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Strategy and Wellbeing Committee Meeting Agenda Thursday, 6 May 2021 9.00am Council Chamber, 28-32 Ruataniwha Street, Waipawa |
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Strategy and Wellbeing Committee Meeting Agenda Thursday, 6 May 2021 9.00am Council Chamber, 28-32 Ruataniwha Street, Waipawa |
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Strategy and Wellbeing Committee Meeting Agenda |
6 May 2021 |
3 Declarations of Conflicts of Interest
6.1 Committee Resolution Monitoring Report
6.2 Strategy and Wellbeing Committee Priority Report
6.3 Environmental and Sustainability Fund Application - Sustainable Ewe
6.4 Community Funding and Grants Policy - Ability for underwrite funding provision
6.5 2020/21 Summer Camping Update
6.6 Future for Local Government Review
6.7 Waipukurau Regional Digital Business Hub - Project Update
1 Karakia
3 Declarations of Conflicts of Interest
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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. |
Strategy and Wellbeing Committee Meeting - 25 March 2021
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That the minutes of the Strategy and Wellbeing Committee Meeting held on 25 March 2021 as circulated, be confirmed as true and correct.
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Strategy and Wellbeing Committee Meeting Agenda |
6 May 2021 |
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, 25 March 2021 AT 9.00am
PRESENT: Dr Roger Maaka
Cr Jerry Greer
Cr Kate Taylor (via zoom)
Cr Exham Wichman (on leave)
Mayor Alex Walker
Deputy Mayor (Chair) Kelly Annand
Cr Tim Aitken
Cr Brent Muggeridge
Cr Gerard Minehan
Cr Pip Burne
IN ATTENDANCE: Monique Davidson (Chief Executive Officer)
Doug Tate (Group Manager, Customer and Community Partnerships)
Brent Chamberlain (Chief Financial Officer)
Kim Parker (Communications and Engagement Manager)
Joshua Lloyd (Group manager, Infrastructure and Development)
Dale Grant (Kainga Ora) via zoom entered meeting 9.00AM
9.03am Tim Aitken entered the meeting
1 Apologies
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Apologies for absence from Cr Exham Wichman
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2 Declarations of Conflicts of Interest
Nil
3 Standing Orders
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Committee Resolution 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 |
4 Confirmation of Minutes
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Committee Resolution Moved: Cr Jerry Greer Seconded: Cr Brent Muggeridge That the minutes of the Strategy and Wellbeing Committee Meeting held on 22 October 2020 as circulated, be confirmed as true and correct. Carried |
5 Report Section
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6.1 Strategy and Wellbeing Committee Priority Report |
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PURPOSE The purpose of this report is for the Strategy and Wellbeing Committee to receive a report on the progress of key committee priorities. |
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Committee Resolution Moved: Cr Pip Burne Seconded: Cr Tim Aitken That, having considered all matters raised in the report, the report be noted. Carried |
Mrs Davidson presented this report. Deputy Mayor Annand followed on with an update on CHB Housing Needs Assessment then followed by a presentation from Dale Grant from Kainga Ora. followed with an update on waste free CHB from Mrs Wiggins and Mr Lloyd.
9.51am Dale Grant leaves meeting
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6.2 Committee Resolution Monitoring Report |
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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. |
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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.
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6.3 Adoption of the Ongaonga Community Plan |
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PURPOSE The matter for consideration by the Council is to consider the adoption of the Ongaonga Community Plan. |
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Committee Resolution Moved: Cr Gerard Minehan Seconded: Cr Pip Burne That having considered all matters raised in the report: a) That the Committee adopt the Ongaonga Community Plan. Carried |
Mr Tate presented the report. Followed by a discussion from the Ongaonga community.
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6.4 Adoption of Takapau Community Plan |
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PURPOSE The matter for consideration by the Council is to consider the adoption of the Takapau Community Plan. |
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Committee Resolution Moved: Cr Kate Taylor Seconded: Cr Gerard Minehan That having considered all matters raised in the report: a) That the Committee adopt the Takapau Community Plan. Carried |
Mr Tate presented the report. Followed by a discussion from the Takapau community.
The Committee adjourned at 10.50am for morning tea break.
The Committee meeting resumed at 11.15am.
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6.5 COVID-19 and Drought Economic Action Plan Update - March 2021 |
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PURPOSE The purpose of this report is to update the Committee on the COVID-19 and Drought Economic Recovery Actin Plan adopted in 2020.
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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 Tate presented the report.
6 Date of Next Meeting
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Committee Resolution Moved: Cr Pip Burne Seconded: Cr Gerard Minehan THAT the next meeting of the Strategy and Wellbeing Committee be held on 6 May 2021. Carried |
7 Time of Closure
The Meeting closed at 11:28.
The minutes of this meeting were confirmed at the Strategy and Wellbeing Committee Meeting held on 6 May 2021.
