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Strategy and Wellbeing Committee Meeting Agenda Thursday, 26 August 2021 9.00am Council Chamber, 28-32 Ruataniwha Street, Waipawa |
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Strategy and Wellbeing Committee Meeting Agenda Thursday, 26 August 2021 9.00am Council Chamber, 28-32 Ruataniwha Street, Waipawa |
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Strategy and Wellbeing Committee Meeting Agenda |
26 August 2021 |
2 Apologies/acknowledgement of visitors
3 Declarations of Conflicts of Interest
6.1 Committee Resolution Monitoring Report
6.2 Strategy and Wellbeing Committee Priority Report
6.3 Class 4 Gambling and Board Venue Policy - Statement of Proposal for Adoption
6.5 Cemeteries Policy for Adoption
6.6 Deletion of Solid Waste Policy
1 Karakia
acknowledgement of visitors
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 - 1 July 2021
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That the minutes of the Strategy and Wellbeing Committee Meeting held on 1 July 2021 as circulated, be confirmed as true and correct.
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· Presentation from Youth Inspire Festival for the Future.
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Strategy and Wellbeing Committee Meeting Agenda |
26 August 2021 |
MINUTES OF Central HAwkes Bay District Council
Strategy and Wellbeing Committee Meeting
HELD AT THE Council Chamber, 28-32
Ruataniwha Street, Waipawa
ON Thursday, 1 July 2021 AT 9.00am
PRESENT: Mayor Alex Walker (Apology)
Deputy Mayor (Chair) Kelly Annand
Cr Jerry Greer
Dr Roger Maaka
Cr Kate Taylor
Cr Exham Wichman (Apology)
Cr Tim Aitken
Cr Brent Muggeridge
Cr Gerard Minehan
Cr Pip Burne
IN ATTENDANCE: Monique Davidson (Chief Executive)
Doug Tate (Group Manager, Customer and Community Partnerships)
Joshua Lloyd (Group Manager, Community Infrastructure and Development)
Brent Chamberlain (Chief Financial Officer)
Caitlyn Dine (Governance and Support Officer)
1 Apologies
Mayor Walker apology noted.
Councillor Wichman apology noted.
2 Declarations of Conflicts of Interest
nil
3 Standing Orders
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Committee Resolution Moved: Cr Kate Taylor Seconded: Cr Gerard Minehan 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 Gerard Minehan Seconded: Cr Jerry Greer That the minutes of the Strategy and Wellbeing Committee Meeting held on 6 May 2021 as circulated, be confirmed as true and correct. Carried |
5 Report Section
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6.1 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 Pip Burne That, having considered all matters raised in the report, the report be noted. Carried |
Mrs Davidson presented this report.
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6.2 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 Kate Taylor Seconded: Cr Gerard Minehan That, having considered all matters raised in the report, the report be noted. Carried |
Mrs Davidson presented this report, followed on with a presentation from Mayors Taskforce for Jobs. Mrs Wiggins then spoke to the May Solid Waste Dashboard.
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6.3 Community Pride and Vibrancy Fund- Silent Movie |
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PURPOSE The purpose of this report is to inform the Strategy and Wellbeing Committee of the event funded by the Community Pride and Vibrancy Fund namely the Charlie Chaplin, Silent Movie held at Russell Park on Friday 2 April 2021, in accordance with Councils Community Funding Policy.
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Committee Resolution Moved: Cr Kate Taylor Seconded: Cr Pip Burne That, having considered all matters raised in the report, the report be noted. Carried |
Mrs Cover presented this report alongside David Selfe from The Old Dairy Factory Events.
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6.4 Community Pride and Vibrancy Fund - Readers and Writers Festival |
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PURPOSE The purpose of this report is to inform the Strategy and Wellbeing Committee of the event funded by the Community Pride and Vibrancy Fund namely the Readers and Writers – Between the Lines Finale held at the Central Hawkes Bay Museum on Sunday 23 May 2021, in accordance with Community Funding Policy.
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Committee Resolution Moved: Cr Gerard Minehan Seconded: Cr Kate Taylor That, having considered all matters raised in the report, the report be noted. Carried |
Mrs Cover presented this report alongside Michelle Goodman who is part of the Between the Lines Committee.
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6.5 Deletion of Indoor Heated Swimming Pools Policy and Swimming Pools Policy |
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PURPOSE The matter for consideration by the Council is the deletion of two policies being the Indoor Heated Swimming Pools Policy and the Swimming Pools Policy.
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Committee Resolution Moved: Cr Kate Taylor Seconded: Cr Tim Aitken That having considered all matters raised in the report: a) That Council delete the Indoor Heated Swimming Pool Policy and the Swimming Pools Policy. Carried |
Mrs Leaf presented this report. Councillor Burne noted a conflict of interest as she is part of the CHB Community Trust.
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6.6 Review of Smokefree and Vapefree Policy |
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PURPOSE The matter for consideration by the Council is the adoption of the reviewed Smokefree and Vapefree Policy.
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Committee Resolution Moved: Cr Jerry Greer Seconded: Cr Kate Taylor That having considered all matters raised in the report: a) That the reviewed Smokefree and Vapefree Policy, as attached, is adopted. Carried |
Mrs Harrison presented this report.
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6.7 Review of Local Approved Products Policy |
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PURPOSE The matter for consideration by the Council is the review of the amended Local Approved Products Policy for adoption.
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RECOMMENDATION for consideration That having considered all matters raised in the report: a) The amended Local Approved Products Policy, as attached, is adopted. Amendment Moved: Cr Tim Aitken Seconded: Cr Gerard Minehan That the amended LAPP attached and in addition increase the sale of LAPP from 100 metres to 300 metres from a sensitive site is adopted.
In Favour: Crs Roger Maaka, Jerry Greer, Kate Taylor, Kelly Annand, Tim Aitken, Gerard Minehan and Pip Burne Against: Cr Brent Muggeridge carried 7/1
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Mrs Harrison presented this report.
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6.8 Remits for consideration at LGNZ 2021 AGM |
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PURPOSE The purpose of this report is for Council to consider its position in relation to the 2021 LGNZ AGM Remits.
