in partnership with existing local community organisations or groups,

·    That Council direct Officers to regularly report back to Council or Committee on the progress of the various food waste collection trials occurring in New Zealand with a plan to ‘follow fast’ those that have successfully implemented systems;

OR

c)         That Council adopt the combination of options in principle for inclusion in the 2021 Long Term Plan;

·    1a, to provide a 3rd crate for recycling collection and extend services to Otane, Takapau, Ongaonga and Tikokino,

·    That Council maintain the status quo option for kerbside refuse collection services,

·    3a, to close Recycling Drop off Centres in Otane, Takapau, Ongaonga and Tikokino,

·    4a, to close the Waipawa Transfer Station,

·    5a, to provide a regular rural recycling collection service at designated rural sites in partnership with existing local community organisations or groups,

·    That Council direct Officers to regularly report back to Council or Committee on the progress of the various food waste collection trials occurring in New Zealand with a plan to ‘follow fast’ those that have successfully implemented systems;

OR

d)   That Council adopt the combination of options in principle for inclusion in the 2021 Long Term Plan;

·    1b to provide a 120L wheeled bin plus a single crate for recycling collection and extend services to Otane, Takapau, Ongaonga and Tikokino

·    2a to provide a 120L wheeled bin for kerbside refuse collection,

·    3a to close Recycling Drop off Centres in Otane, Takapau, Ongaonga and Tikokino,

·    4a, to close the Waipawa Transfer Station and the Takapau Transfer Station,

·    5a, to provide a regular rural recycling collection service at designated rural sites in partnership with existing local community organisations or groups,

·    That Council direct Officers to regularly report back to Council or Committee on the progress of the various food waste collection trials occurring in New Zealand with a plan to ‘follow fast’ those that have successfully implemented systems;

 

 

RESOLUTION PASSED:

 

That having considered all matters raised in the report, that Council

 

1)   Council receive the Solid Waste Section 17a Report, prepared in accordance with the requirements of Section 17a of the Local Government Act 2002.

 

2)         That Council adopt the combination of options in principle for inclusion in the 2021 Long Term Plan;

·    That Council provide a 3rd crate for recycling collection and extend services to Otane, Takapau, Ongaonga and Tikokino; and that Council includes a wheelie bin in the consultation options with community.

·    That Council provide a 120L wheeled bin for kerbside refuse from Year 3 of the Long Term Plan 2021-2031; and that Council includes status quo in the consultation options with community.

·    That the Recycling Drop off Centres in Otane, Takapau, Ongaonga and Tikokino close from Year 1 of the Long Term Plan 2021-2031;

·    That Council plan for a centralised Central Hawke’s Bay Recovery and Refuse Centre  in between Waipukurau and Waipawa in Year 10 on the Long Term Plan, and on opening the Centre, the Waipawa and Waipukurau Transfer Stations are closed;

·    5a, to provide a regular rural recycling collection service at designated rural and coastal sites in partnership with existing local community organisations or groups;

·    That Council direct Officers to regularly report back to Council or Committee on the progress of the various food waste collection trials occurring in New Zealand with a plan to ‘follow fast’ those that have successfully implemented systems;

·    That Officers report back to Council on green and food waste collection options for Annual Plan 2022/2023.

 

 

MOVED:  Councillor Taylor

SECONDED: Councillor Aitken

CARRIED

 

 

 

The meeting adjourned at 10:55am for refreshment break and the presentation of the Community Service Award 2020, to community member Gael Riddiford.

 

The meeting resumed at 11.35am.

7.2         Joining the Local Government Funding Agency (LGFA) as a Guarantor

PURPOSE

The purpose of this report is to inform councillors of the legal requirements in regard to becoming a Local Government Funding Agency (LGFA) guarantor.

 

Resolved:  20.107

Moved:       Cr Gerard Minehan

Seconded:  Deputy Mayor Kelly Annand

That having considered all matters raised in the report Council:

1.   Receive the information.

2.   Notes the contents of the report

3.   Confirms Council’s intention to join LGFA as a guarantor (noting it has already acceded as a borrower in 2016).

4.   Delegates authority to the Chief Executive to execute the following documents for the purposes of recommendation 3. above:

a.   Chief Executive Certificate

b.   Officer's Certificate

c.   Security Stock Certificate 13

d.   Security Stock Certificate 14

e.   Stock Issuance Certificate x 2

5.   Authorises the Mayor, and the Chair of the Finance & Infrastructure Committee, to execute the following deeds for the purposes of recommendation 3. above:

a.   Accession Deed to Equity Commitment Deed; and

b.   Accession Deed to Guarantee and Indemnity.

6.   Delegates authority to the Chief Executive to execute such other documents and take such other steps on behalf of Council is necessary or desirable to execute or take to give effect to recommendation 3. above.

 

Carried

 

7.3         Options for Consideration of District Plan Review

PURPOSE

The matters for consideration by the Council are to confirm its approach to a hearing panel for the statutory phase of the District Plan Review. 

 

Resolved:  20.108

Moved:       Deputy Mayor Kelly Annand

Seconded:  Cr Exham Wichman

That having considered all matters raised in the report:

a)         That Council adopts Option 4 – and confirms the establishment of a new mixed panel of External Independent Commissioners and Elected Members as its preferred option to hear and consider formal submissions on the Proposed Central Hawkes Bay District Plan.

b)         That Officers begin the next steps of preparing the Terms of Reference for the new panel and seek Commissioner appointees to the panel, noting the opportunity for appointment of these commissioners to the Regulatory Hearings Committee also.

Carried

 

Councillor Aitken had declared a pecuniary conflict of interest as a hearings commissioner.

 

It was noted that the Elected Member Remuneration & Expenses Policy currently under review will include the recommendations under the Act, that the Making Good Decisions and Commissioner Accreditation training be included in the Policy. The Policy also needs to give some consideration to the remuneration of a hearings panel in context of the remuneration for a Independent Commissioner.

 

The process for elected members to submit expressions of interest for the District Plan Hearings, and the process of those members acquiring the appropriate training, will be outlined by Officers and presented to Council early 2021. Terms of Reference will also be presented to Council for consideration early 2021.

 

7.4         Whangaehu Toilet - Approval to occupy Road Reserve

PURPOSE

The matter for consideration by Council is whether to resolve to permit the location of the new Whangaehu public toilet in the road reserve of Whangaehu Road, pursuant to the requirements of the Local Government Act 1974.

 

Resolved:  20.109

Moved:       Cr Brent Muggeridge

Seconded:  Cr Kate Taylor

That having considered all matters raised in the report:

a)         That Council resolve to locate the Whangaehu toilet within the road reserve of Whangaehu Road, the preferred location outlined in this report, pursuant to Section 334 of the Local Government Act 1974.

Carried

 

Mr Hunt presented the report.

 

7.5         Kairakau Water Upgrade

PURPOSE

To provide with an update on the Kairakau Water System Upgrade.

 

Resolved:  20.110

Moved:       Cr Gerard Minehan

Seconded:  Cr Jerry Greer

That, having considered all matters raised in the report, the report be noted.

Carried

 

Mr De Klerk joined the meeting via Zoom – audiovisual link. Mr Lloyd and Mr De Klerk presented the report.

7.6         Progress Report and Direction of Draft Long Term Plan 2021 - 2031

PURPOSE

The purpose of this report is to provide an update on the progress and direction of travel of the Draft Long Term Plan 2021 – 2031.

 

Resolved:  20.111

Moved:       Mayor Alex Walker

Seconded:  Cr Brent Muggeridge

That, having considered all matters raised in the report, the report be noted.

 Carried

 

Mrs Davidson presented the report.

 

7.7         Endorsement of Draft Strategic Performance Measures and Activity Levels of Service

PURPOSE

The matter for consideration by the Council is for Council to endorse the Draft Strategic Performance Measures and Activity Levels of Service as key inputs to the Long Term Plan 2021 – 2031.

 

Resolved:  20.112

Moved:       Mayor Alex Walker

Seconded:  Deputy Mayor Kelly Annand

That having considered all matters raised in the report:

a)         That Council endorses the Draft Strategic Performance Measures and Activity Levels of Service.

Carried

 

Mr Tate presented the report.

 

Mrs Davidson requested feedback from Elected Members on item 7.7 is to be provided to the Chief Executive by 30th November 2020, to allow preparation for audit.

 

 

 

 

 

 

7.8         Endorsement of Draft Significant Assumptions - Long Term Plan 2021 - 2031

PURPOSE

The matter for consideration by the Council is to endorse the draft significant assumptions of the Long Term Plan 2021 – 2031.

 

Resolved:  20.113

Moved:       Mayor Alex Walker

Seconded:  Cr Gerard Minehan

That having considered all matters raised in the report:

a)         That Council endorse the Draft Significant Assumptions for the Long Term Plan

2021 – 2031.Carried

Mr Tate presented the report.

 

It was suggested that some further work was required on the assumptions around the future of 3 Waters Reform. 

 

7.9         Endorse Draft Financial Strategy

PURPOSE

The matter for consideration by the Council is to receive and endorse the Financial Strategy for Central Hawkes Bay District Council covering the period of the 2021-31 Long Term Plan.

 

Resolved:  20.114

Moved:       Mayor Alex Walker

Seconded:  Cr Brent Muggeridge

That having considered all matters raised in the report:

a)         That Council endorse the Draft Financial Strategy for the basis of building the Long Term Plan 2021-2031 budget and consultation document.

Carried

Mr Chamberlain presented the report.

 

Officers to amend the Strategy at the executive summary level, to tie the principles of the Financial Strategy to the Infrastructure Strategy.

 

The meeting adjourned at 1:08pm for Lunch break.

The meeting resumed at 1:34pm

 

 

 

7.10       Endorse Draft Infrastructure Strategy

PURPOSE

The matter for consideration by the Council is the endorsement of the Draft Infrastructure Strategy.

 

Resolved:  20.115

Moved:       Mayor Alex Walker

Seconded:  Cr Brent Muggeridge

That having considered all matters raised in the report:

a)         That Council endorse the draft Infrastructure Strategy for the basis of building the Long Term Plan 2021-2031 budget and consultation document.

Carried

Sensitivity and confidence in the assumptions in the Strategy,  across the condition of infrastructure assets, to be included in the Strategy.

 

Officers to amend the Strategy at the executive summary level, to tie the principles of the Financial Strategy to the Infrastructure Strategy. To be executed as a visual aid that is easily comprehended by community.

 

7.11       Resolution Monitoring Report

 

Resolved:  20.116

Moved:       Cr Gerard Minehan

Seconded:  Cr Jerry Greer

That, having considered all matters raised in the report, the report be noted.

Carried

 

7.12       Quarterly Non-Financial Performance Report July - September 2020

PURPOSE

The purpose of this report is to present to Council the Quarterly non-financial performance report for the period 1 July – 30 September 2020. 

 

Resolved:  20.117

Moved:       Deputy Mayor Kelly Annand

Seconded: Councillor Burne

That having considered all matters raised in the report:

That the Quarterly Non-Financial Performance Report 1 July—30 September 2020  be received.

Carried

 

7.13       Adoption of Meeting Schedule 2021

PURPOSE

The purpose of this report is for Council to confirm the Council Meeting Schedule for 2021.

 

Resolved:  20.118

Moved:       Cr Exham Wichman

Seconded:  Cr Jerry Greer

That having considered all matters raised in the report:

That the Council Meeting Schedule for 2021 be adopted.

 Carried

 

7.14       Petition from Community RE: Road Safety in Waipawa

PURPOSE

The purpose of this report is for Council to receive a petition from the community with regards to concerns around road safety in Waipawa, in particular around the State Highway 2 and Main Road in Waipawa.

 

Resolved:  20.119

Moved:       Mayor Alex Walker

Seconded: Councillor Pip Burne

1.       That the Council receives the petition.

2.       That the Mayor responds to community member Dean Rangi as the instigator and submitter of the petition.

3.       That Council strongly advocate on behalf of community and urge NZTA to improve safety through the Waipawa township.

4.       That Council advocates via the Regional Land Transport Plan for inclusion of this road safety project.

Carried

 

Council will continue to advocate on the behalf of the community, the issue of road safety to NZTA who have jurisdiction over the State Highways.

 

There is engagement with the PGF Wimbledon Road project, with heavy transport partners, and this is a forum that could be used to advocate the message of Waipawa road safety/State Highway safety.

 

7.15       Organisation Performance and Activity Report October-November 2020

PURPOSE

The purpose of this report is to present to Council the organisation report for October—November 2020.

 

Resolved:  20.120

Moved:       Deputy Mayor Kelly Annand

Seconded:  Cr Exham Wichman

That, having considered all matters raised in the report, the report be noted.

 Carried

Councillor Annand declared a perceived conflict of interest in regards to mention in the report of Connected Driver Licencing of which Deputy Mayor Annand is the General Manager.