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CHAIRPERSON
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Strategy and Wellbeing Committee Meeting Agenda |
6 May 2021 |
6.1 Committee Resolution Monitoring Report
File Number: COU1-1411
Author: Caitlyn Dine, Governance & Support Officer
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Resolution Monitoring Report ⇩
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.
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 at the next Committee meeting on 1st July 2021.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted. |
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6 May 2021 |
6.2 Strategy and Wellbeing Committee Priority Report
File Number: COU1-1411
Author: Monique Davidson, Chief Executive
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Solid Waste Dashboard - MArch 2021 ⇩
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That, having considered all matters raised in the report, the report be noted. |
PURPOSE
The purpose of this report is for the Strategy and Wellbeing Committee to receive a report on the progress of key committee priorities.
significance and engagement
This report is provided for information purposes only and has been assessed as not significant.
BACKGROUND
Following the 2019 Triennial Local Body Elections, Council took the time to reset Council priorities, and agree on priorities for Committees.
The purpose of the Strategy and Wellbeing Committee is to determine specific outcomes that need to be met to deliver on the vision and direction of Council, and set in place the wellbeing strategies, policies and work programmes to achieve set goals and targets.
To develop, approve, review and recommend to Council (where applicable) statutory and nonstatutory policy, plans, bylaws and strategies to:
· Focus on the social, economic, cultural and environmental wellbeing of Central Hawke's Bay through the development of vision and strategy while identifying and promoting community aspirations.
· Integrate an all of wellbeing approach to strategy, plan and policy development.
· Have effective statutory plans and bylaws to protect the community through a focus on the social, economic, cultural and economic wellbeings.
The Strategy and Wellbeing Committee is responsible for:
· developing and adopting strategies, plans and policies that advance the Council's vision and goals, and comply with the purpose of the Local Government Act
· monitoring the implementation and effectiveness of strategies, plans and policies
· monitoring the success of the key strategic relationships that support the implementation of key wellbeing related initiatives
· general coordination of Council policy and decisions.
The Strategy and Wellbeing Committee has delegations to:
· develop and adopt strategies, plans and policies that advance the Council's vision and goals, and comply with the purpose of the Local Government Act.
· monitor the implementation and effectiveness of strategies, plans and policies.
· make full decisions on the distribution of the Pride and Vibrancy Fund, Environmental and Sustainability Fund and any other contestable community fund.
· receive decisions of the Creative New Zealand Committee and CVOS Committee.
· make recommendations to council regarding the distribution of Ruataniwha and Aramoana/Ruahine Ward Reserves.
The Committee has delegations to establish a special committee, working group or community forum as needed.
DISCUSSION
The monitoring report which provides an update on the key priorities of the Committee is below:
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Key Priority |
Responsible Officer |
Progress Update |
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· Lead and monitor the implementation of Waste-Free CHB.
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Josh Lloyd |
On Track A dashboard is appended to this report providing an overview of service delivery, general operations and Waste Free CHB initiatives.
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· Lead the delivery of the Social Housing Strategic Framework.
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Doug Tate |
On Track
The Housing Strategic Framework is an area where we are struggling to gain solid traction, particularly with Government Agencies.
Discussions with Kainga Ora are continuing, particularly around focusing on a placebased solution for housing in Central Hawke’s Bay.
A survey was completed for LGNZ over the period, on concepts to support housing also.
A draft policy for retirement housing on the back of Councils Section 17a Review on Retirement Housing will be provided at the Committees July meeting, and work is underway preparing for the installation of heating and other upgrades funded through the 2021 – 2031 LTP.
Work on the Porangahau Road Growth Cell remains a priority, with a submission to the District Plan once notified being prepared. Officers are also continuing to work proactively with developers to encourage the right types of housing development in Central Hawke’s Bay. |
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· Monitor the implementation of the Economic Development Strategy.
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Doug Tate |
On Track
Implementation of the action plan is on track.
Officers provided an update at the last Strategy and Wellbeing Committee meeting on the overall programme of the Strategy.
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· Monitor the implementation of the Environmental Strategy.
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Josh Lloyd |
On Track.
Effors of the Solid Waste team have remained focused on Service Delivery improvemetns and optinos for change following the LTP adoption. Progress is being made in ‘standing up’ more formal reporting on the progress of specific Environmental Strategy actions.
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· Review the current Community Wellbeing Strategy and then monitor the implementation of a revised Social Development Strategy.
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Doug Tate |
On track. In consultation with the Chair of the Committee, this will be deferred to the July Committee workshop.
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· Implement Tuhono Mai Tuhono Atu.
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Whaea Pam Kupa |
On track Council adopted Tuhono mai Tuhono Atu in August 2020.
The focus operationally, now shifts to the delivery of the strategy, which is making positive progress with the appointment of the Pou Whatuia role in late 2020. This includes co-oridnating time for Council to visit and hui with every Marae across the District over the coming 12 months. |
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· Monitor development and implementation of Community Plans. |
Christine Renata |
On track The Takapau and Ongaonga Community Plan were adopted at the previous Committee meeting.
