Te Kaunihera o Tai Tokerau ki te Raki
AGENDA
Ordinary Council Meeting
Thursday, 13 August 2020
Time: |
10.00 am |
Location: |
Council Chamber Memorial Avenue Kaikohe |
Membership:
Mayor John Carter - Chairperson
Deputy Mayor Ann Court
Cr David Clendon
Cr Dave Collard
Cr Felicity Foy
Cr Mate Radich
Cr Rachel Smith
Cr Kelly Stratford
Cr Moko Tepania
Cr John Vujcich
Ordinary Council Meeting Agenda |
13 August 2020 |
COUNCIL MEMBERS REGISTER OF INTERESTS
Name |
Responsibility (i.e. Chairperson etc) |
Declaration of Interests |
Nature of Potential Interest |
Member's Proposed Management Plan |
Hon Mayor John Carter QSO |
Board Member of the Local Government Protection Programme |
Board Member of the Local Government Protection Program |
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Carter Family Trust |
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Deputy Mayor Ann Court |
Waipapa Business Association |
Member |
|
Case by case |
Warren Pattinson Limited |
Shareholder |
Building company. FNDC is a regulator and enforcer |
Case by case |
|
Kerikeri Irrigation |
Supplies my water |
|
No |
|
Top Energy |
Supplies my power |
|
No other interest greater than the publics |
|
District Licensing |
N/A |
N/A |
N/A |
|
Top Energy Consumer Trust |
Trustee |
Crossover in regulatory functions, consenting economic development and contracts such as street lighting. |
Declare interest and abstain from voting. |
|
Ann Court Trust |
Private |
Private |
N/A |
|
Waipapa Rotary |
Honorary member |
Potential community funding submitter |
Declare interest and abstain from voting. |
|
Properties on Onekura Road, Waipapa |
Owner Shareholder |
Any proposed FNDC Capital works or policy change which may have a direct impact (positive/adverse) |
Declare interest and abstain from voting. |
|
Property on Daroux Dr, Waipapa |
Financial interest |
Any proposed FNDC Capital works or policy change which may have a direct impact (positive/adverse) |
Declare interest and abstain from voting. |
|
Flowers and gifts |
Ratepayer 'Thankyou' |
Bias/ Pre-determination? |
Declare to Governance |
|
Coffee and food |
Ratepayers sometimes 'shout' food and beverage |
Bias or pre-determination |
Case by case |
|
Staff |
N/A |
Suggestion of not being impartial or pre-determined! |
Be professional, due diligence, weigh the evidence. Be thorough, thoughtful, considered impartial and balanced. Be fair. |
|
Warren Pattinson |
My husband is a builder and may do work for Council staff |
|
Case by case |
|
Ann Court - Partner |
Warren Pattinson Limited |
Director |
Building Company. FNDC is a regulator |
Remain at arm’s length |
Air NZ |
Shareholder |
None |
None |
|
Warren Pattinson Limited |
Builder |
FNDC is the consent authority, regulator and enforcer. |
Apply arm’s length rules |
|
Property on Onekura Road, Waipapa |
Owner |
Any proposed FNDC capital work in the vicinity or rural plan change. Maybe a link to policy development. |
Would not submit. Rest on a case by case basis. |
|
David Clendon |
Chairperson – He Waka Eke Noa Charitable Trust |
None |
|
Declare if any issue arises |
Member of Vision Kerikeri |
None |
|
Declare if any issue arrises |
|
Joint owner of family home in Kerikeri |
Hall Road, Kerikeri |
|
|
|
David Clendon – Partner |
Resident Shareholder on Kerikeri Irrigation |
|
|
|
David Collard |
Snapper Bonanza 2011 Limited |
45% Shareholder and Director |
|
|
Trustee of Te Ahu Charitable Trust |
Council delegate to this board |
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|
|
Felicity Foy |
Director - Northland Planning & Development |
I am the director of a planning and development consultancy that is based in the Far North and have two employees. Property owner of Commerce Street, Kaitaia |
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I will abstain from any debate and voting on proposed plan change items for the Far North District Plan. |
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I will declare a conflict of interest with any planning matters that relate to resource consent processing, and the management of the resource consents planning team. |
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I will not enter into any contracts with Council for over $25,000 per year. I have previously contracted to Council to process resource consents as consultant planner. |
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Flick Trustee Ltd |
I am the director of this company that is the company trustee of Flick Family Trust that owns properties Seaview Road – Cable Bay, and Allen Bell Drive - Kaitaia. |
|
|
|
Elbury Holdings Limited |
This company is directed by my parents Fiona and Kevin King. |
This company owns several dairy and beef farms, and also dwellings on these farms. The Farms and dwellings are located in the Far North at Kaimaumau, Bird Road/Sandhills Rd, Wireless Road/ Puckey Road/Bell Road, the Awanui Straight and Allen Bell Drive. |
|
|
Foy Farms Partnership |
Owner and partner in Foy Farms - a farm on Church Road, Kaingaroa |
|
|
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Foy Farms Rentals |
Owner and rental manager of Foy Farms Rentals for 7 dwellings on Church Road, Kaingaroa and 2 dwellings on Allen Bell Drive, Kaitaia, and 1 property on North Road, Kaitaia, one title contains a cell phone tower. |
|
|
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King Family Trust |
This trust owns several titles/properties at Cable Bay, Seaview Rd/State Highway 10 and Ahipara - Panorama Lane. |
These trusts own properties in the Far North. |
|
|
Previous employment at FNDC 2007-16 |
I consider the staff members at FNDC to be my friends |
|
|
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Shareholder of Coastal Plumbing NZ Limited |
|
|
|
|
Felicity Foy - Partner |
Director of Coastal Plumbing NZ Limited |
|
|
|
Friends with some FNDC employees |
|
|
|
|
Mate Radich |