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Recommendation 1. That, having considered all matters raised in the report, the report be noted. 2. Remit 1: That LGNZ advocate that the provisions that were added to the RMA, that restricted tree protection, be repealed urgently and that this change be carried through into new resource management legislation, thereby restoring the right to councils to adopt and enforce locally appropriate policies to protect trees in their district. That LGNZ advocate to use the current RMA reform process to ensure these changes are carried through into new legislation. 3. Remit 2: That LGNZ request the Valuer General amend the relevant legislation to allow for Local Government to address the growing disparities between the rating valuation of forestry land and other land uses. 4. Remit 3: That Local Government New Zealand (LGNZ) advocate to central government for provision of funding to enable Councils to engage in civics education for high school children. 5. Remit 4: That the power the Chief Executive has under the Local Government Act (42, 2 (da)) for “facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001" be removed and placed with the Electoral Commission. 6. Remit 5: That LGNZ works with central government in a) developing consistent emission inventory standards for use by local and regional authorities, and b) setting science- based emissions reduction targets to support delivery on our National Determined Contribution (NDC) under the Paris Agreement and on our nationwide emissions budgets being established by government via advice from the Climate Change Commission. 7. Remit 6: That LGNZ works with the Government to: · Conduct an urgent review of the Work and Income New Zealand (WINZ) Accommodation Supplement (AS) system zones in partnership with Territorial Authorities. · Schedule a two yearly review of the WINZ AS system zones in partnership with Territorial Authorities ongoing. 8. Remit 7: That LGNZ works with Government to obtain legal protection/indemnity from the Crown in favour of all Councils, and/or to implement a warranty scheme, for any civil liability claim brought against a Council with regards to building consent functions carried out by Consentium (a division of Kāinga Ora), as any such costs should not be borne by ratepayers. Amendment Moved: Cr Gerard Minehan Seconded: Cr Tim Aitken That, having considered all matters raised in the report, the report be noted with the removal of Remit 1. Carried
Amendment Moved: Cr Kate Taylor Seconded: Cr Tim Aitken That Councils position on Remit 1 be considered at the discretion of the Mayor and Deputy Mayor after further investigation on what this would mean for Central Hawke’s Bay. Carried |
Mrs Davidson presented this report.
6 Date of Next Meeting
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Committee Resolution Moved: Cr Gerard Minehan Seconded: Cr Pip Burne THAT the next meeting of the Central Hawke's Bay District Council Strategy and Wellbeing Committee be held on 26 August 2021. Carried |
7 Time of Closure
The Meeting closed at 11:01am.
The minutes of this meeting were confirmed at the Strategy and Wellbeing Committee Meeting held on 26 August 2021.
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CHAIRPERSON
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Strategy and Wellbeing Committee Meeting Agenda |
26 August 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 21st October 2021.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted. |
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26 August 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. Waste Free CHB Dashboard ⇩
2. Environmental and Sustainability Strategy Reporting ⇩
3. Snapshot of Economic and Social Development Priorities Progress ⇩
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Recommendation 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, noting that Officers will be working to refresh its reporting templates to Strategy and Wellbeing Committee to better reflect the significant amount of work occurring in this space.
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Key Priority |
Responsible Officer |
Progress Update |
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· Lead and monitor the implementation of the Waste-Free CHB Strategy.
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Josh Lloyd |
On Track Collective efforts and initiatives under the banner of environmental and waste management have been branded as ‘Waste Free CHB’ (a listed Council Priority). The initiatives completed or in progress include the 2019 WMMP, 2019 Environmental and Sustainability Strategy, 2020 Section 17a Review, 2020 targeted Communications Campaign and recent contractor performance improvements. Focus is currently being applied to operational enhancements through the roll out of new and improved recycling collection services across the District. These changes are in progress and will continue to be a feature of reporting for more iterations of this report. The attached dashboard attached provides a summary of operational activities that support a Waste Free CHB. The dashboard contains data up to June only as July data required verification at the time of reporting. This data will be provided at the next reporting opportunity.
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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 results are taking considerably longer to materialise, recognising the significant complexity and interrelatedness of the activity. Its also important to consider Councills overall role.
Since the last reporting period, Kainga Ora (KO) have announced the purchase of 8 2 bedroom units in Waipukurau. An action since this meeting has been the formation of a team with KO who will work to help prioritise tenants and to support KO in identifying opportunities for whanau (particularly single men or couples) to relocate from large dwellings to these new units.
Kainga ora have continued to identify additional staff and a wider Tamatea taskforce to deliver on the Housing Strategic Framework will meet in 6-7 weeks following a further meeting with Te Taiwhenua o Tamatea representatives, and Heretaunga Tamatea Settlement Trust on opportunities to align on housing opportunities in Tamatea/Central Hawke’s Bay.
Discussions with Kainga Ora are continuing, particularly around focusing on a placebased solution for housing in Central Hawke’s Bay, and will take priority as part of the wider Tamatea Housing Taskforce discussions. This is a major area of focus over the next eight weeks.
A proposed policy for retirement housing on the back of Councils Section 17a Review on Retirement Housing will be coming to a future Strategy and Wellbeing Committee Meeting. This follows work by Councillor Burne and Councillor Minehan in shaping the policy advice and a subsequent workshop with Council. Work continues with 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 now complete on the growth precinct. Officers also met again with the landowners during the period also. Now called the Waipukurau South Growth Precinct Plan (WSPGG) to align with the terminology of the RMA, at the time of writing, officers are preparing an application to the Infrastructure Acceleration Fund to aid the development site. The development of this site and the successful receipt of funding will aid housing significantly, potentially adding over 900 sections over the next ten years to Waipukurau in an already residentially zoned area.
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· Monitor the implementation of the Economic Development Strategy.
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Karina Campbell |
On track
A detailed status report will be provided at the next Committee meeting in October including what actions have been implemented so far and a review of the remaining programmes. An example / snapshot of some of the work underway can be found in the attachment which is also reported through the Bi-Monthly Organisation Report but gives a picture of the incredible work happending across this space.
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· Monitor the implementation of the Environmental Strategy.
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Josh Lloyd |
On Track
While a number of planned actions are on track and progressing well, several are behind schedule and have not been priortised among other work – namely the roll out of changes to recycling services.
A detailed update on the implementation and delivery of the Environmental and Sustainability is provided as an appendix to this report and will become a regular reporting feature.
The Strategy (adopted in 2019) has been live for two years and is programmed for review in 2022 at which time it will be considered further in light of the four wellbeings and relationship to other Council strategies and frameworks.
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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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Karina Campbell & Christine Renata |
On track
The review of the Strategy is currently underway and a detailed approach will be workshopped at the next Committee meeting in October. Meanwhile work continues across the library, community development and Mayors Taskforce for Jobs portfolio’s to implement actions of current strategy and action plans. An example / snapshot of some of the work underway can be found in the attachment which is also reported through the Bi-Monthly Organisation Report but gives a picture of the incredible work happending across this space.