An initial meeting was held with the Tikokino community on the scope and timing of their plan and conversations for Otane’s timing is set to in May. |
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 Strategy and Wellbeing Committee will receive an updated monitoring report at its next meeting on the 1 July 2021.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
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6 May 2021 |
6.3 Environmental and Sustainability Fund Application - Sustainable Ewe
File Number: COU1-1411
Author: Jordarne Wiggins, Solid Waste Contract Manager
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Enviromental Funding Policy Application Form ⇩
2. Kea Trailers Quotation ⇩
PURPOSE
The matter for consideration by the Strategy and Wellbeing Committee is the attached application for funding from Council’s Environmental and Sustainability Fund to provide Sustainable Ewe with funding toward a trailer and signwriting. This trailer will allow Sustainable Ewe, who are a not-for-profit community group, the ability to transport bokashi, worm and chook feeders created from buckets that are diverted from landfill and to continue to educate and share their knowledge to our communities about how they can manage their green waste and food waste.
RECOMMENDATION for consideration
That having considered all matters raised in the report:
a) That Council approve to provide up to $10,000 from the Environmental and Sustainability Fund to Sustainable Ewe for the creation of a customised trailer.
EXECUTIVE SUMMARY
Any profits made from the sale of the buckets are then used to provide the kits to Central Hawkes Bay schools for free. Kids get to learn the awesomeness of being sustainable and reducing waste.
BACKGROUND
As part of council’s Waste Management and Minimisation Plan, and Environmental and Sustainability Fund of $20,000 per year was established for residents of Central Hawke’s Bay who were eligible to apply for funding for environmental or waste minimisation purposes. This fund utilises money made available by Councils National Waste Levy Income. This will be the second application made for this funding since it was established, the first application was made by Hunter Park Kindergarten in 2020 for a grant of $10,000 toward their river play project. Sustainable Ewe are applying for a fund of $10,000 to purchase a trailer and for costs associated to signwriting:
DISCUSSION
Sustainable Ewe do incredible work within our communities and require support to continue to provide free educational sustainability workshops across our district. They are strong ambassadors and partners to Council in the delivery of our Waste Free CHB vision.
The goals and objectives set out in our WMMP and Environmental and Sustainability Strategy aligns with the values of Sustainable Ewe. One of Council’s targets in the 2019 Waste Management and Management Plan is to increase diversion from landfill to 48% by 2025 and this application is in line with achieving that target.
There is $10,000 remaining in the Environmental and Sustainability fund.
Criteria for the Environmental and Sustainability fund are:
· Applications will demonstrate alignment with one or more stated objectives in the Environmental and Sustainability Strategy.
· Applications must provide linkages to Councils Solid Waste Management and Minimisation Plan.
· Applications that involve a use of or change to Council infrastructure or services will demonstrate alignment with relevant Council plans including activity management plans.
· Applications must demonstrate benefit specifically to Central Hawke’s Bay.
· Applications must demonstrate support of the community.
· Applications must demonstrate support from or achievement of wider community outcomes.
· If the applicant is an individual they must be a New Zealand citizen or permanent resident; if the application is from a group or organisation, they must be based in New Zealand.
· If the applicant has already received funding from the Environmental and Sustainability Fund for another project, they must have completed a satisfactory Project completion Report for the other project before they can make another application, unless the other project is still in progress.
· Funds of over $1,000 will only be granted to formalised Businesses, Incorporated Societies or Charitable bodies.
The application seeks funding of up to $10,000 to construct the trailer and funds will be drawn down to pay invoices for completed work.
RISK ASSESSMENT and mitigation
The risks associated with this application are minimal as Sustainable Ewe is a well-established not-for-profit community group with a strong community following.
Sustainable Ewe are aware that they are responsible for all on-going costs associated to the trailer:
· WOF’s and Registration
· Insurance
· Maintenance cost
FOUR WELLBEINGS
The recommendation is assessed against the four wellbeing’s as presented below:
· Cultural
The recommendation supports waste minimisation outcomes in line with the expectations and aspirations of local tangata whenua and those wider communities and cultures that call Central Hawke’s Bay home. Sustainable Ewe has grown to become a recognised and respected member of Central Hawke’s Bay and a small cultural icon with respect to waste management.
· Social
The recommendation will directly support ongoing and increased/improved engagement with the community about waste minimisation. This draws on existing social connections and is an approach delivered for community by community. Council consider the recommendation to be an important enabler of our own social license to operate with respect to managing waste and environmental outcomes.
· Economic
The recommendation is funded by the Waste Levy and is within existing budgets and the affordability of Council. The recommendation will remove financial burden from Sustainable Ewe – a not for profit organisation.
· Environmental
The recommendation directly supports the promotion of waste minimisation to enhance and protect Central Hawke’s Bay’s unique natural environment.
Delegations or authority
The Strategy and Wellbeing Committee have delegation to make this decision.
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as having some significance.