No form received |
|
|
|
Rachel Smith |
Friends of Rolands Wood Charitable Trust |
Trustee |
|
|
Mid North Family Support |
Trustee |
|
|
|
Property Owner |
Kerikeri |
|
|
|
Friends who work at Far North District Council |
|
|
|
|
Kerikeri Cruising Club |
Subscription Member and Treasurer |
|
|
|
Rachel Smith (Partner) |
Property Owner |
Kerikeri |
|
|
Friends who work at Far North District Council |
|
|
|
|
Kerikeri Cruising Club |
Subscription Member |
|
|
|
Kelly Stratford |
KS Bookkeeping and Administration |
Business Owner, provides book keeping, administration and development of environmenta management plans |
None perceived |
Step aside from decisions that arise, that may have conflicts |
Waikare Marae Trustees |
Trustee |
Maybe perceived conflicts |
Case by case basis |
|
Bay of Islands College |
Parent Elected Trustee |
None perceived |
If there was a conflict, I will step aside from decision making |
|
Karetu School |
Parent Elected Trustee |
None perceived |
If there was a conflict, I will step aside from decision making |
|
Māori title land – Moerewa and Waikare |
Beneficiary and husband is a shareholder |
None perceived |
If there was a conflict, I will step aside from decision making |
|
Sister is employed by Far North District Council |
|
|
Will not discuss work/governance mattes that are confidential |
|
Gifts - food and beverages |
Residents and ratepayers may ‘shout’ food and beverage |
Perceived bias or predetermination |
Case by case basis |
|
Kelly Stratford - Partner |
Chef and Barista |
Opua Store |
None perceived |
|
Māori title land – Moerewa |
Shareholder |
None perceived |
If there was a conflict of interest I would step aside from decision making |
|
Moko Tepania |
Teacher |
Te Kura Kaupapa Māori o Kaikohe. |
Potential Council funding that will benefit my place of employment. |
Declare a perceived conflict |
Chairperson |
Te Reo o Te Tai Tokerau Trust. |
Potential Council funding for events that this trust runs. |
Declare a perceived conflict |
|
Tribal Member |
Te Rūnanga o Te Rarawa |
As a descendent of Te Rarawa I could have a perceived conflict of interest in Te Rarawa Council relations. |
Declare a perceived conflict |
|
Tribal Member |
Te Rūnanga o Whaingaroa |
As a descendent of Te Rūnanga o Whaingaroa I could have a perceived conflict of interest in Te Rūnanga o Whaingaroa Council relations. |
Declare a perceived conflict |
|
Tribal Member |
Kahukuraariki Trust Board |
As a descendent of Kahukuraariki Trust Board I could have a perceived conflict of interest in Kahukuraariki Trust Board Council relations. |
Declare a perceived conflict |
|
Tribal Member |
Te Rūnanga ā-Iwi o Ngāpuhi |
As a descendent of Te Rūnanga ā-Iwi o Ngāpuhi I could have a perceived conflict of interest in Te Rūnanga ā-Iwi o Ngāpuhi Council relations. |
Declare a perceived conflict |
|
John Vujcich |
Board Member |
Pioneer Village |
Matters relating to funding and assets |
Declare interest and abstain |
Director |
Waitukupata Forest Ltd |
Potential for council activity to directly affect its assets |
Declare interest and abstain |
|
Director |
Rural Service Solutions Ltd |
Matters where council regulatory function impact of company services |
Declare interest and abstain |
|
Director |
Kaikohe (Rau Marama) Community Trust |
Potential funder |
Declare interest and abstain |
|
Partner |
MJ & EMJ Vujcich |
Matters where council regulatory function impacts on partnership owned assets |
Declare interest and abstain |
|
Member |
Kaikohe Rotary Club |
Potential funder, or impact on Rotary projects |
Declare interest and abstain |
|
Member |
New Zealand Institute of Directors |
Potential provider of training to Council |
Declare a Conflict of Interest |
|
Member |
Institute of IT Professionals |
Unlikely, but possible provider of services to Council |
Declare a Conflict of Interest |
|
Member |
Kaikohe Business Association |
Possible funding provider |
Declare a Conflict of Interest |
Ordinary Council Meeting Agenda |
13 August 2020 |
Ordinary Council Meeting
will be held in the Council Chamber, Memorial Avenue, Kaikohe on:
Thursday 13 August 2020 at 10.00 am
Order Of Business
1 Karakia Timatanga – Opening Prayer
2 Apologies and Declarations of Interest
5 Confirmation of Previous Minutes
5.1 Confirmation of Previous Minutes
6.1 Right of Way Easement Over Reserve, Lot 3 DP 70169 NA26D/425, 69 Landing Road, Kerikeri
6.2 Ground Lease of 28 Matai Bay Road, Karikari to Fire & Emergency NZ
6.3 Nothing But Net Far North Digital Strategy
6.4 Kerikeri Sports Complex Proposed Playground
6.5 Charges for Waste Water Treatment Houhora Heads Motor Camp
6.6 Approval for an Agile Procurement Strategy
6.7 Remits for Consideration at the 2020 LGNZ AGM
6.8 Voting System for 2022 and 2025 Local Body Elections
6.9 2022 Triennial Elections - Order of Candidate Names on Electoral Voting Documents
6.10 Election Hoardings Policy #2112
7.1 CEO Report to Council 01 May 2020 - 30 June 2020
8.1 Confirmation of Previous Minutes - Public Excluded
8.2 Far North Holdings Limited Reappointment of Director
8.3 Recommendation to Award FNDC Portions of Contract for Street Light Infill Improvement Works
8.5 Extension of Contract 7-15-603 Waste Management and Minimisation Services – Southern
8.6 Extension of Contract 7-15-603 Waste Management and Minimisation Services – Northern
8.7 Kaitaia Water Project Approval
9 Karakia Whakamutunga – Closing Prayer
1 Karakia Timatanga – Opening Prayer
2 Apologies and Declarations of Interest
Members need to stand aside from decision-making when a conflict arises between their role as a Member of the Council and any private or other external interest they might have. This note is provided as a reminder to Members to review the matters on the agenda and assess and identify where they may have a pecuniary or other conflict of interest, or where there may be a perception of a conflict of interest.