8            Mayor and Councillor Reports

8.1         Mayor's Report for October-November 2020

EXECUTIVE SUMMARY

The purpose of this report is to present Her Worship the Mayor’s report.

 

Resolved:  20.121

Moved:       Cr Pip Burne

Seconded:  Cr Kate Taylor

That the Mayor’s report for October—November 2020 be received

.Carried

 

8.2         Finance and Infrastructure Committee Chair's Report

Purpose

The purpose of this report is to present the Finance and Infrastructure Committee Chair Report.

 

Resolved:  20.122

Moved:       Cr Jerry Greer

Seconded:  Cr Tim Aitken

That the Finance and Infrastructure Committee Chair Report for October—November 2020  be received.Carried

 

8.3         Strategy and Wellbeing Committee Chair Report

purpose

The purpose of this report is to present the Strategy and Wellbeing Committee Chair Report.

 

Resolved:  20.123

Moved:       Deputy Mayor Kelly Annand

Seconded:  Cr Brent Muggeridge

That the Strategy and Wellbeing Committee Chair Report for September-October 2020 be received.Carried

 

8.4         Ruataniwha Ward Report

Purpose

The purpose of this report is to present the Ruataniwha Ward Report.

Resolved:  20.124

Moved:       Deputy Mayor Kelly Annand

Seconded:  Cr Gerard Minehan

That the Ruataniwha Ward Report for September-October 2020 be received.Carried

 

8.5         Aramoana/Ruahine Ward Report

Purpose

The purpose of this report is to present the Aramoana/Ruahine Ward Report.

Resolved:  20.125

Moved:       Cr Jerry Greer

Seconded:  Cr Kate Taylor

That the Aramoana/Ruahine Ward Report for September-October 2020 be received.

Carried

 That a section on Regional transport committee be added – Kate Taylor.

9            Chief Executive Report

Nil

 

9.                 10 Public Excluded Business

10.                

RESOLUTION TO EXCLUDE THE PUBLIC

Resolved:  20.126

Moved:       Cr Exham Wichman

Seconded:  Cr Kate Taylor

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

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48 for the passing of this resolution

10.1 - Approval to Commence with Stage 2 - Otane to Waipawa Wastewater Pipeline

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.2 - Strategic Property Matters - Waipukurau

s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.2 - C1097 Procurement Plan - Flaxmill Inundation Remediation Project

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.3 - C1098 Procurement Plan - Retaining Wall and Slope Strengthening Programme

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.4 - District Plan Key Project Status Report, November Update

s7(2)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

 

Carried

The Council moved into the public excluded forum at 2:25pm.

 

11.              11 Date of Next Meeting

Resolved:  20.127

Moved:       Mayor Alex Walker

Seconded:  Cr Exham Wichman

THAT the next meeting of the Central Hawke's Bay District Council be held on  11 February 2021.

Carried

12.              12 Time of Closure

 

The Meeting closed at 3:25pm.

 

The minutes of this meeting were confirmed at the Council Meeting held on 21 February 2021.

 

...................................................

CHAIRPERSON


Council Meeting Agenda

11 February 2021

 

 

6            Reports from Committees

6.1         Minutes of the Risk and Assurance Committee Meeting held on 12 November 2020

File Number:          

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Minutes of the Risk and Assurance Committee Meeting held on 12 November 2020   

 

Recommendation

1.       That the minutes of the meeting of the Risk and Assurance Committee held on 12 November 2020 be received.

 

 


Risk and Audit Committee Meeting Minutes

12 November 2020

 

   MINUTES OF Central HAwkes Bay District Council
Risk and Audit Committee Meeting
HELD AT THE Council Chamber, 28-32 Ruataniwha Street, Waipawa
ON Thursday, 12 November 2020 AT  

 

PRESENT:             

                                 Mayor Alex Walker

Cr Neil Bain (Chair)

Cr Tim Aitken

Cr Gerard Minehan

Cr Brent Muggeridge

Cr Jerry Greer

 

IN ATTENDANCE: Joshua Lloyd (Group Manager, Community Infrastructure and Development)

Monique Davidson (CEO)

Doug Tate (Group Manager, Customer and Community Partnerships)

Bevan Johnstone (Health & Safety Advisor)

Darren De Klerk (Director - Projects & Programmes)

Brent Chamberlain (Chief Financial Officer)

Shawn McKinley (Land Transport Manager)

1            Apologies

Nil.

2            Declarations of Conflicts of Interest

Nil.

3            Standing Orders

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Mayor Alex Walker

THAT the following standing orders are suspended for the duration of the meeting:

·     21.2 Time limits on speakers

·     21.5 Members may speak only once

·     21.6 Limits on number of speakers

And that Option C under section 22 General procedures for speaking and moving motions be used for the meeting.

Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.

Carried

 


 

 

4            Confirmation of Minutes

Committee Resolution  

Moved:       Cr Jerry Greer

Seconded:  Cr Brent Muggeridge

That the minutes of the Risk and Audit Committee Meeting held on 16 September 2020 as circulated, be confirmed as true and correct.

Carried

 

It was requested that an amendment to the minutes were made to reflect that Councillor Aitken attended via audio-visual link.

5            Report Section

6.1         Risk and Assurance Work Programme Monitoring Report

PURPOSE

The purpose of this report is for the Risk and Assurance Committee to receive a progress update on the Risk & Assurance Committee Work Programme.

 

Committee Resolution  

Moved:       Cr Tim Aitken

Seconded:  Cr Jerry Greer

That, having considered all matters raised in the report, the report be noted.

Carried

 

Mrs Davidson presented the report.

 

It was noted that The Risk and Assurance  Committee will be briefed on new Privacy Act provisions at the first Risk & Assurance Committee meeting of 2021.

 

Following a discussion, it was also requested that Cyber Risk, form part of a future internal audit work plan.

 

6.2         Resolution Monitoring Report

PURPOSE

The purpose of this report is to present to the Committee the Risk and Assurance Committee Resolution Monitoring Report. This report seeks to ensure the Committee has visibility over work that is progressing, following resolutions made by the Committee.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Tim Aitken

That, having considered all matters raised in the report, the report be noted.

Carried

 

Mrs Davidson presented the report.

 

It was suggested that prior to Council adopt the Draft Long Term Plan 2021 – 2031, a briefing is held to the Risk and Assurance Committee on the application of the Treasury Management Policy.

 

6.3         Risk Status Update Report

PURPOSE

The purpose of this paper is to report to the Risk and Assurance Committee (the Committee) on Council’s risk landscape, risk management work in progress and to continue a discussion with the Committee about risk.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Brent Muggeridge

That, having considered all matters raised in the report, the report be noted. Carried

 

 

6.4         Health and Safety Update Report #4

PURPOSE

To provide the Committee with health, safety and wellbeing information and insight up to the end of Q3 September 2020 and to update the Committee on key health and safety risks and initiatives.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Jerry Greer

That, having considered all matters raised in the report, the report be noted.

Carried

 

Officers outlined that with the implementation of the new Health and Safety system, that work continues on refining the Dashboard which was presented within the Health and Safety report. The committee requested that the report as presented, while good is very detailed and would like to see further progression towards the Dashboard report. Officers responded acknowledging that the report will continue to evolve, as the maturity of the health and safety system does.

6.5         Health and Safety Critical Risks - Deep Dive

PURPOSE

To provide the Risk and Assurance Committee with detailed information related to the Health and Safety Critical Risks that are present in the activities Central Hawkes Bay District Council undertakes.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Brent Muggeridge

That, having considered all matters raised in the report, the report be noted.

 Carried

Mr De Klerk and Mr Johnstone presented the report.

 

It was requested that Officers factor in the health and safety risk of Governance and executive level staff as the next step in the evolution of critical risk framework the Health and Safety space.

 

Health and Safety critical risks examination to be presented on an annual basis.

 

 

6.6         Risk Management Framework - Amendment

PURPOSE

The matter for consideration by the Risk and Assurance Committee is the adoption of changes to Councils Risk Framework.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Gerard Minehan

That having considered all matters raised in the report:

That the Risk and Assurance Committee adopt the recommended changes to the Risk Management Framework.

Carried

 

Mr Lloyd presented the report.

 

 

6.7         Treasury Management Monitoring Report

PURPOSE

The purpose of this report is to provide an update on Treasury Management and Policy Compliance.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Tim Aitken

That, having considered all matters raised in the report, the report be noted.

Carried

It was requested that forecast information on future debt funding and its origin to be included in the report going forward.

 

 

The meeting adjourned at 10:30am for a refreshment break.

The meeting resumed at 10:57am.

 

 

6.8         Review of Sensitive Expenditure Policy

PURPOSE

The matter for consideration by the Council is a review of Council’s Sensitive Expenditure Policy.

 

Committee Resolution  

Moved:       Cr Tim Aitken

Seconded:  Cr Brent Muggeridge

That having considered all matters raised in the report:

a)             That the Review of Sensitive Expenditure Policy report be received.

b)             That the Committee acknowledge Council’s Sensitive Expenditure Policy is fit for purpose and no amendments are recommended.

c)             That the Committee endorse the proposed amendments to the Elected Member Remuneration and Expenses Policy, to include additional paragraphs on Entertainment and Hospitality, Private Use of Council Assets, Gifts, Donations, and Koha.

d)             That further amendments to the Elected Member Remuneration and Expenses Policy, as noted in the minutes, be made to the section of the Policy regarding registration of gifts, and that the amended Policy return to the table at the next Committee meeting.

13.   Carried

Mr Chamberlain presented the report.

 

It was requested that an amendment be made to the Policy that a gift register be held. On receipt of a gift an elected member is to notify the Mayor and the Governance & Support Officer who will note the gift on the register.

 

That a gift value be decided upon that would trigger a gift being registered under the Policy.

 

 

6.9         NZTA Technical Audit 2020

 PURPOSE

The purpose of the report is to present the results of the 2020 NZTA Technical Audit carried out in March of 2020 inclusive of the proposed accepted corrective actions

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Gerard Minehan

That, having considered all matters raised in the report, the report be noted.

Carried

 

Mr McKinley presented the report.

 

It was requested that a centralised  audit report to be a standing item of the Risk and Assurance Committee.

 

 

RESOLUTION TO EXCLUDE THE PUBLIC

14.                                                                                               Committee Resolution  

15.       Moved:       Mayor Alex Walker

16.       Seconded:  Cr Brent Muggeridge

17.       That the public be excluded from the following parts of the proceedings of this meeting.

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48 for the passing of this resolution

7.1 - Conflict of Interest Matter - Report from Chief Executive

s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons

s7(2)(f)(ii) - the withholding of the information is necessary to maintain the effective conduct of public affairs through the protection of Council members, officers, employees, and persons from improper pressure or harassment

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

19.        

20.       Carried

7            Date of Next Meeting

The next meeting of the Risk and Assurance Committee be held on 31 March 2021. 

 

8            Time of Closure

 

The Meeting closed at 12.20pm

 

The minutes of the Risk and Assurance Committee meeting will be  confirmed at the Risk and Assurance Committee Meeting on the 31st March 2021.

 

...................................................

CHAIRPERSON

 

 


Council Meeting Agenda

11 February 2021

 

6.2         Minutes of the Finance and Infrastructure Committee Meeting held on 8 October 2020

File Number:          

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Minutes of the Finance and Infrastructure Committee Meeting held on 8 October 2020   

 

Recommendation

1.       That the minutes of the meeting of the Finance and Infrastructure Committee held on 8 October 2020 be received.

 

 


Finance and Planning Committee Meeting Minutes

8 October 2020

 

  UNCONFIRMED MINUTES OF Central HAwkes Bay District Council
Finance and Planning Committee Meeting
HELD AT THE Council Chamber, 28-32 Ruataniwha Street, Waipawa
ON Thursday, 8 October 2020 AT 09:00am

 

PRESENT:              Mayor Alex Walker

Cr Tim Aitken

Deputy Mayor Kelly Annand

Cr Tim Chote

Cr Gerard Minehan

Cr Brent Muggeridge

Dr Roger Maaka

Cr Kate Taylor

Cr Exham Wichman

IN ATTENDANCE: Joshua Lloyd (Group Manager, Community Infrastructure and Development)

Monique Davidson (Chief Executive)

Doug Tate (Group Manager, Customer and Community Partnerships)

Nicola Bousfield (People and Capability Manager)

 

Karakia and Waiata – DR ROGER Maaka

Introduction new staff member – Michael kilduff

1            Apologies

Apology

Committee Resolution  

Moved:       Cr Kate Taylor

Seconded:  Cr Gerard Minehan

That the apologies for absence from Cr Jerry Greer be accepted.

Carried

 

2            Declarations of Conflicts of Interest

Nil

3            Standing Orders

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Deputy Mayor Kelly Annand

THAT the following standing orders are suspended for the duration of the meeting:

·     20.2 Time limits on speakers

·     20.5 Members may speak only once

·     20.6 Limits on number of speakers

And that Option C under section 21 General procedures for speaking and moving motions be used for the meeting. Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.