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RECOMMENDATION That Council approve to provide up to $10,000 from the Environmental and Sustainability Fund to Sustainable Ewe for the creation of a customised trailer. |
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6 May 2021 |
6.4 Community Funding and Grants Policy - Ability for underwrite funding provision
File Number: COU1-1411
Author: Bridget Cover, Community Development Lead
Authoriser: Doug Tate, Group Manager Customer and Community Partnerships
Attachments: 1. Proposed Amendments - Community Funding Policy ⇩
PURPOSE
The matter for consideration by the Strategy and Wellbeing Committee is to consider the provision of an underwrite process.
RECOMMENDATION for consideration
That having considered all matters raised in the report:
a) That Council adopts the proposed amendment to the Community Funding Policy for Community Funding Underwrites.
EXECUTIVE SUMMARY
The report presents a recommendation to adopt that requests for Council to underwrite a funding application should be undertaken as a process on a case by case basis with a bespoke process each time, with the inclusion of a new section in the Community Funding Policy. At present there is no process for these types of underwriting requests.
BACKGROUND
Council is in a privileged position to provide underwriting certainty to community organisations seeking funding from funding agencies, which may require a certain percentage of co-funding to be secured prior to an application being considered. The provision of such an underwrite, along with letters of support, from Council sends a powerful signal to the funder that the project is supported.
There are likely to be only a few funders that would require such a condition - Lottery funding and the Provincial Growth Fund are two which would require this, and there would only be certain community projects or organisations which would be in a position to need this facility.
Council in the past 24 months has provided an underwrite function to two projects – being the partnership project Nga Ara Tipuna with Te Taiwhenua o Tamatea to the Provincial Growth Fund and secondly with the Ongaonga Historical Society to the Lotteries Heritage Fund. Both of these projects sought the underwrite to complete community fundraising, with neither project needing to draw down on the underwrite.
DISCUSSION
It is believed that requests for Council to underwrite a funding application should be undertaken as a process on a case by case basis, with a bespoke process each time. A general approach to the process has been developed, however it is recommended that every application for an underwrite should be considered on its own merits, relative to the funding and other contextual environments of the time.
This would also mean that whilst a funding underwrite remains a tool in Council’s funding tool kit, it is not promoted or advertised to a wide audience that this is a first option for funding.
In all cases, when the policy is applied the following considerations should be met:
· That enough time is allowed for the underwrite to be presented to Council or Committee and then ratified in a subsequent meeting;
· That the Group Manager or Chief Executive Officer approve in the first instance that the application for underwrite is presented to Council;
· That, as the underwrite is in effect funding which is committed but not drawn down, that it must be allocated for somewhere within existing budgets or reserves;
· That the organisation must demonstrate their plan and ability for securing the funding required so as to not require the underwrite unless necessary, and be willing to work with Council officers to further strengthen and develop this plan if required;
· That the report is written in such a way that it requires a second decision by Council to draw down the money should the underwrite be required and
· That the provision of underwrite does not preclude the provision of some other form of funding to the same project.
A draft approach for inclusion in the community funding policy has been drafted and is attached to this report. The changes to the policy are highlighted in red in the attached policy.
In the event that Council adopt the approach and attached amendment, to the Community Funding Policy by the inclusion of the Community Funding Underwrite, this will be included in the full policy for implementation.
RISK ASSESSMENT and mitigation
Currently there is a low risk because the case by case process allows any risk to be considered and if required mitigated prior to a decision being made by Council.
FOUR WELLBEINGS
How the recommended option supports the four well-beings is detailed below:
Cultural Wellbeing
The preferred option supports the cultural wellbeing of the Community. The case by case process allows for a diverse range of people to apply for a funding underwrite and supports the achievement of cultural connection within our community.
Social Wellbeing
The preferred option supports the social wellbeing of the Community. The case by case process ensures opportunities are given to those in the community to advance social outcomes.
Economic Wellbeing
The preferred option supports the economic wellbeing of the Community. The case by case process allows for opportunities to be given to those in the community to advance economic outcomes.
Environmental Wellbeing
The preferred option supports the environmental wellbeing of the Community. The case by case process allows for opportunities to be given to those in the community to support outcomes for the environment.
Delegations or authority
The Strategy and Wellbeing Committee have delegated authority to adopt this case by case process.
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as of some importance.
OPTIONS Analysis
1. Adopt the case by case process for requests to Council to underwrite funding (recommended option)
Officers recommend the process is adopted as presented in the attached draft amendment to the Community Funding Policy.
This sees an outline process captured within the Policy, that is not overly prescriptive and reflects the unique context that each project may need to be considered in. Any underwrite will still remain dependent on the adoption of a resolution from Council to provide the underwrite.
2. Adopt the case by case process with some changes to its content
Officers make changes as recommended by the Strategy and Wellbeing Committee and the process is then adopted. Subject to the extent of changes, there may need to be more consideration from Officers before the amendment to the policy is adopted.