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· Implement the Tuhono Mai Tuhono atu Māori / Iwi Engagement Strategy.
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Pam Kupa |
On Track
The Tu Hono Mai Tuhono atu Strategy has been implemented over the past 8 months. There has been progress made in the following areas. Whiriwhiria – Council iwi relationships An increased number of meetings with marae and Post Settlement Entities have led to further indepth hui with different hapu around priorities and relationship building. These meetings have increased hapu and iwi voice & confidence and opportunities for future engagement with council. One page information sheets and engagement strategies have been drafted about each entity providing a good snapshot of Tamatea marae and hapu iwi life. Tikanga – Language & Place Council governance, executive leadership and staff have made several inroads into cultural development and learning Te Ao Māori & Te Reo Māori. Performance measures have been included into cultural development for all staff. To support the implementation of Te Reo 26 staff have enrolled in level 2 Te Reo with EIT providing the education. The first noho (overnight stay) on Rakautatahi marae occurred recently with great attendance. The development of an in council Android phone application was implemented in May of this year by the Te Kupenga group (five councils Maori Officers) to assist in upskilling and educating staff. The community will get a sense of who and what Māori support is available for Te Reo, Mahi Toi & Tamateatanga in the next few weeks during Te Wiki o te reo Māori, an opportunity to dive deeper and launch into our Māori world. Kurawaka (training facility for tikanga) in Porangahau provides a safe haven for our governance and executive leadership team to share some unique insights into Te Ao Maori and in turn council life. Oranga – People & Prosperity Building capacity & leadership amongst iwi and hapu has been ongoing. Assisting Te Taiwhenua o Tamatea with a number of projects has increased capacity on a number of levels for example accreditation as a social service provider, human resourcing management activity. Increases the opportunity for hapu and iwi to work with it’s own people in a unique way and collaborate with others more confidently. Rauemi – infrastructure and resources The formation of a governance group from Mataweka and Tapairu marae within the PMO space to advise and provide some level of communication on projects has been established. The opportunity for partnership hui between Taiwhenua and Council is on the table (meeting set down for the 31st of August (TBC). An invite to hui with individual marae will be sent out over the next few weeks. |
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· Monitor development and implementation of Community Plans. |
Karina Campbell & Christine Renata |
On track
Ongaonga and Takapau plans are complete and adopted in March 2021. The focus of these plans are now on implementation with a number of actions across the plans underway.
Tikokino completed their first consultation session in July and first draft of community plan will be sent to Tikokino working group for review in the next fortnight.
Otane community plan work will commence later this year. |
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 21st October 2021.
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RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
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26 August 2021 |
6.3 Class 4 Gambling and Board Venue Policy - Statement of Proposal for Adoption
File Number: COU1-1411
Author: Lisa Harrison, Customer Relationships and Experience Manager
Authoriser: Doug Tate, Group Manager Customer and Community Partnerships
Attachments: 1. Class 4 Gambling and Board Venue Policy - Statement of Proposal ⇩
PURPOSE
The matter for consideration by the Council is to adopt a Draft Class 4 Gambling and Board Venue Policy for public consultation as required by Section 102(5) of the Gambling Act 2003 and Section 97 of the Racing Industry Act 2020
RECOMMENDATION for consideration
That having considered all matters raised in the report:
EXECUTIVE SUMMARY
Council has the ability to set limits around the number of gaming machines, although Council cannot force any existing lawful venue to reduce gaming machine numbers currently in operation. Council can also limit the location of any new venue and may allow existing venues to relocate.
Over the last decade the number of gaming machines and venues has reduced significantly, while total gaming machine profits has reduced moderately. A key decision for Council to consider is whether or not to ‘lock in’ the ratio of gaming machines to population.
The proposed policy also proposes to remove the ability to relocate a venue and proposes to retain the location requirements for any new venue in the future. While this will limit the ability for the existing venues to move to a different location (say into a new building), this will give certainty to residents on the location of this type of activity and encourage investment on these sites.
BACKGROUND
Council is required by the Gambling Act 2003 (the Act) and the Racing Industry Act 2020 to review and consult on a Class 4 Gambling and Board Venue Policy every three years. This should have been completed by February 2021 in accordance with best practice, however s102(6) of the Act allows for the existing Policy to continue to apply.
The Policy must be consulted on using the Special Consultative Procedure under the Local Government Act 2002 (minimum one month for submissions). Council must consider the social impacts of gambling.
Council in this Policy review has to strike a balance between permitting responsible gambling and minimising harm to the community as required by the Act.
When reviewing a policy, the Council must have regard to the social impact of gambling in the District. Council also needs to consider the benefits to the community from the grant funding that is generated by the corporate societies that run the venues.
Class 4 gambling involves the use of an electronic gaming machines outside a casino. It may only be conducted by a corporate society and the net proceeds can only be used for authorised purposes. The Council is required to have a Class 4 Venue Policy which:
· Must specify whether or not class 4 venues may be established in the District and if so, where they may be located; and
· May specify any restrictions on the maximum number of machines that may be operated at a class 4 venue.
· May consider whether to include a relocation policy.
· A relocation policy sets out if and when the Council will grant consent for an existing venue to transfer the gaming machines to a new venue (within the District) to which a class 4 venue licence applies. The idea is that a business can move into a different or new building without losing its existing rights to operate as a venue.
A society must apply for Council’s consent before it:
· Establishes new gaming machine venues; or
· Increases the number of machines that may be operated from existing venues (there are maximum numbers specified in the Act).
The Department of Internal Affairs administers the regulations that apply to the actual operation, administration and funds distribution of the gaming machines.
All current licensed class 4 venues that have not ceased operations for more than a six-month period and were licensed on or before 17 October 2001 may have up to 18 gambling machines. All venues licensed after the 17 October 2001 may only be granted a licence to have a maximum of 9 machines. Central Hawke’s Bay District currently has two class 4 gambling venues which were both licenced on or before 17 October 2001. This means that there can be a maximum 18 machines per premise. In April 2021, Air Rescue Services Ltd applied to have an additional 7 gaming machines as they currently had 11. Due to the legislation, this was granted. While the current 2020 figures show 29 gaming machines in the District. This will increase to 36 in 2021.