Carried

 

4            Confirmation of Minutes

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Exham Wichman

That the minutes of the Finance and Infrastructure Committee Meeting held on 13 August 2020 as circulated, be confirmed as true and correct.

Carried

 

5            Report Section

5.1         Finance and Infrastructure Committee Monitoring Report

PURPOSE

The purpose of this report is to present to the Finance and Infrastructure Committee an update on key priorities.

 

Committee Recommendation  

Moved:       Deputy Mayor Kelly Annand

Seconded:  Cr Exham Wichman

That, having considered all matters raised in the report, the report be noted.

 

5.2         Resolution Monitoring Report

PURPOSE

The purpose of this report is to present to the Committee the Finance and Infrastructure Resolution Monitoring Report. This report seeks to ensure the Committee has visibility over work that is progressing, following resolutions from Council.

 

Committee Resolution  

Moved:       Cr Tim Aitken

Seconded:  Cr Gerard Minehan

Recommendation

That, having considered all matters raised in the report, the report be noted.

Carried

 

 

5.1         PGF Porangahau to Wimbledon Programme (PGG Terms of Reference)

PURPOSE

The matter for consideration by the Committee is the adoption of the terms of reference to form a project governance group (PGG) for the Porangahau to Wimbledon Road programme to support the commitment to increase the level of detail and oversight across the programme of works.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Gerard Minehan

That having considered all matters raised in the report:

a)         That the Finance and Infrastructure Committee adopt the PGF Porangahau to Wimbledon programme terms of reference.

Carried

 

The document Finance and Infrastructure Committee Meeting – Amended Reports was tabled, in amended reports:

 

PGF Porangahau To Wimbledon Programme (PGG Terms Of Reference)

 

The Chair acknowledged that the document is available to the public for review on request.

 

 

5.4         CHB Wastewater Management Strategy

PURPOSE

The matter for consideration by the Council is to receive the Wastewater Strategy that sets the direction for the wastewater projects across the district.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Mayor Alex Walker

That having considered all matters raised in the report:

a)             That the Finance and Infrastructure Committee approves Option One – to adopt the strategy.

Carried

 

 

5.5         Key Project Status Report - BigWastewaterStory

PURPOSE

Following the conception of #thebigwaterstory, Council set about implementing the programme that makes up #thebigwaterstory. A programme manager was appointed and focus given to defining the projects that form the programme in greater detail.

The six wastewater plants form a significant programme of works themselves, and we have prudently decided to report on the progress of these six wastewater plants and their subsequent upgrades and re-consenting separately from #thebigwaterstory.

The purpose of this key project status report serves as an opportunity to formally report to elected members on the progress of each of the projects and their expected delivery against time, scope, budget and quality standards against the larger programme objectives.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Gerard Minehan

That, having considered all matters raised in the report, the report be noted.

Carried

 

 

5.6         Key Project Status Report - BigWaterStory

PURPOSE

Following the conception of #thebigwaterstory, Council set about implementing the programme. A programme manager was appointed and focus given to defining the projects that form the programme in greater detail.

The purpose of this key project status report serves as an opportunity to formally report to elected members on the progress of each of the projects and their expected delivery against time, scope, budget and quality standards against the larger programme objectives.

 

Committee Resolution  

Moved:       Cr Brent Muggeridge

Seconded:  Deputy Mayor Kelly Annand

That, having considered all matters raised in the report, the report be noted.

Carried

 

5.7         Waipukurau Second Water Supply - Preferred Option Recommendation

PURPOSE

The matter for consideration by the Committee is to endorse and approve project officers to proceed with Option Four as outlined in earlier updates given to this Committee on the Waipukurau Second Water Supply project in June 2020 and at an earlier workshop in April 2020.

 

Committee Resolution  

Moved:       Cr Tim Aitken

Seconded:  Mayor Alex Walker

That having considered all matters raised in the report:

a)         That the Finance and Infrastructure Committee endorse officers to proceed with Option Four (the Waipawa / Waipukurau Link) to detailed design.

Carried

 

6            Date of Next Meeting

It is noted that 2021  Committee  meeting  dates  are  yet  to  be  set.  The  meeting  schedule  for  2021  will  be circulated before the end of October 2020.

 

7            Time of Closure

Karakia – Dr Maaka.

The Meeting closed at 10.46am.

 

The minutes of this meeting will be confirmed at the first meeting of the year on the 26th February 2021 .

 

...................................................

CHAIRPERSON

 

 


Council Meeting Agenda

11 February 2021

 

6.3         Minutes of the Strategy and Wellbeing Committee Meeting held on 22 October 2020

File Number:          

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Minutes of the Strategy and Wellbeing Committee Meeting held on 22 October 2020   

 

Recommendation

1.       That the minutes of the meeting of the Strategy and Wellbeing Committee held on 22 October 2020 be received.

 

 


Strategy and Wellbeing Committee Meeting Minutes

22 October 2020

 

   UNCONFIRMED MINUTES OF Central HAwkes Bay District Council
Strategy and Wellbeing Committee Meeting
HELD AT THE Council Chamber, 28-32 Ruataniwha Street, Waipawa
ON Thursday, 22 October 2020 AT 9:00am

 

PRESENT:             

Deputy Mayor (Chair) Kelly Annand

Mayor Alex Walker

Cr Jerry Greer

Cr Kate Taylor

Cr Exham Wichman

Cr Tim Aitken (apology for lateness – joined the meeting via audio visual link at 9.21am)

Cr Brent Muggeridge

Cr Gerard Minehan

IN ATTENDANCE:

Monique Davidson (Chief Executive Officer)

Doug Tate (Group Manager, Customer and Community Partnerships)

Joshua Lloyd (Group Manager, Infrastructure and Development)

Brent Chamberlain (Chief Financial Officer)

1            Apologies

Dr Roger Maaka apology

2            Declarations of Conflicts of Interest

Nil

3            Standing Orders

Committee Resolution  

Moved:       Cr Exham Wichman

Seconded:  Cr Brent Muggeridge

THAT the following standing orders are suspended for the duration of the meeting:

·     20.2 Time limits on speakers

·     20.5 Members may speak only once

·     20.6 Limits on number of speakers

And that Option C under section 21 General procedures for speaking and moving motions be used for the meeting.

Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.

Carried

 

4            Confirmation of Minutes

Committee Resolution  

Moved:       Cr Kate Taylor

Seconded:  Cr Gerard Minehan

That the minutes of the Strategy and Wellbeing Committee Meeting held on 27 August 2020 as circulated, be confirmed as true and correct.

Carried

 

 

5            Report Section

6.1         Strategy and Wellbeing Committee Monitoring Report

PURPOSE

The purpose of this report is for the Strategy and Wellbeing Committee to receive a report on the progress of key committee priorities.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Mayor Alex Walker

That, having considered all matters raised in the report, the report be noted.

 Carried

 

Mrs Davidson presented the report, followed by a presentation from Deputy Mayor Annand on Housing in Central Hawke’s Bay. Mr Tate also addressed the table with a recent update on social housing.

 

6.2         Committee Resolution Monitoring Report

PURPOSE

The purpose of this report is to present to the Committee the Strategy and Wellbeing Resolution Monitoring Report. This report seeks to ensure the Committee has visibility over work that is progressing, following resolutions from Committee.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Jerry Greer

Recommendation

That, having considered all matters raised in the report, the report be noted.

Carried

Mrs Davidson presented the report and took the report as read.  The document Growth at a Glance was tabled and is linked here. 

 

 

6.3         Adoption of Central Hawke's Bay Tourism Destination Management Plan and Needs Assessment

PURPOSE

The matter for consideration by the Council is the adoption of the Central Hawke’s Bay Tourism Destination Management Plan and Needs Assessment.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Cr Kate Taylor

That having considered all matters raised in the report:

a)   That Council adopt the Central Hawke’s Bay Tourism Destination Management Plan and Needs Assessment 2020

 

Carried

 

 

6.4         Economic and Social Recovery Update - Drought and COVID-19

PURPOSE

The purpose of this report is to update the Committee on the Drought and Covid-19 Response and Recovery.

 

Committee Resolution  

Moved:       Cr Gerard Minehan

Seconded:  Cr Exham Wichman

That, having considered all matters raised in the report, the report be noted.

Carried

 

Mr Tate Presented the report, followed by a presentation from Mrs Tully (Regional Recovery Manager) who presented the Hawke’s Bay Regional Recovery Dashboard tool to the Committee.

Feedback on the dashboard from Elected Members is welcomed and can be sent to Sarah Tully.

 

 

 

6.5         Update of Community Funding Policy

PURPOSE

The matter for consideration by the Strategy and Wellbeing Committee is to review the current Community Funding Policy.

 

Committee Resolution  

Moved:       Mayor Alex Walker

Seconded:  Deputy Mayor (Chair) Kelly Annand

That having considered all matters raised in the report:

a)             That Council adopts the recommended changes to the Community Funding Policy.

b)             That the Chair of the CVOS Committee be consulted before funding application is approved.

Carried

Mrs Cover presented the report.

 

There will be a 6 month report to Committee on status updates on funded applications and projects under the Community Funding Policy.

 

The Committee discussed the implications of the delegations being increased to $5,000.00.  It was decided that consultation and check in with the Committee be

6.6         Environmental Sustainability Fund Application - Hunter Park Kindergarten

PURPOSE

The matter for consideration by the Strategy and Wellbeing Committee is the application for funding from Council’s Environmental and Sustainability Fund to provide Hunter Park Kindergarten with funding up to $10,000 to build a composting station, mulching station, recycling station, a water course and water conservation system.

 

Committee Resolution  

Moved:       Cr Kate Taylor

Seconded:  Cr Exham Wichman

That having considered all matters raised in the report:

a)    Approve the Hunterpark Kindergarten Environmental and Sustainability funding Application up to a maximum funding of $10,000.

Carried

 

Mr Harry Robinson introduced Jo the Principal of Hunter Park Kindergarten.

Jo talked about the vision for the project. She outlined that an open day to the public would be organised and offered to share the sustainable practices in action at hunter park kindergarten with the public.

It is noted that the money will be drawn on at specific points along the project plan once plans are confirmed and approved.

Councillor Wichman and Councillor Tayler spoke to the motion, acknowledging the alignment with the Waste Minimisation Plan, and projects with Enviroschools.

Mayor Walker noted that this is a leadership project. It is exciting to support Hunter Park Kindergarten, and the kindergarten and Council will work together to ensure the success of the project.

 

6            Date of Next Meeting

Meeting dates for 2021 have not yet been set, but will be considered by Council at its meeting on the 18th November 2020.

7            Time of Closure

The Meeting closed at 11.30am.

 

The minutes of this meeting will be confirmed at the first Strategy and Wellbeing Committee Meeting of 2021 held on 11 March 2021.

 

...................................................

CHAIRPERSON

 

 


Council Meeting Agenda

11 February 2021

 

7            Report Section

7.1         Adoption of Long Term Plan 2021 - 2031 Consultation Document and Supporting Information and Policies for Consultation

File Number:          

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Long Term Plan 2021 - 2031 Audit Close Report

2.       Long Term Plan 2021 - 2031 Consultation Document

3.       Long Term Plan 2021 - 2031 Supporting Information  

 

PURPOSE

The matter for consideration by the Council is the approval of the 2021 – 2031 Long Term Plan Consultation Document and Supporting Information and Policies for Community Consultation.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)         That Council note the audit opinion and management report received from Auditors, Ernst Young. 

b)         That Council adopt the Draft Development Contribution Policy, Revenue and Financing Policy, Finance Strategy, Infrastructure Strategy, Debt and Treasury Management Policy, Significance and Engagement Policy and Fees and Charges Schedule contained in the supporting information to support the consultation process in accordance with section 93G of the Local Government Act 2002.

c)         That Council adopt the supporting Information for the 2021-31 Long Term Plan to support the consultation process in accordance with section 93G of the Local Government Act 2002.

d)         That Council endorses Challenge One for consultation: Planning for Wastewater Upgrades and its preferred option to upgrade plants and remove discharges to rivers over 15 years.

e)         That Council endorses Challenge Two for consultation: How we fund the replacement of our assets and its preferred option to deliver a step change in the delivery of our renewals and upgrades by debt funding instead of rate funding in the first five years of the Long Term Plan 2021 – 2031.

f)          That Council endorses Challenge Three for consultation: Creating a Waste Free CHB which proposes changes to recycling and rubbish services presenting some trade off decisions for community.

g)         That Council endorses Challenge Four for consultation: Paying for the growth we are experiencing which proposes a change to the current Development Contributions Policy to ensure that the 100% of growth related costs are funded via Development Contributions.

h)         That Council adopt the Consultation Document for the 2021-31 Long Term Plan to support the consultation process in accordance with section 93G of the Local Government Act 2002.

i)          That Council gives delegations to the Chief Executive to make any final edits to the Long Term Plan 2021 – 2031 Consultation Document and Supporting Information ahead of formal publication.