If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the meeting or of the relevant item of business and refrain from participating in the discussion or voting on that item. If a Member thinks they may have a conflict of interest, they can seek advice from the Chief Executive Officer or the Team Leader Democracy Support (preferably before the meeting).
It is noted that while members can seek advice the final decision as to whether a conflict exists rests with the member.
Annika Taylor and Darrell Lamb representating the Ministry of Social Development will provide a presentation on MSD Northland Job Market.
Ana Heremaia representing Akau Limited will provide a presentation on the Kaikohe Memorial Park Beautificatoin project.
Rhonda Zielinski representing Freedom Whare Limited and Te Whakamanamai Whanau Trust will provide a presentation on Emergency Housing.
Cathy Wagner representing Houhora Heads Motor Camp will speak to Item 6.5 – Charges for Waste Water Treatment Houhora Heads Motor Camp.
13 August 2020 |
5 Confirmation of Previous Minutes
5.1 Confirmation of Previous Minutes
File Number: A2920677
Author: Kim Hammond, Meetings Administrator
Authoriser: Aisha Huriwai, Team Leader Democracy Services
Purpose of the Report
The minutes are attached to allow Council to confirm that the minutes are a true and correct record of previous meetings.
That Council confirms the minutes of the Council meetings held 25 June 2020, 30 June 2020, 14 July 2020 and 30 July 2020 as a true and correct record.
|
1) Background
Local Government Act 2002 Schedule 7 Section 28 states that a local authority must keep minutes of its proceedings. The minutes of these proceedings duly entered and authenticated as prescribed by a local authority are prima facie evidence of those meetings.
2) Discussion and Options
The minutes of the meetings are attached.
Far North District Council Standing Orders Section 27.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.
Reason for the recommendation
The reason for the recommendation is to confirm the minutes are a true and correct record of the previous meetings.
3) Financial Implications and Budgetary Provision
There are no financial implications or the need for budgetary provision as a result of this report.
1. 2020-06-25 Council Unconfirmed Minutes - A2905717 ⇩
2. 2020-06-30 Council Unconfirmed Minutes - A2908172 ⇩
3. 2020-07-14 Council Unconfirmed Minutes - A2917767 ⇩
4. 2020-07-30 Council Unconfirmed Minutes - A2929491 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
This is a matter of low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
This report complies with the Local Government Act 2002 Schedule 7 Section 28. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
It is the responsibility of each meeting to confirm their minutes therefore the views of another meeting are not relevant. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
There are no implications for Māori in confirming minutes from a previous meeting. Any implications on Māori arising from matters included in meeting minutes should be considered as part of the relevant report. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example, youth, the aged and those with disabilities). |
This report is asking for minutes to be confirmed as true and correct record, any interests that affect other people should be considered as part of the individual reports. |
State the financial implications and where budgetary provisions have been made to support this decision. |
There are no financial implications or the need for budgetary provision arising from this report. |
Chief Financial Officer review. |
The Chief Financial Officer has not reviewed this report. |
Ordinary Council Meeting Agenda |
13 August 2020 |
MINUTES OF Far North District
Council
Ordinary Council Meeting HELD AT
THE Virtually via, Microsoft Teams
ON Thursday, 25 June 2020 AT 10.00 am
PRESENT: Mayor John Carter (HWTM), Deputy Mayor Ann Court, Cr David Clendon, Cr Dave Collard, Cr Felicity Foy, Cr Mate Radich, Cr Rachel Smith, Cr Kelly Stratford, Cr Moko Tepania, Cr John Vujcich
IN ATTENDANCE: Mike Edmonds (Kaikohe-Hokianga Community Board Chairperson), Adele Gardner (Te Hiku Community Board Chairperson), Belinda Ward (Bay of Islands-Whangaroa Community Board)
STAFF PRESENT: Shaun Clarke (Chief Executive Officer), Andy Finch (General Manager Infrastructure and Asset Management), Dean Myburgh (General Manager District Services), William J Taylor, MBE (General Manager Corporate Services), Sheryl Gavin (General Manager Strategic Planning and Policy – Acting)
1 Karakia Timatanga – Opening Prayer
His Worship the Mayor commenced the meeting with the Council prayer.
2 Apologies and Declarations of Interest
Nil
3 Mayoral Announcements
- Noted that it is the Matariki New Year.
- Noted the death of Constable Hunt.
- Noted the resignation of Lawrie Atkinson - Te Hiku Community Board Member.
- Local Government Remits will be discussed/voted on at the next AGM.
- Cr Vujcich has been appointed as the Council Representative on the Cycle Trail Board.
- A workshop was held on the committee structure and meeting frequency.
- Congratulated Cr Tepania on being appointed as the Co-Chair of the Local Government New Zealand Young Elected Members.
- Received a letter of thanks from the Houhora Camping Ground and is continuing to receive communications from local businesses thanking staff for the support that they are receiving from Council.
4 Deputation
· Eljon Fitzgerald and Stephen Rush – Te Runanga o Whangaroa.
5 Confirmation of Previous Minutes
5.1 Confirmation of Previous Minutes Agenda item 5.1 document number A2895458, pages 11 - 29 refers |
Resolution 2020/40 Moved: Mayor John Carter Seconded: Cr John Vujcich That Council confirms the minutes of the Council meetings held 21 May and 5 June 2020 as a true and correct record. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
6 Deputation continued
· Russell Shaw – Top Energy.