3. Reject the adoption of the case by case process
If the Strategy and Wellbeing Committee reject the adoption of the the case by case process and the amendment, the guidelines around funding underwrite will be unclear however still provides for a case-by-case basis to be presented to Council.
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Option 1 Adopts the case by case process – proposed amendment (recommended option) |
Option 2 Adopt the case by case process with some changes to its content in the proposed amendment
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Option 3 Reject the case by case process – reject the proposed amendment |
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Financial and Operational Implications |
There are no additional financial or operational implications in this decision. |
There are no additional financial or operational implications in this decision. |
There are no additional financial or operational implications. |
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Long Term Plan and Annual Plan Implications |
There are no LTP or annual plan implications in this decision. |
There are no LTP or annual plan implications in this decision. |
There are no LTP or annual plan implications in this decision. |
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Promotion or Achievement of Community Outcomes |
This policy aligns with Project Thrive and Community Outcomes. |
This policy aligns with Project Thrive and Community Outcomes. |
This policy aligns with Project Thrive and Community Outcomes, however, does not best address current issues with the policy. |
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Statutory Requirements |
There are no Statutory Requirements for Council. |
There are no Statutory Requirements for Council. |
There are no Statutory Requirements for Council. |
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Consistency with Policies and Plans |
The Community Funding Policy complies with Policies and Plans of Council. |
The Community Funding Policy complies with Policies and Plans of Council. |
The Community Funding Policy complies with Policies and Plans of Council. Not adopting the recommended changes, however, will not address issues relating to funding that Council underwrites. |
Recommended Option
This report recommends option one - adopts the case by case process, in the amendment of the Community Funding Policy for addressing the matter.
NEXT STEPS
Upon Council confirming its resolution, the process will be made into a formal internal policy.
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RECOMMENDATION a) That Council adopts the proposed amendment to the Community Funding Policy for Community Funding Underwrites. |
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6 May 2021 |
6.5 2020/21 Summer Camping Update
File Number: COU1-1411
Author: Doug Tate, Group Manager Customer and Community Partnerships
Authoriser: Monique Davidson, Chief Executive
That, having considered all matters raised in the report, the report be noted.
PURPOSE
The purpose of this report is to provide an update to the committee on the 2020/21 Summer Camping Season and an update on Councils approach to strategically respond to camping in the future.
significance and engagement
This report is provided for information purposes only and has been assessed as not significant.
BACKGROUND
Central Hawke’s Bay is recognised as a summer hot spot for the great family coastal holiday, with growing local fame on the back of regional and national recognition and promotion as a unique Hawke’s Bay destination for New Zealanders.
In 2020 Council adopted the Central Hawke’s Bay Tourism Destination and Need Assessment funded by the Ministry of Business Innovation and Employments Tourism Infrastructure Fund (TIF). The assessment is designed to be flexible by providing direction to enhance the visitor economy and guide both the public and private sector decision making relating to tourism opportunities.
The plan creates a clearly articulated work programme which will support future funding applications to the TIF and other funds, and provides guidance to the Central Hawke’s Bay Tourism Coordinator’s work programme.
For the 2020/21 Season, Council secured $81,000 from the TIF to support the operational costs of increased summer camping, for two initiatives being improved hygiene of the summer period and an Ambassador Education and Monitoring Programme. This report speaks to the general themes identified over the summer break and the longer term strategic asset and operational approach proposed for the coast.
DISCUSSION
This is the first season where with the role of the Ambassador we have been able to more accurately and fully record and report the use and general themes experienced by campers in considerable detail.
The general themes from the coastal camping period include:
· Overall camper behaviour was improved from the 2019/20 year
· Camper numbers at Pourerere appeared down
· Most self-contained vehicles avoided Pourerere due to the requirement of needing a permit for the period
· New facilities at Te Paerahi were warmly welcomed.
Specific notes from each location are noted below:
Aramoana
Aramoana has three self-contained parking spots, with day parking and no camping provision. Only on one occasion were all three self-contained parking spots full, with 16 self-contained vehicles observed from the period 14 December to 8 February.
Campers and day visitors were complementary about the beach and surprised it was so quiet.
Most overnight visitors were couples and spent an average of 2 nights. Two tent campers were moved along by Council. It is understood that locals have also moved along tent campers.
Blackhead
There were no issues reporting during the period, with the area frequenting 10/12 vehicles a day with day visitors.
Kairakau
This was the most popular beach for self-contained vehicles and regular visitors. A total of 196 self contained vehicles were observed from the period 14 December to 8 February.
Depending on how people park, there are approximately 20 sites. The area was visited twice a day by Councils ambassador. It was never completely full e.g. could potentially squeeze one or two more. The average stay was 3 nights.
The majority of campers were couples, with approximately 10 family groups over the period.
There were no observed or reported issues with freedom camping.
Kairakau appeared to be a highly popular beach with a number of day visitors that were mostly young people and young families. This beach over all the others had the most rubbish laying around and was picked up by locals and contractors, despite there being good rubbish bin provision.