EXECUTIVE SUMMARY

The process to develop the Long Term Plan 2021-2031 began in May 2020. Following this was a detailed and robust LTP pre-engagement process through June and July 2020 as part of our ‘Thriving Future’.

 

Development of the Long Term Plan has progressed through numerous Council Workshops, Committee and Council meetings, and while formally beginning in May 2020, many of the building blocks have been developed over the last three years since the adoption of the 2018 – 2028 Long Term Plan. 

We are now at a point where the consultation document and supporting information are complete and ready for adoption in accordance with Section 93G of the Local Government Act 2002 to enable community consultation.

 

BACKGROUND

 

What is a Long Term Plan (LTP)?

Council is required by legislation to adopt a Long Term Plan (LTP) and review it every three years.

 

The LTP sets out Council’s activities, plans, budgets and policies and must be adopted before the beginning of the first year it relates to and continues in force until the close of the third consecutive year to which it relates.

 

The Process

The process to develop the Long Term Plan 2021-2031 began in May 2020. Following this was a detailed and robust LTP pre-engagement process through June and July 2020 as part of our ‘Thriving Future’, building on the major community engagement process – Project Thrive completed in 2017.  This information and community feedback has been valuable in the ongoing development and refinement of the LTP.

 

Development of the Long Term Plan has progressed through numerous Council Workshops, Committee and Council meetings.  These regular workshops and meetings have provided a strong and robust platform for the basis of the Long Term Plan.  During the terms of workshops and meetings, Council have received all of the components of the Long Term Plan including:

 

·        Community Outcomes – these have been reviewed and updated along with seven strategic measures being added to measure the achievement of these outcomes during the life of the plan.

 

·        The Levels of Service and Performance Measures – these have been updated based on the Asset Management Plans and Council feedback and form part of the Supporting Information contained in each group and activity statement.

 

·        Revenue and Finance Policy –this has been reviewed and consulted on through a separate consultation in late 2020 and forms part of the supporting information. 

 

·        Groups of Activities – These have been reviewed and the text through all of the activities updated to reflect the range of services and activities Council provide.

 

·        Financial Strategy – this has been reviewed and updated based on the current expectations of Council to facilitate prudent financial management.

 

·        Infrastructure Strategy – has been updated to show the current significant infrastructure issues and how the Council will manage these over the next 30 years.

 

·        Significant Assumptions – these have been reviewed and updated based on current information and best guidance, particularly in relation to the effects of COVID-19, Climate Change, and the Three Waters Reform Programme.

 

·        Development Contributions – this policy has been reviewed with substantial changes based on the assumptions and budgets included within the Long Term Plan.

 

·        The Budget and Rates requirements for the next ten years - these have been reviewed and form part of the overall consultation on the Long Term Plan.

 

Consultation Document and Supporting Information

The Local Government Act 2002 was amended in 2014 setting new requirements for consultation. The new requirements aimed to ensure that both the consultation material and process provided a more effective basis for the public to participate in local authority decision making processes.

 

Local authorities are required to develop a Consultation Document for the purpose of consulting with the community as well as making publicly available the information that provides the basis for the preparation of the Long Term Plan. To provide a comprehensive information base, Central Hawke’s Bay District Council has compiled all supporting information in a single document known as the draft Long Term Plan 2021-2031 Supporting Information.

 

This is the third long Term Plan developed by the Council under the amended legislation.

 

Auditing of the Long Term Plan Material is required before it can be released for public consultation.  This has been completed and the Audit Report has been provided by Ernst Young and included in the consultation document, giving effect to Section 93G of the Local Government Act 2002.

 

We are now at a point where the consultation document and supporting information are complete and ready for adoption in accordance with Section 93G of the Local Government Act 2002 to enable community consultation.

DISCUSSION

This Long Term Plan is a significant Long Term Plan for Central Hawke’s Bay.  It presents an open and transparent view of the reality Council faces and a proposed way forward to address the challenges Council and the community face.

 

We now know more than we have ever known about the state of our assets, and that for more than two decades, our essential infrastructure has gone without the necessary funding and investment to ensure it is properly maintained. Historic approaches of choosing not to fund renewals and upgrades in order to keep rates artificially low, alongside short term investment decisions, has delivered an unfortunate reality for our communities today.

 

Many of our assets are at the end of their life, while Central Government legislative standards continue to change and increase. We are now left with failing 100-year-old pipelines, failed wastewater treatment plants - despite major community investment, as well as earthquake prone buildings despite the expectation they had been strengthened. Our reality is that we now require major investment in nearly every aspect of Council’s services.  

 

To address this historic underinvestment, this Long Term Plan proposes both increases to our debt limits and significant rates increases – not just in the first year of the plan, but through the life of the Long Term Plan Budget 2021-2031. The Long Term Plan 2021 – 2031, is about facing up to the facts.

 

In building this budget we have trimmed every edge of our cloth and now face a reality where living within our means still requires significant investment to address years of underinvestment and poor investment decisions.

 

Even if we closed every park and library in Central Hawke’s Bay, cancelled economic and social development activities and stopped supporting facilities like the A.W. Parsons Pool, the Central Hawke’s Bay Settlers Museum and the Tukituki Trails, these savings alone would still not be enough to offset the major investment required to fund our Three Waters Infrastructure Programme.

 

The Draft Long Term Plan 2021 – 2031 presents four key challenges that we are asking for community feedback on. These challenges, and the options associated with them are documented within the proposed consultation document from page 10. Council are asked today to confirm the four key challenges, and the preferred option for each challenges.

 

Challenge One for consultation: Planning for Wastewater Upgrades and its preferred option to upgrade plants and remove discharges to rivers over 15 years.

Challenge Two for consultation: How we fund the replacement of our assets and its preferred option to deliver a step change in the delivery of our renewals and upgrades by debt funding instead of rate funding in the first five years of the Long Term Plan 2021 – 2031.

Challenge Three for consultation: Creating a Waste Free CHB which proposes changes to recycling and rubbish services presenting some trade off decisions for community.

Challenge Four for consultation: Paying for the growth we are experiencing which proposes a change to the current Development Contributions Policy to ensure that the 100% of growth related costs are funded via Development Contributions.

RISK ASSESSMENT and mitigation

The proposed Long Term Plan 2021 – 2031 is a brave step by Council to face up to the facts, and ensure a transparent approach is taken with the community to ensure the facts are known and community are in a position to meaningfully engage.

The proposed Long Term Plan 2021 – 2031 is complex due to the number of big changes and areas of consultation that sit at the core of what matters to community, and the future of Central Hawke’s Bay District Council. Officers have applied both strategic, operational and technical knowledge, and engaged third party independent advice on those matters in the Long Term Plan 2021 – 2031 which have a level of risk associated with it. Both the review of the Development Contributions Policy, development of Asset Management Policies and options associated with Wastewater have had additional scrutiny and both internal and external review.  The completion of key outstanding Section 17a Reviews have also added a level of risk mitigation to the development of Activity Management Plans for the next 10 years.

The Long Term Plan is subject to public consultation, and will need to comply with the public consultation process as set out in the Local Government Act 2002. Council Officers have developed in conjunction with Elected Members a comprehensive Communications and Engagement Strategy with the intent to be transparent, open and real community about the facts we need to face.

To date, the Long Term Plan has been subject to audited by both Ernst Young and the Office of Auditor General, and some components have been subject to legal review. Attached to this report is a copy of the Management Report and Opinion received from auditors. Representatives from Ernst Young will be in attendance at the meeting to speak to this item.

FOUR WELLBEINGS

This Long Term Plan grapples with the aging infrastructure, recovery from Covid-19, the impact of climate change, and rates affordability.

The Long Term Plan proposed here seeks to balance the economic burden of our ratepayers, whilst also facing up to the facts, as a Council, recognising that age, condition, and non-compliance of many of our assets.

It seeks to improve our environmental footprint, be true to our undertakings to remove waste water from our rivers, ensuring that our ratepayers have fit for purpose infrastructure, while also balancing economic wellbeing.

The cultural, social, economic and environmental fabric of Central Hawke’s Bay will be influenced by the decisions made in adopting the Long Term Plan 2021 – 2031. In further leveraging off the vision of Thrive, and the strong foundation of Council’s Environmental Strategy, Economic Action Plan, Social Development Action Plan and Tūhono Mai Tū hono Atu Strategy, the Draft Long Term Plan seeks to carefully balance the holistic wellbeing of Central Hawke’s Bay.

Delegations or authority

Under the Local Government Act 2002 Council must consult on their Draft Long Term Plan. This report seeks adoption of the consultation document that will allow for this to occur. Only Council have authority to make this decision.

sIGNIFICANCE AND ENGAGEMENT

In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as of significance, and provides for a robust consultation and engagement process to occur, as contemplated in the legislation.

OPTIONS Analysis

Council has two options:

 

Option 1: Adopt the Long Term Plan Consultation Document 2021-31 and its supporting documents in order to finalise the documents for printing and distribution.

 

Option 2: Resolve not to adopt the Long Term Plan Consultation Document 2021-31 and its supporting documents and to give Officers guidance on which amendments were needed and an amended timeframe related to adoption of the Long Term Plan Consultation Document would be required.

Recommended Option

This report recommends option number one, Adopt the Long Term Plan Consultation Document 2021-31 and its supporting documents for addressing the matter.

NEXT STEPS

Following the adoption of the Long Term Plan Consultation Document 2021-31 and its supporting documents, Council will arrange for its public notification of these documents and publically request feedback/submissions on the proposals contained in the documents.

These submissions will be considered by Council in April 2021, before recommending any resulting changes that they deem necessary to the proposed Long Term Plan, so that officers can update and finalise the Long Term Plan for audit and adoption later in June 2021.

 

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)   That Council adopt the Draft Development Contribution Policy, Revenue and Financing Policy, Finance Strategy, Infrastructure Strategy, Debt and Treasury Management Policy, Significance and Engagement Policy and Fees and Charges Schedule contained in the supporting information to support the consultation process in accordance with section 93G of the Local Government Act 2002.

b)   That Council adopt the supporting Information for the 2021-31 Long Term Plan to support the consultation process in accordance with section 93G of the Local Government Act 2002.

c)   That Council endorses Challenge One for consultation: Planning for Wastewater Upgrades and its preferred option to upgrade plants and remove discharges to rivers over 15 years.

d)   That Council endorses Challenge Two for consultation: How we fund the replacement of our assets and its preferred option to deliver a step change in the delivery of our renewals and upgrades by debt funding instead of rate funding in the first five years of the Long Term Plan 2021 – 2031.

e)   That Council endorses Challenge Three for consultation: Creating a Waste Free CHB which proposes changes to recycling and rubbish services presenting some trade off decisions for community.

f)    That Council endorses Challenge Four for consultation: Paying for the growth we are experiencing which proposes a change to the current Development Contributions Policy to ensure that the 100% of growth related costs are funded via Development Contributions.

g)   That Council adopt the Consultation Document for the 2021-31 Long Term Plan to support the consultation process in accordance with section 93G of the Local Government Act 2002.

h)   That Council gives delegations to the Chief Executive to make any final edits to the Long Term Plan 2021 – 2031 Consultation Document and Supporting Information ahead of formal publication.

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.2         Three Waters Bylaw - Adoption of Draft Bylaws and Statement of Proposal for Consultation

File Number:           1234

Author:                    Darren de Klerk, 3 Waters Programme Manager

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Draft_Statement of Proposal_Three Waters Bylaw Review_2021

2.       02.02.21_Final Draft Stormwater Bylaw - Part 21.2021

3.       02.02.21_Final Draft Water Supply Bylaw - Part 07.2021

4.       02.02.21_Final Draft Wastewater Bylaw - Part 22.2021

5.       02.02.21_Final Draft Trade Waste Bylaw - Part 23.2021  

 

PURPOSE

The matter for consideration by the Council is to consider adopting the three waters draft bylaws and statement of proposal for consultation as part of the Long Term Plan engagement in March 2021.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)         That Council adopt the Draft Stormwater Bylaw, Draft Water Supply Bylaw, Draft Wastewater Bylaw and Draft Tradewaste bylaws, and Statement of Proposal for consultation in March 2021 alongside the Long Term Plan 2021 – 2031 consultation.

EXECUTIVE SUMMARY

The bylaws are intended to deliver on an integrated approach to three waters management in the District. Ensuring our approach aligns to, compliments and reflects the feedback we heard clearly from the community through Project Thrive, as well as the development of other projects such as the District Plan Review and the Integrated Spatial Plan 2020 – 2050.

 

These bylaws influence things like who can connect to our supplies, how much waste can be discharged, the requirement for water tanks at each property and how we manage stormwater.