7 Reports
7.1 COVID-19 Response – Te Tai Tokerau Worker Redeployment Package Agenda item 6.1 document number A2890607, pages 30 - 34 refers |
Resolution 2020/41 Moved: Mayor John Carter Seconded: Cr John Vujcich That Council: a) note that Whangarei District Council intends entering into an agreement with the Ministry of Business Innovation and Employment to receive $9.32m of funding to be used for local worker redeployment across Te Tai Tokerau. b) approve Council entering into a back to back contractual agreement with Whangarei District Council to the sum of $2.21m to ensure delivery of the FNDC projects included in the agreement in item 1. c) delegates to the Chief Executive the authority to finalise the terms and conditions of the agreements in item b. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried Note – request a report be presented to the Assurance, Risk and Finance Committee at a later date on the learnings from this project. |
7.2 Regional Economic Development Agenda item 8.3 document number A2895537, pages 23 - 38 refers This item was moved from the Public Excluded Agenda at the request of the Chief Executive Officer for discussion. |
Resolution 2020/42 Moved: Mayor John Carter Seconded: Deputy Mayor Ann Court That Council agree: 1. a) to Stage One whereby the Northland Regional Council share the appointment of directors and input to the Statement of Intent process with Whangarei, Far North and Kaipara District Councils, in return for agreed funding for the 2020-2021 Annual Plan Year. b) Far North District Council contribute eighty-two thousand dollars to Northland Inc. for the 2020-2021 Annual Plan Year. 2. in principle to the proposal that recommends Northland Inc. be modified to become a joint regional CCO; a) with a formal joint committee to provide oversight, b) a funding arrangement that Northland Regional Council contribute 60% and Whangarei, Far North and Kaipara District Councils contribute 40% and c) this is achieved over a six-year time frame aligned to the 2021-2031 Long Term Plan Cycle and d) public consultation to establish Northland Inc. as a joint regional CCO is included and aligned to the 2021-2031 Long Term Plan consultation process of each Northland Council. 3. to support, in principle, the development of a Regional Economic Development Strategy for inclusion in the 2021-2031 Long Term Plan Cycle, subject to scope, resources and funding. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Abstained: Cr Mate Radich Carried |
Attachments tabled at meeting 1 Tabled Document - Regional Economic Development Report 2 Tabled Document - Attachment One - Regional Economic Development on a Page June 2020 |
8 Information Reports
8.1 2019 Triennial Elections Report Agenda item 7.1 document number A2847701, pages 35 - 50 refers |
Resolution 2020/43 Moved: Mayor John Carter Seconded: Cr Moko Tepania That the Council receive the report 2019 Triennial Elections Report. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
The meeting was adjourned from 12.05 pm to 12.17 pm.
8.2 CEO Report to Council 01 March 2020 - 30 April 2020 Agenda item 7.2 document number A2893130, pages 51 - 111 refers |
MOTION Moved: Mayor John Carter Seconded: Cr Moko Tepania That the Council receive the report “CEO Report to Council 01 March 2020 - 30 April 2020“. Amendment Moved: Cr Rachel Smith Seconded: Mayor John Carter That the Council a) receive the report “CEO Report to Council 01 March 2020 - 30 April 2020“. b) request that the Chief Executive Officer develop a method of sharing key points of the Chief Executive report with the general public. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried The amendment became the substantive motion. Resolution 2020/44 Moved: Cr Rachel Smith Seconded: Mayor John Carter That the Council a) receive the report “CEO Report to Council 01 March 2020 - 30 April 2020“. b) request that the Chief Executive Officer develop a method of sharing key points of the Chief Executive report with the general public. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
8.3 Learning from the 2020 Drought and Improving the Resilience of our Drinking Water Supplies Agenda item 7.3 document number A2894873, pages 112 - 125 refers |
Resolution 2020/45 Moved: Mayor John Carter Seconded: Cr John Vujcich That Council note the report entitled Learning from the 2020 Drought and Improving the Resilience of our Drinking Water Supplies. In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
9 Community Board Chairs Updates
Adele Gardner – Te Hiku Community Board:
- Thanks to the Information Technology team for their help with the training and implementing of Microsoft TEAMS and vitual meetings.
- Have held a strategic plan workshop with the new template and is excited to see how to slides into the Long Term Plan.
Belinda Ward – Bay of Islands-Whangaroa Community Board:
- Thanks the Information Technology team for their help with the implementing and training in TEAMS and vitual meetings.
- Have not receveid the new template for the Strategic Plans.
- Looking forward to the next Joint Community Board workshop to discuss the last 3 months and strategic plans.
- Concerned around unemployment and accommodation in the Eastern Ward due to COVID- 19.
- There has been an increase in the need for food parcels, this needs to have be included in a further discussion.
Mike Edmonds – Kaikohe-Hokianga Community Board:
- Similar issues to Te Hiku Community Board and Bay of Islands-Whangroa Community Board, however the above are daily issues in the Kaikohe-Hokianga Community Ward.
10 Public Excluded
RESOLUTION TO EXCLUDE THE PUBLIC
Resolution 2020/46 Moved: Mayor John Carter Seconded: Cr Moko Tepania That the public be excluded from the following parts of the proceedings of this meeting. The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Mate Radich, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
meeting duration |
Resolution 2020/47 Moved: Mayor John Carter Seconded: Cr Moko Tepania That Council agree that the Public Excluded and Ordinary Council meeting continue beyond the 6 hour duration specified in Standing Orders, to discuss the remaining items left on the agenda. In Favour: Mayor John Carter, Crs David Clendon, Dave Collard, Felicity Foy, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Deputy Mayor Ann Court Carried |
Confirmation of Information and Decisions in Open Meetings |
Resolution 2020/48 Moved: Mayor John Carter Seconded: Cr Dave Collard That Council confirms that the information and decisions contained in the part of the meeting held with the public excluded is not to be restated in public meeting.