Council’s Board Venue Policy, which is currently named the Class 4 Gambling and Board Venue Policy, is required under Section 96 of the Racing Industry Act 2020, must specify whether or not new Board venues may be established in the District and, if so, where they may be located. Section 97 specifies that the policy must be reviewed every 3 years as part of the Class 4 Gambling Policy and must use the special consultative procedure under the LGA 2002.
This is a new Act but the requirements for a Council Board Venue Policy are the same as under the old Racing Act 2003. Demand for these venues has reduced significantly over time with most activity carried out online. Council only has jurisdiction over setting the numbers and locations of standalone TAB venues, not TAB outlets or agencies that are part of a business or bar.
DISCUSSION
There has been a steady and significant decline in the number of Class 4 Gambling Machine Venues and numbers over the last five to ten years.
These trends can be summarised as:
1. Machine numbers have fallen significantly from 76 in 2009 to 29 in 2020.
2. Venue numbers have also dropped from 8 in 2009 to 2 in 2020.
3. Overall gambling has not fallen significantly with total Gross Machine Profits (GMP) dropping just 5.9% from December Quarter 2009 to December Quarter 2020. The reduction is a larger 24.7% if these numbers are adjusted for inflation (CPI increased 18.8% over the 11 years).
GMP per machine has increased 147% to just under $20,000 per machine per quarter. This compares to the NZ average of around $17,000 on the same basis.
Class 4 gambling machines can only be located in a premise that has a liquor license. The general decline of these licensed establishments (due to changing societal trends and more stringent drink – drive rules) has resulted in less venues.
The conclusion is that the majority of people using the Class 4 gambling machines have moved to the remaining two venues in the District, however there has been a reasonable decline in use of this form of gambling. This outcome is consistent with the intent of the current and past policies as Council has sought to reduce the community harm from Class 4 gambling machines.
Comparatively to other rural and provincial Councils Central Hawke’s Bay now has a low number of Class 4 gaming machines to residents ratio at 526 residents per machine. Central Hawke’s Bay has 0.2% of these Class 4 gaming machines generating 0.23% of the Gross Machine Profits (GMP - the amount being gambled net of winnings) in NZ with 0.3% of the population.
In contrast Tararua District has 175 residents per Class 4 gaming machine, and Hastings 313 residents per Class 4 gaming machine. The New Zealand average is 342 residents per machine. Class 4 gaming machines tend to be concentrated in urban areas with the highest deprivation and highest proportions of Maori and Pacific Peoples.
The following table summarises the number of residents per machine trend for Central Hawke’s Bay.
Class 4 gambling venues and machines in Central Hawkes Bay District
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As at December |
Number of Venues |
Number of Machines |
# of Residents per machine* |
% of New Zealand Machines |
|
2020 |
2 |
29 |
526 |
0.20 |
|
2019 |
2 |
29 |
414 |
0.20 |
|
2018 |
3 |
36 |
326 |
0.24 |
|
2017 |
4 |
45 |
267 |
0.29 |
|
2016 |
5 |
54 |
262 |
0.33 |
|
2015 |
6 |
58 |
238 |
0.35 |
|
2014 |
6 |
58 |
277 |
0.35 |
|
2013 |
5 |
49 |
270 |
0.28 |
|
2012 |
6 |
67 |
199 |
0.38 |
|
2011 |
6 |
67 |
182 |
0.37 |
|
2010 |
6 |
67 |
177 |
0.36 |
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2009 |
8 |
76 |
171 |
0.39 |
* As at June each year
Comparison with other selected Councils as at December 2020
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Number of Venues |
Number of Machines |
% of all Machines in New Zealand |
Estimated Population (June 2020) |
% of NZ Population |
Number of residents per Machine |
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CHBDC |
2 |
29 |
0.20 |
15,250 |
0.30 |
526 |
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Kaipara |
7 |
60 |
0.41 |
25,200 |
0.50 |
420 |
|
NZ average |
1,068 |
14,781 |
100% |
5,084,300 |
100% |
342 |
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Hastings |
18 |
281 |
1.90 |
88,000 |
1.73 |
313 |
|
Rangitikei |
5 |
58 |
0.40 |
15,750 |
0.31 |
267 |
|
Clutha District |
11 |
71 |
0.48 |
18,300 |
0.36 |
258 |
|
South Wairarapa |
4 |
49 |
0.33 |
11,400 |
0.22 |
233 |
|
Hurunui |
8 |
61 |
0.41 |
13,300 |
0.26 |
218 |
|
Hauraki |
9 |
119 |
0.81 |
21,400 |
0.42 |
180 |
|
Tararua |
8 |
108 |
0.73 |
17,900 |
0.37 |
175 |
|
Opotiki |
4 |
57 |
0.39 |
10,000 |
0.20 |
175 |
|
Wairoa |
4 |
58 |
0.39 |
8,960 |
0.18 |
154 |
|
Ruapehu |
7 |
89 |
0.60 |
12,800 |
0.25 |
144 |
Central Hawke’s Bay has relatively few machines compared to other areas in New Zealand. There is still a substantial amount of gambling expenditure being lost by the residents who use the machines.
|
March Year |
Gross Machine Profits |
% Change Previous Year |
|
2021 |
$1,936,896 |
-7.6% |
|
2020 |
$2,094,893 |
-4.5% |
|
2019 |
$2,193,042 |
7.5% |
|
2018 |
$2,039,711 |
8.3% |
|
2017 |
$1,883,789 |
3.7% |
|
2016 |
$1,817,139 |
-4.7% |
|
2015 |
$1,907,183 |
2.7% |
Note – Gross Machine Profits are the total amount gambled LESS payouts from winnings.
Benefits from Class 4 Gambling - Distribution of Gaming Machine Profits
A minimum of 40% of GMP must be distributed back to the community through grants. For Central Hawkes Bay the following minimum in grants was:
2019 - $832,000
2020 - $780,000
In addition, there are a number of businesses and jobs supported by the activity, as well as revenue to government and the societies that own the machines. The level of grants to the community is significant and will be important to a range of recreational and community groups. The Department of Internal Affairs carries out audits and monitors the venue payments and society expenses.
Council therefore must consider the level of harm against the benefits that the community receives from this gambling activity.
The drop in venues and class 4 gaming machines is consistent with the wider New Zealand trends. Many Councils have adopted sinking lid policies. Coupled with changes to drink driving limits, online gambling and other legislation, including structural building (earthquake prone) regulations, there has been a significant reduction in the number of the older large pubs. Many of these businesses were also class 4 gaming venues.