Our current bylaws need to be refreshed to ensure they reflect the environmental and infrastructural demands of our time.

 

The new bylaws will inform how we approach asset management and durable infrastructure practices to support our sustainable water demand management plan and wastewater strategy. The impact of these bylaws is wide reaching – it ensures that step by step, we make positive changes which lead to smart growth while being environmentally sustainable.

BACKGROUND

Council bylaws and policies are a set of rules or regulations that are created to control specific activities within the Central Hawke’s Bay District.  Bylaws and policies are a useful way of developing a local solution to local nuisance problems.  Bylaws and policies focus on those issues which Council have determined can be dealt with appropriately using regulatory enforcement.

 

Council instigated a review of the bylaws to better align with recently adopted or under evaluation strategies and plans like the Wastewater Strategy, Environmental and Sustainability Strategy, Sustainable Water Demand Management Plan, Spatial Plan and District Plan.

 

The Bylaws act as the enablers that set the rules to support these strategies and plans.

DISCUSSION

The four, three waters bylaws are proposed to be taken out for community consultation in March 2021 to gather review and feedback on the proposed changes.

The changes proposed are outlined in the key changes within the Statement of Proposal, to support the Statement of Proposal, the draft bylaws are supplied in a clean and tracked changes copy, and a table of all changes is also available.

The Key Changes are;

·    Inclusion of an introductory note including the Overarching Purpose, Objectives and Context of the new Bylaw

·    Continuing to expand on water meters to meter water usage for high users or to align better with water sustainability outcomes

·    Introducing urban water tanks - Making dual purpose rainwater tanks mandatory for new urban residential dwellings

·    Expand and strengthen contents in respect to prevention of contaminant discharges to the stormwater and drainage networks and systems

·    Strengthening the ability to issue defects notice, and recover costs where defect notices were not implemented or resolved

·    Strengthening the ability through the bylaws, and fees and charges to recover costs for capital upgrades for the wastewater system where an industry contributor relatively contributes to the need for the upgrade.

RISK ASSESSMENT and mitigation

The bylaw reviews carry risks across community, regulatory and legal components, positively the bylaws support the operational components of Council and enables officers to better influence key Council policies, plans or strategies.

The risks will be mitigated through a thorough legal review and input, and the community risk will be mitigated through opportunity for engagement and input into the draft bylaw.

FOUR WELLBEINGS

The report and particularly the supporting documents (draft bylaws) consider the four wellbeings through an overarching purpose.

The overarching purpose proposes to achieve a holistic and integrated approach to three waters management in the District that is consistent with Council’s District Plan, other Policies, Plans, Strategies and Objectives and also reflect the principles of the Te Mana o Te Wai, the following overarching purposes have been set for all four water services bylaws (Water Supply, Stormwater, Wastewater and Trade Waste).

a)      Meet Legislation Requirements

Proactively meet all Council’s statutory requirements relating to the provision of three waters services.

b)      Integrated Approach

Adopt an integrated and holistic approach to the Three Waters (water supply, wastewater including trade waste and Stormwater) that recognises the interconnections between each of the waters and promotes their sustainable management.

c)      Environmental Responsibilities

Facilitate environmentally responsible practices by raising awareness of how the three waters interact and effect the District’s natural Environment.  Additionally, ensure that Council meet its own responsibilities in terms of resource consent requirements set by the Hawke’s Bay Regional Council.  

d)      Sustainable Practices

Encourage and incentivise the community and businesses to adopt practices that lead to the enhancement of the Environment and the sustainable management of water resources including water and product stewardship, rainwater harvesting, waste minimisation and Cleaner Production.

e)      Support Sustainable Growth

Support the sustainable provision of three waters infrastructure to enable future growth while minimising impacts on the Environment.

f)       Achieve Project Thrive Values

Develop and implement the Three Waters Bylaws to give effect to ‘Project Thrive’ values in particular trust, honesty, respect, innovation, and valuing people.

g)      Te Mana o te Wai

Recognise the fundamental concept of Te Mana o Te Wai as prescribed under the National Policy Statement for Freshwater Management 2020 and in particular the need to restore and preserve the balance between the water, the wider Environment, and the community.

h)      Tangata Whenua Status

Recognise the status of tangata whenua status as Kaitiaki.

i)       Durable Infrastructure

Develop and maintain durable and resilient infrastructure that achieves Council’s levels of service in an efficient and cost-effective manner.

j)       Safety and Health

Ensure the protection, safety and health of Council staff and the community when using or operating the water supply system, and the wastewater and stormwater networks.

k)      Obligations

Define the obligations of residential Occupiers and businesses including trade waste Occupiers and the public at large in relation to the Council’s water supply, wastewater and stormwater networks.

l)       Discharge Controls

Regulate wastewater and stormwater discharges, including trade waste, and hazardous substances, into the wastewater and stormwater networks.

m)     Equitable Costs

Provide a system for the equitable share of Council’s water services costs between trade waste dischargers, other businesses, and domestic customers.

Delegations or authority

This bylaw review triggers significance and engagement and requires council to resolve to take the bylaws out for consultation.

sIGNIFICANCE AND ENGAGEMENT

In accordance with the Council's Significance and Engagement Policy, this matter has been assessed of significance and will be engaged on as part of the Long Term Plan in March 2021, as led out through the Statement of Proposal.

OPTIONS Analysis

Three options presented for analysis are;

1.   Adopt the four draft bylaws and Statement of Proposal for consultation

2.   Adopt the draft trade waste bylaw ONLY, and simplify the Statement of Proposal for consultation

3.   Do not adopt the bylaws for consultation, and provide guidance on next steps

 

 

Option 1

Adopt the four draft bylaws and Statement of Proposal for consultation

Option 2

Adopt the draft trade waste bylaw ONLY, and simplify the Statement of Proposal for consultation

Option 3

Do not adopt the bylaws for consultation, and provide guidance on next steps

Financial and Operational Implications

The bylaw review is funded through the 3 Waters Reform process – so no operational impact.

The Trade Waste Bylaw supports the proposed additional capital recovery for wastewater upgrades

The bylaw review is funded through the 3 Waters Reform process – so no operational impact. A delay in when the other three bylaws are engaged on may impact District Plan and other council plan and strategy ambitions.

The Trade Waste Bylaw supports the proposed additional capital recovery for wastewater upgrades

The 3 Waters Reform funding for the review does not see an outcome.

The Trade Waste bylaw and fees and charges are required to support the current allowance for capital contribution to support wastewater upgrades – not adopting the trade waste bylaw, negatively affects this assumption.

Long Term Plan and Annual Plan Implications

Fully supports the approach outlined within the Draft Long Term Plan

Moderately supports the approach outlined within the Draft Long Term Plan

Does not support the Draft Long Term Plan, and assumptions within the Draft Long Term Plan.

Promotion or Achievement of Community Outcomes

The bylaws have been drafted in such a way that they promote community outcomes and objectives.

The bylaws have been drafted in such a way that they promote community outcomes and objectives.

Does not promote or achieve community outcomes.

Statutory Requirements

Providing ongoing engagement and notification to relevant parties as required through a bylaw review – the bylaw review will meet statutory requirements.

Providing ongoing engagement and notification to relevant parties as required through a bylaw review – the bylaw review will meet statutory requirements.

Not applicable, the current bylaws could compliantly remain in place to 2023.

Consistency with Policies and Plans

Consistent and supports the District Plan, Environmental and Sustainability Strategy, Wastewater Strategy and Sustainable Water Demand Management Plan.

Consistent and supports the Wastewater Strategy and Sustainability Strategy only.

Does not support recently adopted or in progress policies and plans.

 

Recommended Option

This report recommends Option 1 - Adopt the four draft bylaws and Statement of Proposal for consultation in March 2021 alongside the Long Term Plan for addressing the matter.

 

NEXT STEPS

Prepare draft bylaws and Statement of Proposal for consultation from 01 March 2021 to 31 March 2021, ensure all supporting documentation is available on various channels for the community to transparently understand the key changes and impacts.

Continue to work with the key industry contributors to understand the proposed Trade Waste bylaw, and the financial impact if certain scenarios are adopted.

 

RECOMMENDATION

That having considered all matters raised in the report:

a)   That Council adopt the Draft Stormwater Bylaw, Draft Water Supply Bylaw, Draft Wastewater Bylaw and Draft Tradewaste bylaws, and Statement of Proposal for consultation in March 2021 alongside the Long Term Plan 2021 – 2031 consultation.

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.3         Regional Economic Development Review - Section 17a Review

File Number:          

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Final - Section 17a Review Regional Economic Development Report  

 

PURPOSE

This item presents the findings and recommendations of the Review of Local Government Investment in Business and Industry Support across the Hawke’s Bay Region undertaken by the Giblin Group for the five Hawke’s Bay councils. A briefing on the preliminary findings of the review was provided by the Giblin Group to Council in a workshop in late 2020.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)   That Council receive the Section17a Review Economic Development Report, prepared in accordance with the requirements of the Section17a of the Local Government Act 2002.

b)   That Council receive the report titled Review of Local Government Investment in Business and Industry Support Across the Hawke's Bay Region.

c)   That Council endorse participation in the second stage of the review process with a more detailed investigation of the recommendations set out in the Giblin Group report.

d)   That Council endorses engagement with Treaty Partners and other regional stakeholders on the opportunity to create an enduring Economic Development Delivery Platform with the appropriate scale and mandate to better guide and direct economic development activity to priority areas and issues.

e)   That Council support the opportunity to embed a partnership with Māori in the new Economic Development Delivery Platform.

f)    That this Council endorses the five Councils’ commitment to keeping the Hawke’s Bay Business Hub open.

 

EXECUTIVE SUMMARY

1.      This report presents the findings and recommendations of the Review of Local Government Investment in Business and Industry Support across the Hawke’s Bay Region undertaken by the Giblin Group for the five Hawke’s Bay councils.

2.      Council is asked to note and consider the findings of the review and support a further phase of work to develop a detailed proposal for a new Regional Economic Development entity. The report also recommends Council support working with the other four councils to keep the Hawke’s Bay Business Hub open with the potential assignment of the lease to one of the five councils.

3.      This review was commissioned by the 5 Hawke’s Bay Councils in August 2020 and stems from a Local Government Act (2002) s17A requirement to review the cost effectiveness of Council arrangements for delivering services on a periodic basis.

4.      In commissioning the Review, the councils’ Chief Executives recognised that there might be opportunities to improve regional coherence of economic development investments and wanted a clearer picture of this in order to inform Long Term Plan processes starting from late 2020. Disruption arising from the Covid-19 pandemic resulted in later commissioning and completion of the review than had been anticipated and therefore there is insufficient time to finalise decisions in response to the review for incorporation in current 2021-2031 Long Term Plan processes. However, staff recommend the work continues for the reasons set out in this agenda item.

Key Findings and Recommendations

5.      The Giblin Group review finds there are no major gaps in the types of services being delivered and current services are based on addressing issues or leveraging opportunities that are broadly aligned with the role of local government. The current services are generally being delivered efficiently and typically provide a good return on investment.  However, current services are often sub-scale and not well coordinated, and as a consequence the region is missing opportunities to leverage central government funding and undertake activities that have the scale or agility to capture the opportunities available to the region. Hawke’s Bay Tourism Limited (HBTL) is the exception to these concerns as it currently has the scale, focus and connectedness to deliver the destination marketing function of the region effectively.

6.      The Review finds that there is a case for change to improve clarity over roles and functions, increase collaboration and coordination, and to invest in increased capability and capacity to deliver services that support business and industry development.

7.      Business Hawke’s Bay’s (BHB) financial sustainability was highlighted as an issue in the Giblin Group report and at the time of writing the Board of BHB was undertaking formal consultation on a proposal to wind up the organisation. The five Hawke’s Bay Councils have expressed their commitment to work with Business Hawke’s Bay to keep the Business Hubs open and the potential assignment of the lease to one of the five councils.  To support Business Hawke’s Bay’s process, it is proposed that the councils will develop and agree a transition plan with Business Hawke’s Bay for any such eventuality.

8.      On the basis there is a strong case for change the Review has provided 14 key recommendations outlined in the report. In summary these recommendations would see the region’s councils working with Treaty Partners and the wider community to develop a new non-tourism regional economic development entity, in the form of a joint Council Controlled Organisation (CCO), with the increased investment of approximately $1.6 million to ensure the entity has the scale and mandate to better guide and direct economic development activity to priority areas and issues.

9.      It is proposed that the new CCO would pick up the current functions of BHB, including retaining the operation of the Hawke’s Bay Business Hub, and operate a ‘hub and spoke model working across the region – this is particularly important in the context of Central Hawke’s Bay and Wairoa. Embedding a focus on Maori economic development within the entity is recommended, hence the need for co-design with Treaty Partners.

10.    The Review recommends giving consideration to embedding the Regional Business Partners programme, currently hosted by the Regional Council, in the new CCO. This would require Central Government agreement and at present the Government is undertaking a review of the delivery of these services which may determine whether or not this recommendation can be considered or not.