In Favour: Mayor John Carter, Deputy Mayor Ann Court, Crs David Clendon, Dave Collard, Felicity Foy, Rachel Smith, Kelly Stratford, Moko Tepania and John Vujcich Against: Nil Carried |
12 Karakia Whakamutunga – Closing Prayer
13 Meeting Close
The meeting closed at 5.00 pm.
The minutes of this meeting will be confirmed at the Ordinary Council Meeting to be held on 30 June 2020.
...................................................
CHAIRPERSON
13 August 2020 |
MINUTES OF Far North District
Council
Ordinary Council Meeting
HELD AT THE Council Chamber, Memorial
Avenue, Kaikohe
ON Tuesday, 30 June 2020 AT 10:05 am
PRESENT: Mayor John Carter (HWTM), Cr David Clendon, Cr Dave Collard, Cr Felicity Foy, Cr Rachel Smith, Cr Kelly Stratford, Cr Moko Tepania, Cr John Vujcich
IN ATTENDANCE: Mike Edmonds (Kaikohe-Hokianga Community Board Chairperson), Adele Gardner (Te Hiku Community Board Chairperson), Belinda Ward (Bay of Islands-Whangaroa Community Board)
STAFF PRESENT: Shaun Clarke (Chief Executive Officer), Andy Finch (General Manager Infrastructure and Asset Management), Dean Myburgh (General Manager District Services), William J Taylor, MBE (General Manager Corporate Services), Darrell Sargent (General Manager Strategic Planning and Policy)
1 Karakia Timatanga – Opening Prayer
His Worship the Mayor commenced the meeting with a prayer.
2 Apologies and Declarations of Interest
Apology |
Resolution 2020/50 Moved: Mayor John Carter Seconded: Cr Dave Collard That the apology received from Deputy Mayor Ann Court and Couuncillor Mate Radich be accepted and leave of absence granted. Carried |
Cr Rachel Smith joined the meeting virtually via Microsoft Teams
3 Deputation
Nil
4 Mayoral Announcements
Nil
5 Reports
5.1 Adoption of the 2020/21 Annual Plan Agenda item 5.1 document number A2901552, pages 12 - 80 refers |
Resolution 2020/51 Moved: Mayor John Carter Seconded: Cr John Vujcich That Council: a) adopt the Annual Plan for 2020/21. b) delegate authority to the Chief Executive Officer to approve any minor accuracy, grammatical or formatting amendments prior to the Annual Plan 2020/21 being published and uploaded onto the Far North District Council website. Amendment Moved: Cr Moko Tepania Seconded: Cr John Vujcich c) in recognising Kaikohe Memorial Hall as a District Wide Facility, and as recommended by the Kaikohe-Hokianga Community Board and the Infrastructure Committee to remove the Kaikohe Memorial Hall from Kaikohe-Hokianga Ward Rate. Carried Amendment Moved: Cr Felicity Foy Seconded: Cr Kelly Stratford d) add $56k for Te Hiku Ward town beautification in the 2020/2021 Annual Plan, Carried The amendments become the substantive motion. That Council: a) adopt the Annual Plan for 2020/21. b) delegate authority to the Chief Executive Officer to approve any minor accuracy, grammatical or formatting amendments prior to the Annual Plan 2020/21 being published and uploaded onto the Far North District Council website. c) in recognising Kaikohe Memorial Hall as a District Wide Facility, and as recommended by the Kaikohe-Hokianga Community Board and the Infrastructure Committee to remove the Kaikohe Memorial Hall from Kaikohe-Hokianga Ward Rate. d) add $56k for Te Hiku Ward town beautification in the 2020/2021 Annual Plan, Carried |
5.2 Setting of Rates, due dates and penalties for 2020-2021 Agenda item 5.2 document number A2905294, pages 81 - 91 refers Cr Smith Abstained |
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Resolution 2020/52 Moved: Mayor John Carter Seconded: Cr Moko Tepania That, pursuant to Section 23 of the Local Government (Rating) Act 2002 (the Act), Council sets the rates as described below for the year commencing 1st July 2020 and concluding 30th June 2021;
All rates are shown inclusive of GST
GENERAL RATE
General Rate Differentiated on the basis of land use set on all rateable land
Uniform Annual General Charge (UAGC): A UAGC of $450.00 per Separately Used or Inhabited Part (SUIP) of a rateable Rating Unit
TARGETED RATES
Ward Services Rate Differentiated on the basis of location set on all rateable land in the identified wards
ROADING RATES Uniform Roading Rate A Uniform Targeted Rate of $100 per Separately Used or Inhabited Part (SUIP) of a rateable Rating Unit
Differential Roading Rate Differentiated on the basis of land use set on all rateable land
Stormwater Rate Differentiated on the basis of land use set on all rateable land identified in the rating area maps for the urban communities;
DEVELOPMENT RATES
Paihia CBD Development Rate Differentiated on the basis of land use set on all rateable land identified in the rating area maps;
Kaitaia BID Rate
BOI Recreation Centre Rate
PRIVATE ROADING RATES
Hupara Road Sealing Rates
SEWERAGE RATES
Separate sewerage rates are set for each sewerage scheme differentiated on the basis the supply or availability of supply to each scheme.
The additional pan rate is set on the basis of the third and subsequent water closet or urinal within the rating unit. A rating unit used primarily as a residence for a single household will be treated as having a single pan.