Recent trends show that gambling has shifted to more on-line activity. This is very hard to regulate and control and Council has no ability to do so. The gaming industry argues that removing the physical venues just results in unregulated gambling that creates more harm.
The percentage of problem gamblers seeking help in Central Hawke’s Bay as a proportion of the NZ total is roughly the same as the population would suggest (0.2% of clients in 2020 against 0.3% of estimated resident population). The number of serious problem gamblers that seek help remains low. The main issue for the community is that there are residents that do not seek help and do have financial issues due to gambling problems.
Ministry of Health – Service User Data – Problem Gambling
|
June Year Ending |
New Clients* |
Total Clients# |
% of NZ Total Clients |
|
2020 |
4 |
9 |
0.20 |
|
2019 |
3 |
11 |
0.23 |
|
2018 |
7 |
11 |
0.20 |
|
2017 |
3 |
6 |
0.10 |
|
2016 |
0 |
4 |
0.06 |
|
2015 |
5 |
7 |
0.10 |
|
2014 |
6 |
14 |
0.19 |
|
2013 |
6 |
8 |
0.12 |
|
2012 |
6 |
8 |
0.13 |
|
2011 |
3 |
11 |
0.18 |
|
2010 |
9 |
15 |
0.24 |
|
2009 |
12 |
14 |
0.23 |
|
2008 |
8 |
16 |
0.36 |
|
2007 |
4 |
14 |
0.33 |
|
2006 |
4 |
10 |
0.30 |
|
2005 |
15 |
18 |
0.56 |
* New Clients – The number of clients that have contacted an intervention service for the first time in the period for psychosocial support either by phone or face-to-face in this territorial authority
# Total number clients assisted in this year in this territorial authority (includes new clients and clients who first contacted a service in a previous year).
Council has a number of options regarding this policy review. Three include:
· the ratio of residents to gaming machines,
· the location of new venues and the minimum distance from sensitive activities,
· whether to have a relocation policy for existing venues.
These options are set out in the Act and the proposed policy on these issues form the basis of the public consultation. These options are explored in the Options Analysis below.
RISK ASSESSMENT and mitigation
Council must (under the Act) have regard to the social impact of gambling in the District. There are very few residents registered as problem gamblers with the Hawkes Bay District Health Board. Harm from this form of gambling has reduced over the last decade as machine numbers and venues have fallen.
Growth in Class 4 gambling machines is likely to create addition harm to the most vulnerable in the community. To mitigate this, it is proposed that the residents to machine ratio cap on Class 4 gambling machine numbers be increased to reflect the current numbers. This will remove the ability of another venue to be established as it will only be permitted to have one or two more machines (as population increases the number allowed will marginally increase). Under the current policy ratio of 300 residents per machine an additional 21 machines could be established (two + additional venues).
FOUR WELLBEINGS
This policy is primarily impacting on the social wellbeing (the harm from gambling are overrepresented by the most vulnerable and poorest in the community), but there is a minor impact on the Economic Wellbeing from the businesses involved in operating the gaming machines.
There is also a positive contribution to the social wellbeing from grant distributions to community organisations and residents of around $800,000 a year.
Delegations or authority
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed. This draft Policy requires a Special Consultative Procedure as specified in the LGA 2002. In the previous consultations there has been modest to minimal public interest, although that may be different if Council proposed to relax the restrictions. Council can expect submissions from the gaming societies and the hospitality sector that will ask Council to relax the restrictions on gaming machine numbers.
This policy does not involve Council assets or result in additional operational requirements (after the final adoption of the Policy).
Controls on gaming machine numbers and locations are usually supported by local iwi.
The proposed policy settings continue the long-standing Council position of aiming to reduce the number of gaming machines and venues to reduce harm to the community.
OPTIONS Analysis
Officers have considered the options that Council has in reviewing this policy.
The cap on gaming machine numbers is proposed to be tightened (the ratio to increase) to reflect the current actual numbers. The restrictions on location are proposed to be kept as per the current Policy, and it is proposed to remove the ability of venues to relocate.
Overall, Council is proposing to ‘lock in’ the gains made over the last decade and remove the possibility of gaming machine numbers increasing again.
|
Policy Setting |
Possible Benefits |
Possible Negative Impacts |
|
Option – Status Quo · Retain the cap at 300 residents per machine · Relocations allowed · Restrictions on any new / relocated venues to be >100metres from sensitive sites / activities |
Allowing more machines to operate would possibly increase the level of grant funding available and increase employment. The grant funding increases are likely to be modest as GMP per machine would likely fall.
Restrictions on location continues to mitigate potential harm.
Relocations allow businesses to invest in new premises that generally have better controls on gambling harm, and may provide safer premises in general (e.g. from earthquakes). |
Would allow 2 new venues to be established with 9 machines each. This is not consistent with the legislation and Council policy of reducing gambling harm.
Relocations make it easier for existing premises to continue operating.
|
|
Option 2 – More restrictive · Increase ratio of max number of machines to 500 per resident · ‘Sinking lid’ · Remove ability for relocations / mergers |
Increasing the current ratio Cap from 300 to 500 would reflect the current number of machines operating. Setting the number higher (say 600) would continue to seek further reductions in machine numbers. Either would lock in the recent reductions in venues and machines. On the current policy 2 new venues could be established with the full 9 machines each allowed.
A sinking lid provision would set a target of machines or the number of residents per machine that is more restrictive than the current numbers. Any reduction in machine numbers from closures or reductions would not be able to be replaced. This has a similar impact as increasing the ratio number above. |
The current venue and machine numbers are low compared to the NZ average and many rural Districts.
Further reductions from the current numbers may: · inhibit general hospitality growth. · reduce grant funding for the community over time. · cause further movement toward online gambling which is unregulated. · Will not allow for new Class 4 gambling opportunities in District
Removing ability to relocate will remove options for existing businesses and could result in loss of employment / grants. Given only two venues are currently operating this could be seen as overly restrictive. |
|
Option 3 – Less Restrictive · Remove or reduce cap ratio to <300 per resident |
Possible additional employment and community grants. |
Would allow more than 2 new venues to be established with 9 machines each. This is not consistent with the legislation and Council policy of reducing gambling harm.