11.    The Review also recommends reviewing the operation of Matariki, including the governance, developing an impact framework, and increasing resourcing. Further review of the ‘Great Things Grow Here’ brand and the regions venue and community facilities is also recommended, and exploring wider use of the currently visitor-focussed website www.hawkesbaynz.com.

BACKGROUND

12.    In July 2020 the Chief Executives of the five Hawke’s Bay councils commissioned Giblin Group to undertake a Local Government Act (2002) s17A review of Hawke’s Bay Council-funded, non-statutory activities that are focussed on business, industry and sector development. The specific activities and services that were in scope of this review were:

·       Business development activities, such as business information and referral services and business capability support

·       Skill building, attraction and retention initiatives

·       Innovation, commercialisation and R&D support

·       Investment promotion and attraction

·       Destination marketing and management and events

·       Sector development initiatives and cluster facilitation

·       Economic development and economic wellbeing strategy development, intelligence and monitoring

·       Strategy/action plan programme management, coordination, communications, monitoring and reporting (i.e. largely the activities involved in supporting and implementing the Matariki Hawke's Bay Regional Development Strategy).

13.    The Review was commissioned following a request from Business Hawke’s Bay for additional funding and subsequent desire to review the cost effectiveness of Council arrangements for delivering business, industry and sector development activities and services and to consider any opportunities to improve regional coherence of this sub-set of economic development investments.

14.    Hawke’s Bay councils were seeking an assessment of:

14.1.   The role of local government in economic development and economic wellbeing in the region, based on an analysis of:

·       Challenges and opportunities facing the Hawke’s Bay economy

·       Rationales for local government activities in economic development and economic wellbeing

·       The landscape in which various actors and mechanisms play a role in the regional economic development system

·       Legislative and central government expectations.

14.2.   Economic development and economic wellbeing activities, identifying strengths, weaknesses and any relevant gaps in the activities, based on:

·       The Councils’ objectives, priorities and performance targets

·       Identifying any overlaps/duplication and/or gaps across Councils’ and key organisation’s activities

·       The role non-Council parties play in the regional economic development system

·       An assessment of the efficiency of current arrangements and the benefits of the activities versus costs

·       An assessment of the overall effectiveness of the current delivery models of the five Councils and key delivery organisations, including governance arrangements, funding arrangements and current economic development and economic wellbeing reporting and accountability mechanisms.

14.3.   Options for future economic development and economic wellbeing delivery arrangements, based on clear criteria, and recommendations for any changes in functions, form and funding.

15.    The Giblin Group Report Review of Local Government Investment in Business and Industry Support across the Hawke’s Bay Region summarises the findings and recommendations of this Review.

DISCUSSION

Current Investment in Activities and Services

16.    In terms of the investment Hawke’s Bay ratepayers are making in business, industry and sector development the Review finds:

16.1.   In total HB Councils are investing just over $10m in business support and industry development related services and activities

16.2.   Just under half of this is directed to the i-Sites, the Napier Convention Centre and Toi Toi. [Note – these have been included given their roles in regard to visitor attraction/promotion and/or events].

16.3.   Funding for Hawke’s Bay Tourism Ltd makes up 15.7% of the funding

16.4.   Funding for Business Hawke’s Bay makes up 3.3% of funding

16.5.   Funding for specific Council ED teams (salaries + funding for discretionary activities/projects) makes up around 13% of funding

16.6.   At an aggregate level (nominal) funding has remained about the same over the last five years. This means in real terms funding has fallen

16.7.   There has been some change to funding at a more detailed level e.g. HBRC used to have an Economic Development Manager; HDC has been shifting funding from the ED budget to its Strategic Projects team

16.8.   There is a clear path dependence with current ED funding. The region has built infrastructure that requires visitor support e.g. even setting aside i-Sites, ToiToi and NCC, we have Splash Planet, Aquarium, The Faraday Centre etc, and funding has followed this need.

Effectiveness and Efficiency

17.    In terms of effectiveness and impact the Review finds:

Councils

18.    Performance measures and any related KPIs or targets are organisation specific with varying levels of detail. They are often project based. These are, for the most part, being met. The activities/services are being delivered efficiently (on the basis of FTE resources).

19.    There is no explicit relationship to Matariki or broader regional objectives except through general collaboration performance measures (where they exist). There is an opportunity to tighten this.

20.    More broadly the region does not have a clear ‘impact framework’ to articulate the ‘intervention logic’ between activities delivered and the desired outcomes for the region over the short, medium and longer-term.  A framework like this could better inform distributed (individual, team/org) work programmes that contribute to regional outcomes and provide greater clarity on respective roles and responsibilities (e.g. leadership and/or close collaboration where needed).

Business Hawke’s Bay (BHB)

21.    BHB is meeting the KPIs set out in the Contract for Service (CfS) and has delivered outputs efficiently but it has a large work programme (relative to FTEs/funding available) that goes beyond the CfS areas of focus. This has been a strategic decision (to use reserves to create programmes where a need has been identified). Given limited FTEs this will be constraining the ability to deliver priorities as effectively as possible.

22.    Business Hub usage and business connection metrics continue to show growth (even including the COVID-lockdown period). The Hub is clearly filling a need for a meeting and connection space that has a look, feel, and vibe that businesses and organisations will pay to use. The Hub also plays a critical role in bringing together, under one roof, many of the key business support agencies operating in Hawke’s Bay. In an environment where there is a perception of fragmented services this is important. The Business Hub, however, runs at an overall loss and additional funding is required to support repairs and maintenance and CAPEX.

23.    BHB ongoing viability to meet its commitments (over and above the Contract for Service) is currently under review, with decisions to be made by the BHB board on whether to wind up the organisation late January 2021.

Hawke’s Bay Tourism Ltd (HBTL)

24.    HBTL is meeting the KPIs set out in the funding agreement with HBRC. Central Government considers HBTL an effective RTO. It appears to be delivering outputs efficiently.

25.    HBTL’s members appear to be satisfied with HBTL’s contribution toward the growth of the industry and in representing the region at a national and international level. The area where members think there is an opportunity to do more is in “coordinating business opportunities for its members”. This includes education, business events and workshops focussed on the specific issues of SME tourism businesses.

Key Findings

26.    The Review finds the following:

27.    There are no major gaps in the types of services/activities being delivered and current services/activities are based on addressing issues or leveraging opportunities that are broadly aligned with the role of local government.

28.    The services/activities being delivered are, however, often sub-scale (e.g. often less than 1 FTE to deliver significant programmes of work or activities). This will be limiting the potential value of business, industry and sector development investment for Hawke’s Bay. This value relates to the ability to:

28.1.   Most effectively leveraging the resources of others (e.g. Central Government funding/involvement and private sector funding/involvement). Regions need to be well organised and focused in order to maximise the opportunities available through Central Government funding support (which will continue to have a large role to play in a COVID-recovery environment), and to partner with the private sector in different ways

28.2.   Work with speed and agility to fully understand the nature of issues, constraints and opportunities presenting for Hawke’s Bay in order to design and implement appropriate interventions where there is a clear role for government.

28.3.   Bring mandate, mana and resources to the table to focus on areas of critical priority for Hawke’s Bay.

29.    A potential value of enhanced economic development investment in Hawke’s Bay with a greater ability to meet the overarching outcome of the Matariki Strategy and Action Plan that “Every whānau and every household is actively engaged in and benefiting from growing a thriving Hawke’s Bay economy”. This requires a focus on existing business (and assisting them to overcome challenges and create greater value through doing things differently and better over time); a focus on creating new platforms for growth for Hawke’s Bay (either by growing new activity in the region or by encouraging new activity to the region); and tying these things together, the investments and efforts need to support a thriving business environment (e.g. infrastructure, rules and regulations).

30.    The Return on Investment (RoI) from effective business, industry and sector development support can be high. For example:

30.1.   Work to support the Hawke’s Bay horticulture and viticulture sector with critical COVID-related seasonal labour issues will help to protect around $715 million of regional economic activity in apples and pears alone. This sector directly supports 2,579 permanent local workers and, indirectly, a further 5,751 permanent local workers in the eco-system of services that supports the industry;

30.2.   Economic development work relating to the horticulture potential in Wairoa suggests that a proportionately minor strategic government role in different areas could help support additional expenditure to the local Wairoa economy of around $82 million over a 10 year period and the employment of an additional 197 FTEs over the same period;

30.3.   Encouraging a new business to locate in Hawke’s Bay could lead to 100s of new jobs and resulting economic activity. Depending on the nature of the activity this could, in time, help to stimulate a range of value-add services (and well-paying jobs) needed to support this activity;

30.4.   For relatively small investments, effective regional branding, marketing and promotion can play a key role in attracting visitors, talent, investors and businesses to the region. Following a dedicated ‘Baycation’ marketing campaign tourists visiting Hawke’s Bay spent over $45 million in August 2020 (the highest regional spend in the country), and while not all visitors will have been encouraged to visit by the work of Hawke’s Bay Tourism Ltd (HBTL) this still suggests an effective RoI on the $1.5m in annual funding for HBTL. Visitors to Hawke’s Bay also support local retail and hospitality and help to create vibrant city centres and regional amenities that locals enjoy and which play a critical role in wider people and talent attraction.

31.    There are also opportunities to better align and structure some activities and services e.g. business capability support being provided by Hastings District Council (HDC) should ideally be provided via agencies with core expertise in this area e.g. Business Hawke’s Bay (BHB)/a regional Economic Development Agency (EDA), and/or Hawke’s Bay Chamber of Commerce. This could promote greater regional coherence of services and better access for business.

32.    Some regions and Economic Development Agencies (EDAs) have greater access to funds to support feasibility/business case development. Hawke’s Bay currently lacks a regional pool of funds that can be used to investigate economic development opportunities that are aligned with the region’s strengths/opportunities/strategy. This means that opportunities are considered in an ad hoc way and support for any investigation will depend on the degree of funding available to individual Councils at the time and the strength of any advocacy.

33.    Destination management and marketing is led by Hawke’s Bay Tourism Ltd (HBTL) and while there is some cross-over in activities (largely in the events space) there appears to be good coordination between Councils and HBTL.

34.    Business capability-related support is largely provided through the Regional Business Partner (RBP) Programme hosted by the Regional Council (although HDC does a small amount of this as well).

35.    Cluster and sector work with industry coalitions is largely led by BHB.

36.    There are some good examples of collaboration relating to investment attraction e.g. NZ Institute for Skills and Technology and Jetstar, but activity related to investment and talent attraction has been largely ad hoc (notwithstanding a desire to back existing strategies with funding for implementation).

37.    Matariki is the main focal point for regional economic development work but there is concern among stakeholders that Matariki is not delivering on its promise and that governance could be improved.

The Case for Change

38.    The Review finds that there is a case for change. Analysis, interviews and conversations undertaken for the Review, and the survey of stakeholders conducted between 2-15 September 2020, indicate the following key issues:

38.1.   Most stakeholders and those involved in delivery and funding are looking for greater clarity over roles and functions

38.2.   Businesses are looking for greater clarity over the activities and services available to support business activity

38.3.   There is concern that there are unhelpful and competitive behaviours in the system and that this is constraining more effective collaboration. This is feeding a perception in the business community that the economic development system is fragmented and not particularly transparent

38.4.   There is concern about whether Hawke’s Bay has the right capability (alongside structure/s) to support effective and efficient delivery of activities and services, leading to views that the region is not as responsiveness to community needs as it could be and punching below its weight externally

38.5.   A high proportion of stakeholders feel that funding for economic development activities and services should be increased

38.6.   HBTL appears to be doing a successful job and is supported by its main stakeholders. Change would come with costs that could outweigh benefits (that could potentially be achieved through non-structural changes). At this point there doesn’t appear to be a strong case for change (at least institutionally)

38.7.   Funding for tourism relative to other sectors has been a theme of the feedback, with many viewing this as unbalanced. However, tourism directly supports local retail and hospitality (and helps to create vibrant city centres and regional amenities that locals enjoy and play a role in talent and investment attraction). This means it’s not as simple as only one sector benefits from visitor attraction. Ideally, support would be provided to a range of key sectors of importance/opportunity (taking into account the appropriate role of government).

38.8.   Business Hawke’s Bay’s financial sustainability has been highlighted as an issue in the Giblin Group report.  On 17 December 2020, Business Hawke’s Bay initiated formal consultation on a proposal to wind up the organisation based on its ongoing viability to meet its commitments (over and above the Contract for Service).  Decisions to be made by the Business Hawke’s Bay board are expected in late January 2021. The five Hawke’s Bay Councils have reiterated their commitment to work with Business Hawke’s Bay to keep the Business Hubs open and the potential assignment to one of the five councils.  To support Business Hawke’s Bay’s process, it is proposed that the councils will develop and agree a transition plan with Business Hawke’s Bay for any such eventuality.