Ahipara Sewerage Capital Rate
East Coast Sewerage Capital Rate
Hihi Sewerage Capital Rate
Kaeo Sewerage Capital Rate
Kaikohe Sewerage Capital Rate
Kaitaia and Awanui Sewerage Capital Rate
Kawakawa Sewerage Capital Rate
Kerikeri Sewerage Capital Rate
Kohukohu Sewerage Capital Rate
Opononi Sewerage Capital Rate
Paihia Sewerage Capital Rate
Rangiputa Sewerage Capital Rate
Rawene Sewerage Capital Rate
Russell Sewerage Capital Rate
Whangaroa Sewerage Capital Rate
Whatuwhiwhi Sewerage Capital Rate
District Wide Sewerage Operating Rate
WATER RATES Separate water rates are set for each water supply scheme differentiated on the basis the supply or availability of supply to each scheme.
Kaikohe Water Capital Rate
Kaitaia Water Capital Rate
Kawakawa Water Capital Rate
Kerikeri Water Capital Rate
Okaihau Water Capital Rate
Omapere/Opononi Water Capital Rate
Paihia Water Capital Rate
Rawene Water Capital Rate
District Wide Water Operating Rates The District wide operating rates are assessed on the basis of the quantity of water supplied as recorded by meter.
Metered Supply rate (all schemes)
Non Metered Water Supply Rate (Includes 250 M3 Supply)
DRAINAGE RATES
And that, pursuant to Section 24 of the Act and with the exception of the targeted rates set for the supply of water pursuant to Section 19 of the Act, Council charges the rates for the 2020-2021 rating year by way of four equal instalments. Each instalment to be paid on or before the due dates set out below;
And that, pursuant to Sections 57 and 58 of the Act and with the exception of the targeted rates set for the supply of water pursuant to Section 19 of the Act, Council imposes the following penalties:
A ten percent (10%) penalty on any portion of any instalment of rates assessed in the 2020-2021 financial year that is not paid on or by the due date for payment as detailed above. This penalty will be added on the penalty dates detailed above;
And that the water meters be read and invoiced on a six-month cycle, or more often if required, and the subsequent invoices become due for payment set out overleaf.
And that, pursuant to Sections 57 and 58 of the Act, Council imposes the following penalties in respect of targeted rates set for the supply of water pursuant to Section 19 of the Act:
A ten percent (10%) penalty on any portion of the rate for the supply of water charged pursuant to Section 19 of the Act, as separately invoiced, that is not paid on or by the due date for payment as set out below;
And that, pursuant to Section 88 of the Act, Council set Postponement Fees as provided for in the relevant Rates Postponement Policies;
FEES IN RESPECT OF POSTPONED RATES Pursuant to Section 88 of the Local Government (Rating) Act 2002, Council will charge a postponement fee on all rates that are postponed under any of its postponement policies.
The Postponement fees are as follows: · Application Fee: $300 · Administration Fee: $50 per year · Financing Fee on all Postponements: Currently set at 3.00% pa but may vary to match Council’s average cost of funds. At Council’s discretion all these fees may be added to the total postponement balance. Carried |
6 Public Excluded
RESOLUTION TO EXCLUDE THE PUBLIC
Resolution 2020/53 Moved: Mayor John Carter Seconded: Cr Felicity Foy That the public be excluded from the following parts of the proceedings of this meeting. The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
Carried |
11:15 am meeting adjourned and resumed at 11:22 pm
Resolution 2020/54 Moved: Mayor John Carter Seconded: Cr Kelly Stratford That Council moves out of Closed Council into Open Council. Carried |
7 Karakia Whakamutunga – Closing Prayer
8 Meeting Close
The meeting closed at 12:08 pm.
The minutes of this meeting will be confirmed at the Ordinary Council Meeting to be held on 12 August 2020.
...................................................
CHAIRPERSON
13 August 2020 |
MINUTES OF Far North District
Council
Extraordinary Council Meeting
HELD AT THE Council Chamber, Memorial
Avenue, Kaikohe
ON Tuesday, 14 July 2020 AT 3.30 pm
PRESENT: Mayor John Carter (HWTM), Cr David Clendon, Cr Dave Collard, Cr Felicity Foy, Cr Mate Radich, Cr Rachel Smith, Cr Kelly Stratford, Cr Moko Tepania, Cr John Vujcich
IN ATTENDANCE: Mike Edmonds (Kaikohe-Hokianga Community Board Chairperson), Adele Gardner (Te Hiku Community Board Chairperson), Belinda Ward (Bay of Islands-Whangaroa Community Board)
STAFF PRESENT: Shaun Clarke (Chief Executive Officer), Andy Finch (General Manager Infrastructure and Asset Management), Dean Myburgh (General Manager District Services), William J Taylor, MBE (General Manager Corporate Services), Darrell Sargent (General Manager Strategic Planning and Policy)
1 karakia timatanga – opening Prayer
His Worship the Mayor declared the meeting open and Cr Tepania commenced the meeting with a Karakia.
2 Appointment of Chairperson for this meeting |
Resolution 2020/42 Moved: Mayor John Carter Seconded: Cr Moko Tepania That Council agree that Councillor Rachel Smith be appointed as Chair for this meeting in the physical absence of the Mayor and the Deputy Mayor. Carried |
3 Apologies and Declarations of Interest
Resolution 2020/43 Moved: Cr Rachel Smith Seconded: Cr Felicity Foy That apologies from Cr Stratford for her early departure and Cr Radich be received and accepted. Carried |
4 Deputation
Nil
5 MAYORAL ANNOUNCEMENTS
6 Public Excluded
RESOLUTION TO EXCLUDE THE PUBLIC
Resolution 2020/44 Moved: Cr Rachel Smith Seconded: Cr Dave Collard That the public be excluded from the following parts of the proceedings of this meeting. The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
Carried |
7 karakia whakamutunga – closing prayer
8 Meeting Close
The meeting closed at 4:22 pm.