Mangakuri
Typically, there were 3-4 day visitors at any time on arrival in Mangakuri. There was no freedom camping or other general issues reported at the location.
Pourerere
By far, Pourerere was the busiest beach location, with a greater number of baches and two camping grounds operating. Through a historic arrangement, the Pourerere Camping Committee volunteer and manage the allocation of sites through the summer period. From the period 14 December to 8 February 99 site permits were allocated and 27 self-contained vehicles were observed.
Council provides for camping on road reserve in this location. The volume of permits does not fully represent the quantity of campers or the tenure, with many of the camping committee occupying sites for the majority of the period and large numbers of people occupying within times at site. A number of booked sites however were also vacant in the period.
Other than the Te Paerahi facilities that are located on recreation reserve, this is the only other site were non-self contained camping is provided for, however quality facilities do not exist.
Sourcing and supplying water is a major issue at Pourerere. Campers are required to be self-contained for water with the demand for water at the toilet block regularly outstripping the ability of the spring to supply the site, with water regularly being trucked into the location. At times the toilet block had to be closed, until further water could arrive.
Ahead of the 20/21 season, an external tap was removed that significantly reduced water usage, however was the main complaint this year from campers, with damage to basins and other workarounds being sought for water. This is despite the water being marked us unpotable.
Parking of vehicles, speed, motorbikes on the beach and roaming dogs (particularly from day visitors), were noted as key issues. The glass recycling bins – a major success in the 2019/20 year were down in use and were highly contaminated with rubbish and other items.
Overall behavioural issues were down at this location from the 2019/20 year, however a small number of issues were still required to be addressed.
Te Paerahi Beach
Te Paerahi was visited twice a day with a focus on the freedom camping area. Campers were mostly couples in self-contained vehicles staying 2-3 nights. Motor vehicles with tents averaged four people who stayed three nights. A total of 72 self-contained vehicles were observed from the period 14 December to 8 February and further 184 individual camping groups in the period.
Issues included general behaviour and the lighting of fires in campground for cooking or bonfires. Children from local baches also got up to mischief with minor vandalism in the new toilet block. Numerous compliments were received however that Te Paerahi is an exemplary site, with the new toilet block in close proximity and access to water and cold showers following Council upgrades in 2020.
Whangaehu
This site received a lower level of day visitors in comparison to other sites and locations, with regular reports of days visitors using the foreshore as a toilet. The new Whangaehu toilet will planned for installation in June will address this long standing issue at the location.
Community Facilities Strategy
As part of the 2021 – 2031 Long Term Plan, Council is proposing to fund the development of a Community Facilities Plan. The intention of the plan, is to identify a strategic approach to camping issues across the network of Councils sites, to inform a way forward. This includes Pourerere and Kairakau campgrounds and required investment in the Waipukurau Holiday park, with consents and leases due to expire at some of these sites in 2022 and 2023 or upgrades required to meet legislative standards.
This will likely result in a number of tools for Council to consider how it manages sites and provides services and functions, including camping at Pourerere and Te Paerahi beaches.
Council will at this time also need to consider how it implements the current 2015 Freedom Camping Act and in particular, proposed new rules for Freedom Camping that will require Council to specifically identify locations where it will permit and allow for non-self contained freedom camping and self-contained camping or not. Currently Councils bylaws and policies do not fit with the existing freedom camping legislation. If funded, it is proposed to present a work programme for delivery in workshop at Councils Strategy and Wellbeing Committee on 1 July 2021 to progress the works.
New Round of Tourism Infrastructure Funding
After some uncertainty, a further round of TIF funding is available, with the funds priority a greater focus on South Island areas most impacted by local tourism in relation to COVID-19 and those smaller Districts such as Central Hawke’s Bay with a limited rating base.
The fund closed on 30 April and at the time of writing Officers are preparing to apply for the fund for the upgrade and replacement of Pourerere Toilets to a voltaic waterless suite of units. Currently $185,000 is provided in Year 2 of the 2021 – 2031 Long Term Plan funded through loans, which if Council is successful, may require part of Councils funding for the project to be brought forward. This would be subject to a resolution from Council.
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.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
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6 May 2021 |
6.6 Future for Local Government Review
File Number: COU1-1411
Author: Monique Davidson, Chief Executive
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Future for Local Government Terms of Reference ⇩
That, having considered all matters raised in the report, the report be noted.
PURPOSE
The purpose of this report is to provide information to the Strategy and Wellbeing Committee on the recently announced Ministerial review into the future for Local Government.
significance and engagement
This report is provided for information purposes only and has been assessed as not significant.
BACKGROUND
On 23 April 2021 the Minister of Local Government (the Minister) established a Review into the Future for Local Government (the Review). The Review is to consider, report and make recommendations on this matter to the Minister of Local Government.
DISCUSSION
The traditional roles and functions of local government are in the process of changing. The work programmes the Government is advancing to overhaul the three waters sector and the resource management system are foremost among a suite of reform programmes that will reshape our system of local government.