Grants are unlikely to increase much as evidenced by the modest reductions seen as venues and machines reduced over the last decade. |
|
|
Option 1 Status Quo |
Option 2 More Restrictive |
Option 3 Less Restrictive |
|
Financial and Operational Implications |
There are no obvious implications. |
There are no obvious implications. |
There are no obvious implications. |
|
Long Term Plan and Annual Plan Implications |
There are no obvious implications. |
There are no obvious implications. |
There are no obvious implications. |
|
Promotion or Achievement of Community Outcomes |
Status quo option supports the promotion of the economic wellbeing of the community but does not fully take into consideration the social and cultural impacts of the community. |
More restrictive option supports the promotion of community outcomes by adequately ensuring community views are considered. This option balances the economic, social and cultural outcomes. |
Less restrictive option does not support the promotion of community outcomes. While this option would potentially increase the economic wellbeing of the community it would negatively impact the social and cultural impacts of the community. |
|
Statutory Requirements |
Council are required to meet the requirements of the Gambling Act 2003 and the Racing Act 2020. |
Council are required to meet the requirements of the Gambling Act 2003 and the Racing Act 2020. |
Council are required to meet the requirements of the Gambling Act 2003 and the Racing Act 2020. |
|
Consistency with Policies and Plans |
Is consistent with the Central Hawke’s Bay District Council Governance Policy Framework but not consistent with our Community Wellbeing Strategy. |
Is consistent with the Central Hawke’s Bay District Council Governance Policy Framework and Community Wellbeing Strategy. |
Is consistent with the Central Hawke’s Bay District Council Governance Policy Framework but not consistent with our Community Wellbeing Strategy. |
Recommended Option
This report recommends Option 2 – More Restrictive for the Draft Policy.
NEXT STEPS
The adopted Draft Policy will need to be advertised for public consultation:
· On the Council website,
· Copies available in libraries and Council service centres,
· Advertised in local print media.
Dates will need to be set for the close of submissions and any hearing (if required). The submissions and final staff recommendations will come back to Council for consideration and adoption of the final Policy.
|
RECOMMENDATION a) That the attached Draft Class 4 Gambling and Board Venue Policy – Statement of Proposal be adopted for consultation.
|
|
26 August 2021 |
6.4 Deletion of District Licensing Committee Appointment of Members Policy and update of Committee Terms of Reference 2019-2022
File Number: COU1-1411
Author: Lisa Harrison, Customer Relationships and Experience Manager
Authoriser: Doug Tate, Group Manager Customer and Community Partnerships
Attachments: 1. 2.15 District Licensing Committee Appointment of Members ⇩
2. Updated Committee Terms of Reference 2019-2022 ⇩
PURPOSE
The matter for consideration by the Council is the deletion of 2.15 District Licensing Committee Appointment of Members Policy and to update the Committee Terms of Reference 2019 – 2022.
RECOMMENDATION for consideration
That having considered all matters raised in the report:
a) That 2.15 District Licensing Committee Appointment of Members Policy is deleted and
b) That the updated Committee Terms of Reference 2019-2022 is approved.
EXECUTIVE SUMMARY
The District Licensing Committee Appointment of Members Policy was last reviewed in June 2018. The purpose of this Policy was to articulate the process for how appointments were to be made regarding the District Licensing Committee. This process is very clearly set out in the Sale and Supply of Alcohol Act 2012 (the Act) under section 192, which deems this policy to be irrelevant and does not meet the purpose of the Central Hawke’s Bay Governance Policy Framework.
In deleting this policy, we are recommending updating the Committee Terms of Reference 2019-2022 to include the District Licensing Committee Terms of Reference which includes the requirements for appointing members to the District Licensing Committee.
BACKGROUND
The District Licensing Committee Appointment of Members Policy was originally adopted on 18 June 2015. The purpose of this policy was to articulate the process for how appointments were made to the District Licensing Committee. The Policy was then reviewed again in June 2018. At the time this policy was adopted, Council did not have a Governance Policy Framework.
In June 2020 Council adopted the Central Hawke’s Bay District Council Governance Policy Framework. The purpose of the framework is to:
· Clearly identify the collection of Governance Policies at Central Hawke’s Bay District Council that Elected Members are responsible for.
· Mapping the policies according to nature and type provides an overall picture of what is included in the policy portfolio.
· Further understanding of each group of policies and the scope of Councillors decision making is provided through a brief description of the policy, the types of decisions that can be made and the general considerations involved with good decision making.
· To demonstrate the integration between the policies in the portfolio connections with other policies are identified.
· Finally, to assist Council Staff and Elected Members develop a policy review work programme the high-level review timeframes for each policy are indicated.
The District Licensing Committee Appointment of Members Policy was due for review in June 2021. This policy is no longer fit for purpose and serves no importance, nor does it fit within our current Governance Policy Framework.
The current District Licensing Committee members are:
- Cr Gerard Minehan (Chairperson)
- Cr Exham Wichman (Deputy Chairperson)
- Tania Kerr (Commissioner)
- Mark Williams (List Member)
- Sally Butler (List Member)
Under section 192 of the Act, a territorial authority must establish and maintain a list of committee members. Under section 191 of the Act, in order for a meeting to occur where the Committee must consider and determine an opposed application for a licence, managers certificate or an application for renewal of a licence or manager’s licence, there must be a quorum of 3 members.
The rationale behind having list members on the District Licensing Committee is to ensure that we can achieve a quorum of Committee Members, in the event that the Chair and Deputy Chair are unable available to be present achieve a quorum.
RISK ASSESSMENT and mitigation
The changes recommended are minor in nature. There is minimal risk to approve the deletion of the District Licensing Committee Appointment of Members Policy and Update of the Committee Terms of Reference 2019-2022. Overall, the adoption of the proposed changes will streamline and support a single document that provides clarity on appointments.
FOUR WELLBEINGS
The changes recommended in this report are in support of the four wellbeing of local government with a strong focus on the social and economic factors.
Delegations or authority
The Strategy and Wellbeing Committee has the delegations to approve the deletion of this Policy and to update the Committee Terms of Reference 2019-2022.
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as minor.
Under section 192 of the Act, it clearly states what the requirements are in relation to the appointment of District Licencing Members.
As a territorial authority it is our obligation to meet the requirements of the Act.