39.    On the basis there is a strong case for change the Review has provided 14 key recommendations.  These are outlined in the report.

Options Assessment

40.    Section 17A of the LGA requires consideration of the following options when considering delivery improvements (note a 17A review is not limited to these options):

·       Responsibility for governance, funding, and delivery is exercised by the local authority

·       Responsibility for governance and funding is exercised by the local authority, and responsibility for delivery is exercised by –

·       a council-controlled organisation of the local authority; or

·       a council-controlled organisation in which the local authority is one of several shareholders; or

·       another local authority; or

·       another person or agency.

40.1.   Responsibility for governance and funding is delegated to a joint committee or other shared governance arrangement, and responsibility for delivery is exercised by an entity or a person listed in paragraph (b)(i) to (iv).

41.    The Giblin Group report considers 7 options given the Hawke’s Bay context and the Review analysis (i.e. the range of issues, challenges and opportunities that were identified). These are:

·       The Status Quo

·       Enhanced Status Quo v1: Improved funding for BHB

·       Enhanced Status Quo v2: Improved funding for BHB + BHB takes on RBP contract (with HB Council support and Central Govt agreement via formal procurement process).

·       Transferring business support services to a Council or across Councils.

·       Leveraging other providers: A variant of Option 4. Responsibility for (non-tourism) business and industry development and support activities/services would sit with a Council or Councils but these activities/services would be contracted to other providers in the region (e.g., industry groups, iwi organisations) to deliver.

·       Extended regional model of delivery for non-tourism economic development activities (EDA CCO): BHB would become Council Controlled Organisation (CCO). No change to HBTL.

·       Combined Regional Economic and Tourism Agency: BHB and HBTL would be folded into a new combined Regional EDA/RTO for Hawke’s Bay.

42.    Council Chief Executives are not seeking any decisions from councils on the recommended options set out in the Giblin Group Report Review of Local Government Investment in Business and Industry Support across the Hawke’s Bay Region at this Time as further more detailed analysis is required.

43.    The full Review report contains more detailed analysis that assesses the major advantages and disadvantages of each of the considered options (Table 20, pages 94-96).

Next Steps

44.    The Chief Executives intend commissioning Giblin Group to develop the next stage of the review process to develop a more detailed new operating model and transition plan, which will be co-designed with Matariki Partners and other regional stakeholders, to:

·       Further define the entity design that best meets the objectives of Matariki partners and other key stakeholders

·       Help clarify and set the transition time frame

·       Identify the key areas/components that will need to be supported and/or will undergo transition

·       Identify the key tasks in each area, including appropriate checkpoints and milestones

·       Identify relevant risks and risk levels

·       Be used to support a request to Central Government for transitional funding support.

45.    The next stage of the review process would begin February 2021 of which the estimated cost is $40,000 (GST exclusive).  This cost would be managed via the HBLASS Shared Services Cost Centre and shared by Councils in accordance with the annual budget plan on the following basis:

Wairoa District Council (11%)

$4,400

Napier City Council (26%)

$10,400

Hastings District Council (26%)

$10,400

Central Hawke’s Bay District Council (11%)

$4,400

Hawke’s Bay Regional Council (26%)

$10,400

 

46.    When the next stage of the review process is completed and the chief executives have considered this analysis a further and final report will be brought to Council to seek decisions to formally consider undertaking community consultation on the options and preferred recommendations. This is expected mid-2021.

47.    The table below provides an initial view of the likely areas of focus for the next phase detailed planning.

Key components

Description

1.    Co-design and engagement

a.    With Matariki Partners

b.    With other key stakeholders e.g. business community

·    Co-design with Matariki Partners and other key stakeholder should form the basis of the planning

·    The opportunity should also be taken to ensure the business community has a voice in the process

·    Engagement with Matariki RDS GG and ESG will be an important element

2.    Existing ED activities/services

·    There will be elements of existing ED activities/services which will need to be supported through a  transition process e.g. Business Hub

3.    Structure and legal form

·    This would include the organisational structural and legal considerations in moving from the existing BHB incorporated society structure to a new structure e.g. potentially a trust (as a possible stepping stone to a CCO (if needed))

4.    Governance and accountability

·    This would include issues such as planning for new Board appointments

5.    Communication

·    A clear and coherent communications plan will be able to be built around, and in support of, the Transition Plan.

 

Considerations of Tangata Whenua

Decision Making Process

48.    Council and its committees are required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

48.1.   The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

48.2.   The use of the special consultative procedure is not prescribed by legislation.

48.3.   The decision is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy.

48.4.   The persons affected by this decision are all regional ratepayers and residents who benefit directly or indirectly from the Council’s economic development activities.

48.5.   Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Delegations or authority

Council have appropriate authority to consider these recommendations.

sIGNIFICANCE AND ENGAGEMENT

In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as low significance and do not require community consultation before these decisions are taken.

OPTIONS Analysis

Staff recommend that Council notes and considers the findings of the review and supports a further phase of work to develop a detailed proposal for a new Regional Economic Development entity. Staff also recommend Council supports working with the other four councils to keep the Hawke’s Bay Business Hub open with the potential assignment of the lease to one of the five councils. This recommendation is consistent with those set out in this report. 

NEXT STEPS

Next steps

49.    The Chief Executives intend commissioning Giblin Group to develop the next stage of the review process to develop a more detailed new operating model and transition plan, which will be co-designed with Matariki Partners and other regional stakeholders. When the next stage of the review process is completed a further and final report will be brought to Council to seek decisions to formally undertake community consultation on the options and preferred recommendations. This is expected mid-2021.

50.    From a Central Hawke’s Bay perspective, ensuring that this communities interests are best served by a regional model is a critical in the second phase design.

51.    If Business Hawke’s Bay does decide to wind up its operations the councils will work with BHB to ensure a transition of the entity’s functions into the new operating model, including ensuring the Hawke’s Bay Business Hub continues to operate.

 

RECOMMENDATION

That having considered all matters raised in the report:

a)   That Council receive the Section17a Review Economic Development Report, prepared in accordance with the requirements of the Section17a of the Local Government Act 2002.

b)   That Council receive the report titled Review of Local Government Investment in Business and Industry Support Across the Hawke's Bay Region.

c)   That Council endorse participation in the second stage of the review process with a more detailed investigation of the recommendations set out in the Giblin Group report.

d)   That Council endorses engagement with Treaty Partners and other regional stakeholders on the opportunity to create an enduring Economic Development Delivery Platform with the appropriate scale and mandate to better guide and direct economic development activity to priority areas and issues.

e)   That Council support the opportunity to embed a partnership with Māori in the new Economic Development Delivery Platform.

f)    That this Council endorses the five Councils’ commitment to keeping the Hawke’s Bay Business Hub open.

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.4         Adoption of Governance Statement and associated documentation

File Number:           COU1-1400

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Central Hawke's Bay District Council Updated Governance Statement

2.       Central Hawke's Bay District Council Updated Terms of Reference

3.       Central Hawke's Bay District Council Council and Committee Representation Schedule  

 

PURPOSE

The purpose of this report is for Council to consider the adoption of the Governance Statement 2019-2021, Committee Terms of Reference and Council and Community Representation schedule, following the election of Councillor Pip Burne.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a)      That the amended Central Hawke’s Bay District Council Governance Statement 2019-2022 be adopted.

b)      That the amended Council and Committee Terms of Reference be adopted.

c)      That the amended Council and Community Representation schedule be adopted.

EXECUTIVE SUMMARY

Under Section 40 of the Local Government Act, Council are required to adopt a Governance Statement within six months of a triennial election. Following a comprehensive review of the Governance Statement 2016-2019, a recommended statement is presented for consideration, alongside an update of the Council and Committee Terms of Reference and Council and Community Representation schedule. 

BACKGROUND

A Local Governance Statement is a collection of information about the processes through which Council engages with its community, how the local authority makes decisions, and how citizens can influence those processes.

 

Council is required to produce such a statement under Section 40 of the Local Government Act 2002 within six months following each triennial election.

DISCUSSION

A comprehensive review of the Local Governance Statement has taken place. Attached is a copy of the Statement for Council consideration and adoption.

RISK ASSESSMENT and mitigation

The Governance Statement can be reviewed at any stage by Council. The draft Governance Statement presented to Council for adoption is low risk as the information in it largely reflects decisions made by Council since being sworn in on 31 October 2019.

FOUR WELLBEINGS

The Local Governance Statement supports the purpose of local government by promoting democracy at a local level. The statement does this by providing the public with information on the ways to influence democratic processes that Council uses to engage with the district’s residents. It also outlines how Council makes decisions and shows how residents can influence those processes.

Delegations or authority

Council Officers do not have delegations to approve the Governance Statement. Section 40 of the Local Government Act 2002, requires Council to adopt the Governance Statement within six months of the triennial election.

sIGNIFICANCE AND ENGAGEMENT

·        ·        ·        ·        ·        ·        ·        ·        In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as not significant therefore engagement on this matter is not required.

OPTIONS Analysis

Officers’ recommendation is that the attached document is considered for adoption. Elected Members may wish to request changes to the statement, however consideration would need to be given to existing policy decisions that are reflected throughout the statement.

NEXT STEPS

Once the Governance Statement has been confirmed and adopted by Council it will be formally published. The next Governance Statement will be reviewed following the triennial election in 2022.

 

RECOMMENDATION

That having considered all matters raised in the report:

a)      That the amended Central Hawke’s Bay District Council Governance Statement    2019-2022 be adopted.

b)      That the amended Council and Committee Terms of Reference be adopted.

c)      That the amended Council and Community Representation schedule be adopted.

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.5         Regional Land Transport Plan - Update

File Number:          

Author:                    Josh Lloyd, Group Manager - Community Infrastructure and Development

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Final Draft Regional Land Transport Plan  

 

 

Recommendation

That, having considered all matters raised in the report, the report be noted.

That Council gives delegations to Councillor Kate Taylor, Mayor Alex Walker and the Chief Executive to prepare a submission on behalf of Central Hawke’s Bay District Council.

PURPOSE

The purpose of this report is to provide council with an update on progress being made on the 2021 Hawke’s Bay Regional Land Transport Plan. The Regional Land Transport Plan is soon to be consulted upon with the wider Hawke’s Bay community and this report serves in part to inform Council on how it may contribute further to that process.

significance and engagement

This report is provided for information purposes only and has been assessed as not significant.

BACKGROUND

Regional land transport plans (RLTPs) are six year plans that document the regions' land transport objectives, policies, and measures as well as providing a statement of transport priorities for the region. The plans incorporate programmes of regional land transport activities, including those activities proposed for inclusion in the National Land Transport Programme. They are reviewed after three years.

Under the Land Transport Management Act, Waka Kotahi sets the form in which RLTPs are to be submitted for consideration for the National Land Transport Plan (NLTP). This, in turn, prescribes the form in which approved organisations and Waka Kotahi (state highways) need to submit their proposals for inclusion in an RLTP. Waka Kotahi sets these requirements and provides the tool to submit transport programmes through Transport Investment Online.

The development of RLTPs follows the general process set out below. This process was developed under the Waka Kotahi pre-July 2017 structure and will be updated in due course.

https://www.nzta.govt.nz/assets/Uploads/RLTP-Development-process3__ResizedImageWzYwMCw4NTdd.jpg

 

Hawke’s Bay develops and coordinates its Regional Land Transport Plan through the Hawkes Bay Regional Transport Committee. The Regional Transport Committee consists of elected representatives from the 5 Hawke’s Bay Councils as well as Waka Kotahi who are informed by a Technical Advisory Group (TAG). The TAG provide detail and workings that through an iterative review process become the RLTP that is adopted by the Regional Transport Committee.

Drafting the 2021 RLTP began in 2020 and the completed draft that is now ready for consultation with the public has been through several iterations. In December 2020 the Regional Transport Committee adopted the version of the RLTP attached to this report as ready for public consultation.

A communications and consultation plan has now been prepared by the TAG and will be utilised to carry out the consultative process.

 

DISCUSSION

The 2021 Hawke’s Bay RLTP reflects a continuation of priorities for the transport networks of Hawkes Bay but reflects a step change in acknowledging the contributions and needs of rural Districts, in particular Central Hawke’s Bay.

Providing direction to the 2021 RLTP are a vison statement and set of objectives.

The vision in this RLTP is that:

Hawke's Bay’s transport network fosters a vibrant, accessible and sustainable Hawke’s Bay

The objectives adopted to reach this vision address the following key areas of concern:

·    a safe transport system for users

·    a transport network that is resilient, reliable and efficient

·    providing transport choices to meet social, environmental, economic and cultural needs

·    planning and development that minimises travel demand

The RLTP goes into some detail about the strategic context of the Region as well as each of its component parts, districts and local environments. With a transport lens, the RLTP considers growth and development risks and opportunities.