The sector, led by Local Government New Zealand (LGNZ) and Taituarā - Local Government Professionals Aotearoa, is calling for a programme of work to ‘reimagine the role and function of local government’, in order to build a sustainable system that delivers enhanced wellbeing outcomes for our communities.
The overall purpose of the Review is, as a result of the cumulative changes being progressed as part of the Government’s reform agenda, to identify how our system of local democracy and governance needs to evolve over the next 30 years, to improve the wellbeing of New Zealand communities and the environment, and actively embody the Treaty partnership.
The Minister is seeking recommendations from the Review that look to achieve:
· a resilient and sustainable local government system that is fit for purpose and has the flexibility and incentives to adapt to the future needs of local communities;
· public trust/confidence in local authorities and the local regulatory system that leads to strong leadership;
· effective partnerships between mana whenua, and central and local government in order to better provide for the social, environmental, cultural, and economic wellbeing of communities; and
· a local government system that actively embodies the Treaty partnership, through the role and representation of iwi/Māori in local government, and seeks to uphold the Treaty of Waitangi (Te Tiriti o Waitangi) and its principles through its functions and processes.
The scope of this matter comprises what local government does, how it does it, and how it pays for it. The scope should include, but not be limited to, a future looking view of the following:
· roles, functions and partnerships;
· representation and governance; and
· funding and financing.
The Review’s initial focus will be on how local government will be a key contributor to the wellbeing and prosperity of New Zealand and an essential connection to communities in the governance of New Zealand in the future.
This will enable scoping of the broader work to follow, including identifying the process and priority questions that will be of most benefit to furthering the outcomes outlined in these terms of reference.
The Review will then focus on answering the priority questions identified during its initial scoping work.
The Government will welcome the work of the Review but will not be pre-committed to the implementation of its findings. The Government will respond to the findings of the Review in due course.
The Review will report to the Minister on this matter.
· 30 September 2021: an interim report presented to the Minister signalling the probable direction of the review and key next steps;
· 30 September 2022: Draft report and recommendations to be issued for public consultation;
· 30 April 2023: Review presents final report to the Minister and Local Government New Zealand.
Attached to this report is a copy of the Future for Local Government Terms of Reference.
Central Hawke’s Bay District Council is well placed to positively contribute to the review, having demonstrated on a number of occasions the possible future for Local Government.
Central Hawke’s Bay District Council can expect formal and informal levels of engagement into the review process.
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
As further information on this work becomes available, Officers will keep the Strategy and Wellbeing Committee advised.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted. |
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6 May 2021 |
6.7 Waipukurau Regional Digital Business Hub - Project Update
File Number: COU1-1411
Author: Doug Tate, Group Manager Customer and Community Partnerships
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Waipukurau Regional Digital Hub - Layout Plans ⇩
That, having considered all matters raised in the report, the report be noted.
PURPOSE
The purpose of this report is to provide an update to the Committee on the Regional Digital Business Hub, funded by the Provincial Growth Fund, that will include the temporary Waipukurau Library.
significance and engagement
This report is provided for information purposes only and has been assessed as not significant.
BACKGROUND
In May 2020 Council had to suddenly close the Waipukurau Library, following the identification of critical structural weaknesses in the building, despite being strengthened in 2016.
At the time of closure, Officers were working with the Provincial Growth Fund to establish a Regional Digital Hub at the library, with $400,000 of funding available. Obviously this is no longer viable in the existing library.
Officers explored a range of opportunities for a new or temporary library facilities in Waipukurau. To support this, through 2020 Council has completed its Integrated Spatial Plan and undertaken Town Centre Planning for Waipukurau and Waipawa. Both plans identify:
· The need for activated community spaces
· ‘Establish a community hub on Ruataniwha St, with the potential to include a library, cultural centre, tourist information, community services, urban marae and co-working business spaces’
· ‘Work to establish a public open space/plaza on the corner of Bogle Brothers Esplanade and Ruataniwha St for community events, pop up shops and markets. Temporary trials to test different activation options with tactical urbanism interventions.
Sustainable long term options that aligned with the long term strategic direction of Council, were very limited with 4 Bogle Brothers Esplanade – commonly known as the old Bucks Building, being a suitable premises that aligned with the strategic direction of Council.
The project is now at a point where negotiations for the lease of the site are complete – albeit delayed, detailed design is complete and at the time of writing we are awaiting landlord approval for the commencement of consenting to provide for construction works to start.
This report provides a general update on the project overall.
DISCUSSION
The Project’
The project proposes to establish a regional digital business hub at 4 Bogle Brothers Esplanade, in Waipukurau – commonly known as the old ‘Bucks Building’. The new facility will provide for temporary library services for Waipukurau for at five ten years, as well Councils Service Centre, AA Services and other community activities. The current ‘pop-up’ facility at the Railway Station will be closed and retained for additional business hub meeting space that can be hired out.
The building will remain in private ownership with Council making a number of improvements to the premises, while leasing the premises for a term of up to 11 years.