OPTIONS Analysis
There are two options for Council to consider which are:
|
|
Option 1 2.15 District Licensing Committee Appointments of Members Policy is deleted and that the updated Committee Terms of Reference 2019-2022 is approved |
Option 2 Status Quo - Retain 2.15 District Licencing Committee Appointment of Members Policy |
|
Financial and Operational Implications |
This option will ensure that the Term’s of Reference are in one reference document being the Committee Terms of Reference 2019-2022. |
There are no obvious implications. |
|
Long Term Plan and Annual Plan Implications |
There are no obvious implications. |
There are no obvious implications. |
|
Promotion or Achievement of Community Outcomes |
Option one supports promotion of community outcomes by adequately ensuring community views are considered. |
Option two supports promotion of community outcomes by adequately ensuring community views are considered. |
|
Statutory Requirements |
Council is required to meet the requirements of the Sale and Supply of Alcohol Act 2012. |
Council is required to meet the requirements of the Sale and Supply of Alcohol Act 2012. |
|
Consistency with Policies and Plans |
Is consistent with the Central Hawke’s Bay District Council Governance Policy Framework requirements. |
Is not consistent with the Central Hawke’s Bay District Council Governance Policy Framework requirements. |
Recommended Option
This report recommends Option One, That, 2.15 District Licensing Committee Appointments of Members Policy is deleted and that the Committee Terms of Reference 2019-2022 is approved for addressing the matter.
This recommendation will ensure that the Committee Terms of Reference 2019-2022 is up to date to include the District Licensing Committee Terms of Reference and that the current District Licensing Committee Appointments of Members Policy is deleted as it is no longer required.
NEXT STEPS
If the recommended option is approved, officers will ensure that the policy register is updated and that the relevant changes/updates are made on the Council website.
|
RECOMMENDATION a) That 2.15 District Licensing Committee Appointment of Members Policy is deleted and b) That the updated Committee Terms of Reference 2019-2022 is approved.
|
|
26 August 2021 |
6.5 Cemeteries Policy for Adoption
File Number: COU1-1411
Author: Jennifer Leaf, Places & Open Spaces Manager
Authoriser: Doug Tate, Group Manager Customer and Community Partnerships
Attachments: 1. Existing Cemeteries Policy ⇩
2. Draft Cemeteries Policy ⇩
PURPOSE
The matter for consideration by the Council is the adoption of the Draft Cemeteries Policy.
RECOMMENDATION for consideration
That having considered all matters raised in the report:
a) The Draft Cemeteries Policy be adopted and the existing Cemeteries Policy be deleted.
BACKGROUND
The former Cemeteries Policy was adopted 18 May 2017 and is due for review. Note that it must be considered in conjunction with the Cemeteries Bylaw which appears to have been created in 2008 and re-adopted in 2018.
There is a need to review the existing policy, however, there are a number of activities planned or underway that recommend a more thorough review at that time. Currently, the Burials and Cremations Act 1964 is under review and recently published its summary of submissions but has yet to finalise the Act. Council has also identified the need for a Cemeteries Strategy which has been funded in 2024 of the LTP. With this other work planned or underway, the nature of this review has been to place the policy into the new template, ensure that there are no conflicts with the existing bylaw, and address any policy matters raised in operation in recent years. Overall, the policy intent in this review has not changed.
The recommended changes to the 2017 policy which are now in the attached draft are:
· Updated references to Standards (was a new one on Memorials in 2018) and the Bylaw, plus links to current LTP, Fees etc.
· Added some text on the Purpose regarding the review of the Cemeteries and Burial Act
· Added some text to give some context under Introduction including number, names, and status of our cemeteries.
· Added a section to support the policy of providing up-to-date burial records
· Added definition for ‘Family’
· Removed most of the section ‘Veteran Affairs NZ’ and just added a bullet under Service Cemeteries. And added a definition of Partner.
DISCUSSION
The Cemeteries Policy falls within the Community Facilities Activity Management Plan area of the Central Hawkes Bay District Council’s Governance Policy Framework and states: “Elected Members are responsible for approving Activity Management Plans (and Policies) but are assisted in their decision making by information provided by Activity Managers. This Policy, once adopted, will provide agreed direction that has involved consideration between the alignment of the strategic management of the cemeteries activity, its associated assets, and long-term approach to the provision and maintenance, and the provided levels of service.
During this review it was considered what other local authorities have in this space. The Act says that councils may make bylaws and this is what most Councils but not all seem to have done. Fewer councils just have a policy and some have both. The main reason for a bylaw is to control or prohibit certain behaviours. The policy is to set direction for the service provided.
We understand that the policy does not fit neatly into Councils Governance Policy Framework, blurring the framework between what is operational procedure and governance policy. We recommend that despite this challenge, Council adopt the policy which is largely unchanged, with major review undertaken in 2024 as part of the Cemeteries Management Plan Review.
RISK ASSESSMENT and mitigation
The responses to decisions made around burials and ash interments, how people adorn family and friends’ graves, and express their grief in public cemeteries can be an emotive one. Without further knowledge of outcome of the Act under review and consultation with our community the intent is to continue status quo with only minimal changes. This keeps the risk low and as is until a more comprehensive review in a few years’ time.
FOUR WELLBEINGS
The Cemeteries activity and related policy primarily relate to the cultural, social, and environmental well-beings.
Delegations or authority
The Local Government Act 2002 specifies that one of Council’s key responsibilities is to develop and adopt policies. This directional policy falls within the Strategy and Wellbeing Committee as identified in the Governance Policy Framework.
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed of low significance. The draft policy and its changes has a low impact on a small number of people. Future cemetery planning work in 2024 will provide the opportunity for community engagement and consultation that will inform the next iteration of the policy.
OPTIONS Analysis
Three possible options are:
1. Adopt the Draft Cemeteries Policy as is,
2. Adopt the Draft Cemeteries Policy with amendments, or
3. Do not adopt the Draft Cemeteries Policy and direct officers to do more work.
|
|
Option 1 Adopt the Draft Cemeteries Policy |
Option 2 Adopt the Draft Cemeteries Policy with amendments |
Option 3 Do not adopt the Draft Cemeteries Policy and direct officers to do more work. |
|
Financial and Operational Implications |
There are no known financial implications and operational implications makes the policy consistent with the bylaw |
Same as Option 1, but depending on amendment. |
Continues with the status quo until a new policy is adopted. Could be unplanned cost and resource not fully anticipated at this time. |
|
Long Term Plan and Annual Plan Implications |
No changes to the adopted Long Term Plan or Annual Plans. Aligns with programme outlined in LTP. |
No changes to the adopted Long Term Plan or Annual Plans |
No changes to the adopted Long Term Plan or Annual Plans |
|
Promotion or Achievement of Community Outcomes |
The Cemeteries activity supports a proud district, strong communities, and connected citizens. |
The Cemeteries activity supports a proud district, strong communities, and connected citizens. |
The Cemeteries activity supports a proud district, strong communities, and connected citizens. |
|
Statutory Requirements |
Council has a statutory role to provide cemeteries via the Burial and Cremations Act 1964, however, there is no statutory requirement to have a cemeteries policy. |
Council has a statutory role to provide cemeteries via the Burial and Cremations Act 1964, however, there is no statutory requirement to have a cemeteries policy. |
Council has a statutory role to provide cemeteries via the Burial and Cremations Act 1964, however, there is no statutory requirement to have a cemeteries policy. |
|
Consistency with Policies and Plans |
There does not appear to be any conflict with the bylaw |
There does not appear to be any conflict with the bylaw |
There does not appear to be any conflict with the bylaw |
Recommended Option
This report recommends option one, Adoption of the Draft Cemeteries Policy for addressing the matter.