Central Hawke’s Bay District Council has been purposeful in this RLTP to ensure that the needs of Central Hawke’s Bay are given effective sounding within the RLTP.

Central Hawke’s Bay has been able in this RLTP to clearly articulate its strategic vision and provide credible and useful context in terms of current physical, social and economic landscape as well as growth. This comes on the back of completed and in-progress work by Council including project THRIVE, the Integrated Spatial Plan, District Plan review, Infrastructure Strategy, AMPs and the adopted Land Transport Strategic Framework among others.

Beyond setting Central Hawke’s Bay in a strategic context, specific and actionable programmes of work are listed for the District in the agreed RLTP work programme. The RLTP work programme is dominated characteristically by large multi-year projects/programmes, typically involving upgrades or modifications to the state highway or key arterial networks in the Region. Central Hawke’s Bay routine work programmes do not feature by name in many cases other than the necessary provision of budgeted line items. Central Hawke’s Bay has been purposeful however in ensuring that strategic priorities beyond and within our land transport work programmes are included within the RLTP. These include an increase in public transport and alternate travel opportunities for smaller centres in the Region, the completion of the cycle-path between Waipukurau and Waipawa, upgrades to State Highway 2 and highway 50, and upgrades with a focus on pedestrian safety on State Highway 2 through Waipawa.

The drafted plan has been endorsed by the Regional Transport Committee and is now ready to be publicly consulted upon. A consultation and engagement plan has been developed and is appended to this report. A summary of key actions and dates from the consultation plan is below:

WHAT

OWNER

Audience

Date

January 2021

 

 

 

Develop three videos

 

 

 

Draft RLTP finalised

MAB

All

25

Draft RLTP put on all council's websites along with content

HBRC Staff

All

28

Consultation begins

-

All

29

February 2021

 

 

 

Media Release, social media content (throughout month, using videos), and public notice

HBRC Staff

All

1

Advertising begins radio, metservice, public notice

HBRC Staff

Public

1

Targeted letters to stakeholders

HBRC Staff

Industry

1

Talking point – Cr Williams

HBRC Staff

All

7

Media release reminder

HBRC Staff

All

15/22

March 2021

 

 

 

RLTP Hearing

MAB/ Policy team?

Public

?

TBC

 

 

 

Media Release – RTC/HBRC confirms draft plans

HBRC Staff

All

?

Upload final plans to HBRC website

HBRC Staff

All

?

 

Implications ASSESSMENT

Officers are confident that the drafted RLTP has been completed through a rigorous and transparent process and provides a fair reflection of the transport priorities for the Region and specifically for Central Hawke’s Bay.

Officers are confident that through the proposed consultation process, Central Hawke’s Bay residents, and Council, will have a further valuable opportunity to directly contribute to the RLTP. Officers suggest that a continued focus on communication and engagement will be required and that the proposed communications plan is ‘light’ and could do with further investment in time and energy.

Next Steps

The communications plan will take effect from 1st February with public consultation beginning 1st February also.

Officers will provide updates to Council on the consultation process and Council will have the opportunity to submit.

 

RECOMMENDATION 

That, having considered all matters raised in the report, the report be noted

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator


PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.6         Quarterly Non-Financial Performance Report July - December 2020

File Number:           COU1-1400

Author:                    Brent Chamberlain, Chief Financial Officer

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Oct 2020 - Dec 2020 Non Financial Results  

 

PURPOSE

The purpose of this report is to present to Council the Quarterly non-financial performance report for the period 1 July – 31 December 2020. 

 

Recommendation

That having considered all matters raised in the report:

That the Quarterly Non-Financial Performance Report 1 October—31 December 2020  be received.

 

significance and engagement

This report is provided for information purposes only and has been assessed as not significant.

BACKGROUND

These reports seek to provide Council a quarterly update on non-financial performance measures, as set out in the Long Term Plan 2018-2028.

Non-financial performance measure (often referred to as Statements of Service performance (SSPs)), compare performance on levels of service against benchmarks set by Council when adopting the Long Term Plan (LTP) or Annual Plan (AP).

Some of these SSPs are set by regulations from Central Government and are, therefore, measures that are used throughout New Zealand.

The 2018-2028 Long Term Plan sets out a range of performance measures which Council are required to report on quarterly. Over the course of the annual cycle, these performance measures then form the basis of the Annual Report.

This particular report, highlights the pressures of growth in Building and Resouce Consents and the impact that is having on service level with regards to timeframes for consentings. While the target is not going to be achieved, every effort is getting taken, into ensure this issue is mitigated. 

DISCUSSION

The report is attached.

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002.  Specifically:

·    Council staff have delegated authority for any decisions made;

·    Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

·    Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

·    Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

·    Any decisions made are consistent with the Council's plans and policies; and

·    No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

The second quarter non-financial performance measures will be reported to Council 3 June 2021.

 

Recommendation

That having considered all matters raised in the report:

That the Quarterly Non-Financial Performance Report 1 October—31 December 2020  be received.

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 

PDF Creator

 

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.7         Half Year Financial Reporting to December 2020

File Number:           COU1-1410

Author:                    Brent Chamberlain, Acting Chief Financial Officer

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       December 2020 Financial Commentary  

 

 

PURPOSE

The purpose of this report is to provide the Committee with a summary of Council's financial performance and highlight the key financials for the first half of 2020/21 financial year.

 

Recommendation

That, having considered all matters raised in the report, the report on Council's second quarter financial performance for the 2020/21 financial year be noted.

 

 

significance and engagement

This report is provided for information purposes only and has been assessed as being of some significance.

DISCUSSION

The aim of this report is to provide Council with a summary of the financial performance of Council and highlights the key trends for the first half for the year ended 30 June 2021.

The report contains a Financial Overview for Whole of Council and the Groups of Activities.

Budget Commentary

At a high level, operating revenue is $5.0m ahead of budget at December 2020 ($20.5m achieved versus $14.5m budget).

This difference is largely caused by unbudgeted external funding - 3 Waters Reform $1.175m operational, Economic Development Work Creation $3.5m, He Ringa Whanau Ora $0.1m.

The balance is driven by additional fees and charges and is volume related. For example, Council continues to experience a high demand for Resource Consents and Building Consents and this revenue is $353k up on budget.

In addition, Council has received a one off back payment from NZTA of $280k due to the change in the FAR rate (Funding Assistance Rate).

 

 

 

Just like revenue, operating costs are also up on budget by $2.5m (actually spent $14.0m versus a budget of $11.5m).

The unbudgeted revenue, also comes with unbudgeted costs - $1.7m of Work Creation payments. Note that this project should be rate neutral which suggests at 31 December Council is holding $1.8m of unspent work creation revenue.

In terms of business as usual, Council is also experiencing cost overruns which is a mixture of demand/volume driven, and operational overspends.

For consents, matching to the additional revenue, Council has spent an additional $309k on outsourcing consent processing. Solid Waste is $174k overspent due to a series of events including the disposal of accumulated tyres and concrete, transport of green waste to Napier, S17a review costs, and the purchase of carbon credits. Our 3 waters maintenance contracts are also over due to additional reactive maintenance - Water Supplies $335k (includes $98k to be recharged to 3rd parties for new connections), Wastewater $141k, and is offset by stormwater savings of $41k.

The district plan is also showing $209k overspent operationally, although the budget of this activity sits in the capital budget so is currently shown as mismatched.

 

 

At a high level Council looks like it is on budget for capital spend, although this view disguises the unders and overs. For example the Nga Tipuna project is sitting in Community Leadership with no budget, while the District Plan budget is showing but not the spend (see previous operating expenditure commentary section).

 

Cash Position

At the end of December Council was holding $13.9m in its call account and a further $6.0m in term deposits meaning it has plenty of funding available to fund its capital program for the months ahead.

Part of the reason Council was holding so much cash in December was due to the quarterly rates that were received at the end of November, and the first tranche of the 3 Waters Reform ($5.5m) was also received late November.

Debtors

Council Officers continue to work with our debtors to ensure collection. The earlier fears about what impact Covid-19 and the drought might have on debt arrears haven’t become apparent at the time of writing. In fact, the Covid-19 rates relief policy has only been used by 2 rate payers across the district since the policy was adopted.

Treasury Policy

The table below shows that Council is compliant with both its existing treasury policy, and its proposed treasury policy contained in the draft Long Term Plan.

Comprehensive Income and Expenditure Statement

The budget commentary above is all based on the FIS (Funding Impact Statement) view of Councils finances (as required by the Local Government Act 2002).

When you display the same data using IFRS (International Financial Reporting Standards – standard accounting reporting format) then Councils revenue is inflated by capital grants (such as NZTA, PGF, and MBIE funding). For this financial period this includes the NZTA funding assistance and the 3 Waters Reform monies.

Offsetting this is the disclosure of depreciation ($5.9m) as a cost.

By including this external funding, Council is showing an $11m Comprehensive Income Surplus as at 31 December 2020.

 

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002.  Specifically:

·          Council staff have delegated authority for any decisions made;

·          Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

·          Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

·          Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

·          Any decisions made are consistent with the Council's plans and policies; and

·          No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

Officers will continue to monitor and manage the finances of Council.

 

RECOMMENDATION 

 That, having considered all matters raised in the report, the report on Council's second quarter financial performance for the 2020/21 financial year be noted.

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

7.8         Resolution Monitoring Report

File Number:           COU1-1400

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Council Resolution Monitoring Report Open  

 

 

PURPOSE

The purpose of this report is to present to Council the Resolution Monitoring Report. This report seeks to ensure Council has visibility over work that is progressing, following resolutions from Council.

 

Recommendation

That, having considered all matters raised in the report, the report be noted.

 

significance and engagement

This report is provided for information purposes only and has been assessed as not significant.

DISCUSSION

The monitoring report is attached.

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002.  Specifically:

·          Council staff have delegated authority for any decisions made;

·          Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

·          Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

·          Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

·          Any decisions made are consistent with the Council's plans and policies; and

·          No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

An updated Resolution Monitoring Report will be presented to the next Council meeting 7 April 2021. 

RECOMMENDATION 

That, having considered all matters raised in the report, the report be received.


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

8            Mayor and Councillor Reports

Mayor's Report for October-November 2020

File Number:           COU1-1400

Author:                    Alex Walker, Mayor

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Mayors Report December 2020 - January 2021  

 

 

EXECUTIVE SUMMARY

The purpose of this report is to present Her Worship the Mayor’s report.

 

Recommendation

That the Mayor’s report for December 2020 – January 2021 be received.

 

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

Strategy and Wellbeing Committee Chair Report

File Number:           COU1-1400

Author:                    Bridget Gibson, Governance and Support Officer

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Strategy and Wellbeing Committee Chair Report  

 

 

purpose

The purpose of this report is to present the Strategy and Wellbeing Committee Chair Report.

 

Recommendation

That the Strategy and Wellbeing Committee Chair Report for December 2020 – January 2021 be received.

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

Ruataniwha Ward Report

File Number:           COU1-1400

Author:                    Bridget Gibson, Governance and Support Officer

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Ruataniwha Ward Report  

 

 

 

Purpose

The purpose of this report is to present the Ruataniwha Ward Report.

 

Recommendation

That the Ruataniwha Ward Report for December 2020 – January 2021 be received.

 

 

 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

9            Chief Executive Report

9.1         Organisation Performance and Activity Report December 2020 - January 2021

File Number:           COU1-1400

Author:                    Monique Davidson, Chief Executive

Authoriser:              Monique Davidson, Chief Executive

Attachments:          1.       Chief Executive December 2020 - January 2021 Organisation Performance Report  

 

PURPOSE

The purpose of this report is to present to Council the organisation report for December 2020 – January 2021. 

 

Recommendation

That, having considered all matters raised in the report, the report be noted.

 

significance and engagement

This report is provided for information purposes only and has been assessed as being of some importance.

DISCUSSION

This reports seeks to update Council on a number of key projects and priorities for Central Hawke’s Bay District Council.

Financial and Resourcing Implications

This report does not present any financial or resourcing implications.

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002.  Specifically:

·          Council staff have delegated authority for any decisions made;

·          Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

·          Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

·          Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

·          Any decisions made are consistent with the Council's plans and policies; and

·          No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

The next six weekly organisation report will be presented to Council on 7th April 2021. 


Council Meeting Agenda

11 February 2021

 

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

PDF Creator

 


Council Meeting Agenda

11 February 2021

 

 

10          Public Excluded Business 

RESOLUTION TO EXCLUDE THE PUBLIC

Recommendation

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

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48 for the passing of this resolution

10.1 - District Plan Committee Minutes

s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information

s7(2)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.2 - Resolution Monitoring Report - Public Excluded

s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

10.3 - District Plan Key Project Status Report - January 2021

s7(2)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority

s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

 

 

 

  

11          Date of Next Meeting

Recommendation

THAT the next meeting of the Central Hawke's Bay District Council be held on 8 April 2021.

12          Time of Closure