Regional Digital Business Hub Funding
Councils original Regional Digital Business Hub Funding application featured as 1 of 19 actions in Councils Drought and Covid-19 Economic Recovery Action Plan adopted in April 2020. Councils original application made provision for the facility to be located in the Waipukurau Library.
Following the unexpected closure of Waipukurau Library, Officers worked hard with the Ministry of Business Innovation and Employment to ensure funding would still be available to Council, albeit subject to a number of conditions.
Council have secured $400,000 from the Provincial Growth Fund for the project, with a number of funding conditions and precedents having been met by Council in early 2021.
Timelines
The original programme presented to Council in November 2020, sought to see the facility open at the end of May 2021. This relied on the lease for the premises being executed in early November. Due to a number of reasons the lease was not executed until the second week in February 2021.
This has had a material impact to the programme overall, with Officers unable to commit to further conceptual or detailed design in the risk negotiation failed, until mid-February.
In the overall programme, at the time of writing, Officers are now awaiting the receipt of Landlord approval for Councils proposed improvements to allow the commencement of consenting works to occur. On the basis this is provided in a timely manner, Officers are currently working towards an opening date in late July/early August. In a worst case scenario, the approval is delayed, opening could be August or even September, with consenting processes unable to proceed without landlord approval.
Preliminary procurement is underway with a contractor secured, and we now await Landlord approval for consenting to commence and conclude for works to commence in early June. Concerns still exist with trade, sub trade and material availability and Officers have had to work outside of the District in some instances to achieve delivery of the project within reasonable timeframes. Prior to works commencing will be a site blessing.
We will continue to monitor the programme and provide updates as they come to hand.
Our timeline that describes the best scenario is provided below:
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Oct |
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Execution of lease |
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Detailed Design finalised and complete |
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Preparation and submission of plans for building consent |
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Early notification to tenderers |
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Landlord Approval - by 30 April |
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Consenting and Consent Granted (In 20 working days or less) 3 – 28 May |
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Construction Award – May |
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Construction Commencement (6 – 8 weeks) - Commencing 31 May - Best scenario Opening 24 July or 7 August |
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Launch of Services – either last week in July or early August |
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Budget
The overall capital costs of the works are $513,028 with Council debt funding up to $139,000 of costs associated with the project, with the balance being funded from reserves and from the Provincial Growth Fund.
Officers will have greater certainty over the budget in the coming 2-3 weeks once pricing is confirmed and any implications or tags from consenting have been finalised. To date, the project remains on track to be achieved within the allocated project budget, based on initial estimates provided.
Officers are also working through confirming a corporate sponsor for the Regional Digital Hub meeting rooms also, that will support the funding of the facility.
Managing Community Expectations
A careful consideration through the process and the opening will be managing community expectations of the facility. For clarity the focus of the facility is the delivery of the PGF’s Regional Digital Business Hub, with the ability to provide a temporary library service a benefit of receiving the PGF’s funding, with a temporary library in Waipukurau unlikely to be have been achieved within Councils financial operating environment otherwise.
Expectation should focus that the current facility is a temporary solution to Library Services, as Council will consider the future of the existing building and the longer-term approach to library services in Waipukurau as part of the Community Facilities Plan, set to commence in July 2021 subject to funding being confirmed in the 2021 – 2031 Long Term Plan.
To this end however, Council has engaged with key groups including focussing on youth, older persons and accessibility and will provide further updates shortly to the wider community and those initially engaged with on the project.
Key snapshots of the design, currently subject to landlord approval including the layout of the proposed building are provided as an attachment to this report.
A key consideration in the design is that the spaces will be highly flexible and agile, with all furniture able to easily moved to provide for a changing range of activities and services in the space – rather than a more traditional ‘set and forget’ approach, which the community saw in the existing Waipukurau library. This will provide for Council and community to gain the very best of the limited space, supported by quality programme and services to provide for a range of new and different ideas to test concepts and explore wider opportunities for the future.
Programming and Communications
A large focus of Councils Library Services and to meet the requirements of the PGF Funding has focussed on a large number of programmes. This has included a range of banking, digital literacy and other programmes being led and supported by the Library Activity in the current operating environment and in the lead up to opening.
A greater focus on programming is being prepared ahead of the late July/Early August opening.
Naming of the Facility
The naming of the facility is yet to occur. Concepts associated with the Regional Digital Hub and Libraries have included ‘knowledge’ and ‘lifelong learning’.
Officers are also still working with Manawhenua on what any name that may be gifted to the hub will be.
Existing Library
Officers continue to proceed with the legal guidance being given on the appropriate steps to identify any potential liability. Officers recognise the urgency in this work and the community expectation, and are working to provide updates as soon as possible.
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 update Council and the Committee on the progress of the project and further wider communications are planned, upon confirmation of Landlord approval, which will then provide certainty for the remainder of the project – most importantly project timelines.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
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6 May 2021 |
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Recommendation THAT the next meeting of the Central Hawke's Bay District Council be held on 1 July 2021. |