NEXT STEPS
Officers will update the policy review sheet, remove ‘draft’, add dates, set controls and make the document final. Finally, make available on website in the policy section.
|
RECOMMENDATION That having considered all matters raised in the report: a) The Draft Cemeteries Policy be adopted and the existing Cemeteries Policy be deleted. |
|
26 August 2021 |
6.6 Deletion of Solid Waste Policy
File Number: COU1-1411
Author: Josh Lloyd, Group Manager - Community Infrastructure and Development
Authoriser: Monique Davidson, Chief Executive
Attachments: 1. Solid Waste Policy ⇩
PURPOSE
The matter for consideration by the Committee is the deletion of the Solid Waste Policy 2014.
RECOMMENDATION for consideration
That having considered all matters raised in the report:
a) That the Solid Waste Policy 2014 be deleted
BACKGROUND
Council adopted a Solid Waste Policy in 2014 to provide broad guidance on the services that Council would provide for the management of refuse and recycling in the District. The Policy is brief in nature and can be summarised as stating:
· Council will provide cost-effective services for refuse disposal
· Council supports and promotes awareness and education of recycling, re-use practices
· There will be formal criteria for how waste is accepted at Council facilities
The Policy was due for review in 2017 but has not been reviewed. In the same period, Council have progressed and adopted a number of new governance documents including the completion of a Section 17a Review, the update of the WMMP (twice), the creation of an Environmental and Sustainability Strategy and the adoption of 3 Long Term Plans.
DISCUSSION
Officers are proposing to delete the existing Solid Waste Policy (the Policy) as it is considered outdated, superseded by new documents and not adding any value to decision making or direction to Officers or the public.
Specifically, it is considered that the WMMP and Environmental and Sustainability Strategy remove the need for the Policy. The table below provides detail on the content within the Policy and a comment on how it is proposed to be managed following deletion.
|
Policy Position |
Proposal to Manage After Deletion |
|
Council will provide a cost-effective Recycling and Refuse Disposal System using the goals and methods of the Solid Waste Management and Minimisation Plan. |
This position is inherent within Councils WMMP and adopted LTP |
|
Council supports and promotes the education and principles of its ‘Reuse, Recycle and Reducing Waste Strategy’ |
This position is built into Councils WMMP and Environmental and Sustainability Strategy |
|
All waste deposited or disposed of at a Council-owned Waste Facility shall pay a fee for the disposal of that waste as per the CHBDC LTP Appendix 1: Schedule of Fees and Charges or negotiated contract. |
This position is built within Councils fees and charges schedule adopted with the LTP |
|
The types of waste accepted at a Council-owned Waste Facility shall be governed by the Waste Acceptance Criteria for the District Landfill (defined in the Landfill Management Plan). |
This position is covered within Councils operational processes and management approaches including specific contracts with customers of the landfill and guided by the Landfill Management Plan |
RISK ASSESSMENT and mitigation
The risks associated with the proposed and recommended deletion of the Policy are considered low due to the explained mitigations in the table in the section above whereby each policy position is shown to be covered by a new document of appropriate significance and mandate.
The primary risk/s and mitigations are detailed below for further clarity.
|
Risk |
Mitigation |
|
Council loses ability to clearly articulate its direction on key Policy positions |
Each policy position has been replaced in either the LTP, WWMP or Environmental and Sustainability Strategy |
|
Community/stakeholders cannot easily interpret and adhere to Councils direction on key Policy positions |
Each policy position has been replaced in either the LTP, WWMP or Environmental and Sustainability Strategy |
FOUR WELLBEINGS
The recommendation of this report has ability to impact most significantly on Environmental wellbeing. The proposal to delete the Policy is not considered to alter Council’s current commitment to Environmental wellbeing either positively or negatively as it is suggested purely that the Policy be deleted with its core components covered/replicated in other documents that already exist.
Delegations or authority
This report is coming to Committee as the adoption, altering or deletion of this sort of Policy can only be completed by Council or Committee as per the direction of Councils adopted Governance Policy Framework.
sIGNIFICANCE AND ENGAGEMENT
In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as being of some importance.
OPTIONS Analysis
The following options are provided:
Option 1 – Committee resolve to delete the Policy
Option 2 – Committee resolve not to delete the Policy and provide guidance/direction on next steps
|
|
Option 1 Committee resolve to delete the Policy |
Option 2 Committee resolve not to delete the Policy and provide guidance/direction on next steps |
|
Financial and Operational Implications |
There are not considered to be any financial implications by deleting the Policy. Operationally deleting the Policy will provide clarity for officers who work routinely already with the new documents that supersede the Policy. |
There are no financial implications of not deleting the Policy. Officers consider that not deleting the Policy would be operationally sub-optimal. |
|
Long Term Plan and Annual Plan Implications |
There are no LTP or AP implications of either option. |
|
|
Promotion or Achievement of Community Outcomes |
As no Policy positions are proposed for change, there are not considered to be any positive or negative impacts on the promotion or achievement of community outcomes. |
Not deleting the Policy will maintain status quo. |
|
Statutory Requirements |
There are no relevant specific statutory requirements. |
|
|
Consistency with Policies and Plans |
Deleting the Policy will remove the current and future risk for inconsistency between the Policy and existing policies and plans. |
Maintaining the Policy maintains a risk (considered manageable) of inconsistency between the Policy and existing policies and plans. |
Recommended Option
This report recommends option 1 - Committee resolve to delete the Policy for addressing the matter.
NEXT STEPS
Should the Committee resolve to delete the Policy, Officers will remove it from internal and external facing sites.
|
RECOMMENDATION a) That the Solid Waste Policy 2014 be deleted |
|
26 August 2021 |
|
Recommendation THAT the next meeting of the Central Hawke's Bay District Council Strategy and Wellbeing Committee be held on 21 October 2021. |