The minutes of this meeting will be confirmed at the Council Meeting to be held on 13 August 2020.
...................................................
CHAIRPERSON
13 August 2020 |
MINUTES OF Far North District
Council
Extraordinary Council Meeting
HELD AT THE Council Chamber, Memorial
Avenue, Kaikohe
ON Thursday, 30 July 2020 AT 3.05 pm
PRESENT: Mayor John Carter (HWTM), Deputy Mayor Ann Court, Cr David Clendon, Cr Dave Collard, Cr Felicity Foy, Cr Mate Radich (Video-Conference), Cr Rachel Smith, Cr Kelly Stratford, Cr Moko Tepania, Cr John Vujcich
IN ATTENDANCE: Adele Gardner (Te Hiku Community Board Chairperson), Belinda Ward (Bay of Islands-Whangaroa Community Board)
STAFF PRESENT: Shaun Clarke (Chief Executive Officer), Andy Finch (General Manager Infrastructure and Asset Management), Dean Myburgh (General Manager District Services), William J Taylor, MBE (General Manager Corporate Services), Darrell Sargent (General Manager Strategic Planning and Policy)
1 karakia timatanga – opening Prayer
His Worship the Mayor commenced the meeting with a prayer.
2 Apologies and Declarations of Interest
Apology |
Resolution 2020/42 Moved: Mayor John Carter Seconded: Cr Rachel Smith That the apology received from Mike Edmonds be noted. Carried |
3 Deputation
There were no deputations for this meeting.
4 MAYORAL ANNOUNCEMENTS
- Northland Forward
- PGF funding
- Acknowledged Kelly Stratford for the support she provided to the Moerewa/Kawakawa and surrounding communities during the recent flooding event.
5 Reports
5.1 Appointment of Director to the Board of Northern Adventure Experience Limited (NAX) Agenda item 5.1 document number A2921669, pages 12 - 14 refers. |
motion Moved: His Worship the Mayor John Carter Seconded: Cr John Vujcich That Council: a) appoints Councillor Moko Tepania as HWTM’s replacement on the NAX Board b) agrees to indemnify Councillor Tepania for any professional negligence as a director when acting in good faith in his capacity as a director. Amendment Moved: His Worship the Mayor John Carter Seconded: Cr John Vujcich That Council leave “Appointment of Director to the Board of Northern Adventure Experience Limited (NAX) to lie on the table until a workshop can be held. The amendment became the substantive motion resolution 2020/43 Moved: His Worship the Mayor John Carter Seconded: Cr John Vujcich That Council leave “Appointment of Director to the Board of Northern Adventure Experience Limited (NAX) to lie on the table until a workshop can be held. Carried |
5.2 Mobile Library for Outreach Services - Van Funding Application Agenda item 5.2 document number A2923137, pages 15 - 26 refers. |
Resolution 2020/44 Moved: Cr John Vujcich Seconded: Cr Rachel Smith That Council approve the decision to seek funding for a van to provide a mobile library for outreach services, from Foundation North. Carried |
5.3 Development of Lindvart Park Agenda item 5.3 document number A2923333, pages 27 - 30 refers. |
Resolution 2020/45 Moved: His Worship the Mayor John Carter Seconded: Cr Kelly Stratford That Council: a) approve the allocation of $2.1m of existing budgets for the renewal and upgrade of the Lindvart Park pavilion and associated assets to the Lindvart Park development project in 2021/22 and 2022/23 financial years; and b) note the ownership of the asset as proposed, will lie with Kaikohe & Districts Sportsville and the need to: i. that a Memorandum of Understanding be established identifying public access rights to enable the application of public capital investment in a non-publicly owned asset; and ii. note that future provision may be required to cover maintenance and renewal of the asset. Carried Abstained: Cr John Vujcich |
6 Public Excluded
RESOLUTION TO EXCLUDE THE PUBLIC
Resolution 2020/46 Moved: His Worship the Mayor John Carter Seconded: Cr Moko Tepania That the public be excluded from the following parts of the proceedings of this meeting. The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
Carried |
7 Confirmation of Decisions and Information in Open Meeting |
Resolution 2020/43 Moved: His Worship the Mayor John Carter Seconded: Cr Moko Tepania That the Council confirms that the following decision contained in the part of the meeting held with public excluded be restated in the public meeting.
Item 6.1 - Twin Coast Cycle Trail – Opua to Taumarere Permanent Route Resolution 2020/44 Moved: Mayor John Carter Seconded: Cr Kelly Stratford That Council support the second Northern Adventure Experience Ltd (NAX Ltd) application to the Provincial Growth Fund (PGF) and agrees to the total liability of Council’s portion of the project at $REDACTED per Option Three in the report: a) approves bringing forward the capital expenditure budget of $REDACTED from the 2021/2022 Annual Plan to the 2020/2021 Annual Plan; b) Additional Capital Funding i) approves additional capital funding of $REDACTED for the 2020/2021 year in order to progress Stage One of the project. ii) approves additional capital funding of $REDACTED for the Taumarere to Opua permanent Cycle track to be included in the 2021/2031 Long Term Plan consultation process. iii) notes that $REDACTED additional funding is required in total to complete the all three stages of Council’s portion of the project. c) declines Northern Adventure Experience Ltd (NAX Ltd) operational project management costs over the life of the project for $REDACTED plus GST; d) approves that unspent 2019-2020 annual budget of $REDACTED for preliminary works and consultation is accrued and carried over to the 2020/2021 year; e) approves to fund the upgrade of Te Raupo road and bridge per initial rough order cost of $REDACTED and preliminary work to commence in the 2020/2021 year; f) notes that external funding applications will be made to NZTA, Foundation North and Lotto for a total amount of $REDACTED, and if funding is successfully secured then the capital loan funding required will reduce accordingly; g) notes that the recommendation to support the second Northern Adventure Experience Ltd (NAX Ltd) application to the Provincial Growth Fund (PGF) and approval of Option Three clauses a, b, c, d and e are subject to: i) a funding agreement between NAX Ltd and MBIE ii) a right of way easement or agreement to have the full length of Te Raupo Road vest in Council to ensure public access; iii) Resource and Building Consents; iv) Detailed design drawings and costings for the cycle trail construction, rail re-alignment and the upgrade works to Te Raupo Road to provide confidence to elected members that the project is within the $REDACTED initial rough order estimate; v) A long-term lease with KiwiRail that is favourable to all parties and to protect Councils investment. vi) A negotiated agreement with NAX Ltd to: 1) separate ratepayers’ obligations from the balance of the project 2) The BOIVRT and the Minerva Steamboat Trust to have their own respective organisations underwrite their portions of the project thus having no liability for Council; 3) Council to decline contribution to NAX Ltd project management operating costs 4) Confirmation from NAX Ltd of the funding in place to construct the Opua Terminus should FNHL not proceed with the investment Carried Against: Cr Mate Radich |
Note: His Worship the Mayor thanked Deputy Mayor Court for her work in his absence over the last week.
8 Karakia Whakamutunga – Closing Prayer
Cr Moko Tepania closed the meeting with a Karakia
9 Meeting Close
The meeting closed at 4.27 pm.
The minutes of this meeting will be confirmed at the Extraordinary Council meeting to be held on 13 August 2020.
...................................................
CHAIRPERSON
13 August 2020 |
6.1 Right of Way Easement Over Reserve, Lot 3 DP 70169 NA26D/425, 69 Landing Road, Kerikeri
File Number: A2930615
Author: Kaye Lethbridge, Property Legalisation Officer
Authoriser: William J Taylor MBE, General Manager - Corporate Services
Purpose of the Report
This report seeks approval from Council to grant an easement over a reserve (segregation strip) adjoining 69 Landing Road, Kerikeri.
Executive Summary
· This 5 square metre reserve acts as a segregation strip between Landing Road and the applicant’s property at 69 Landing Road, Kerikeri. The purpose of the strip is to limit access onto Landing Road.
· This easement proposal is to legalise the existing formed driveway from Landing Road across the strip to the applicant’s property.
· This report was presented to the Bay of Islands-Whangaroa Community Board twice 5 March and 4 June 2020.
· At the 4 June meeting the Board agreed to let the report escalate to Council without a Board recommendation – Details are included in the background of the report.
That Council: a) in its role as administering body of the reserve and pursuant to its powers under Section 48 of the Reserves Act 1977, grants a vehicular right of way easement over the reserve held in NA26D/425 being Lot 3 DP 70169; and b) in its role as the Minister of Conservation’s delegate, consents to the granting of the aforementioned easement. |
1) Background
The applicant, Mr John Henderson has obtained consent for a non-complying subdivision of his land at 69 Landing Road, Kerikeri. Subdivision consent RC 2190722-RMACOM has been issued on the basis of alternative access to the existing house being provided as a condition of that consent. Mr Henderson would prefer to minimise costs and retain the current safe and functional access to the existing house, hence this easement application.
The roading engineers have advised they have no issues with legalising the current driveway.
This report was presented to the Bay of Islands-Whangaroa Community Board for consideration at their meeting on 5 March 2020 in which they resolved to leave the item to lie on the table. The report was then presented again at their meeting on 4 June 2020 for consideration after further information was provided. The Bay of Islands-Whangaroa Community Board requested that the report be considered by Council without a recommendation from the Board as they didn’t believe the report provided enough explanation for the Board to be comfortable recommending a change to the resource consent conditions.
2) Discussion and Options
Reserves Act 1977
This strip is subject to the Reserves Act 1977 (s 48 Grants of rights of way and other easements) which supersedes the repealed Reserves and Domains Act 1953.
Council has the power, by way of a ministerial delegation (under certain criteria), to approve the granting of an easement over a reserve and to set conditions providing these are consistent with the Reserves Act and Council policy.
Council has delegated to the Community Board, the authority to make recommendations in regard to the use of reserves which are not contemplated by an existing reserve management plan. This delegation extends to existing uses of a reserve where effects of the use will be the same or similar in character, intensity or scale.
Public notification is a requirement under the Reserves Act 1977 however this can be waived if certain criteria are met i.e. if the reserve is vested in the territorial authority, if the reserve is not likely to be materially altered and the rights of the public in respect of the reserve will not be permanently affected. In this case the existing driveway meets all these requirements therefore public notification is not required.
Option 1
This is the recommended option: That the Bay of Islands-Whangaroa Community Board recommends that the Far North District Council grants a vehicular easement across Lot 3 DP 70169 NA26D/425 (the segregation strip).
Option 2
The Board declines the easement request. However there appears to be no good reason for declining the request.
Reason for the recommendation
The easement proposal is to legalise the current driveway from Landing Road across a segregation strip (the reserve) to Mr Henderson’s property at 69 Landing Road. No traffic or other issues have been identified with this access.
3) Financial Implications and Budgetary Provision
There are no financial implications for the Council with this easement proposal as the applicant will meet all costs associated with creating and registering the easement.
1. Record of Title Under Land Tansfer Act 2017 NA26D/425 - A2875720 ⇩
2. 69 Landing Road Existing Access - A2875732 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low Significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
The easement proposal has been considered under the Reserves Act 1977 and Council’s Reserves policy. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
While this report has been submitted to two Community Board meetings it is presented to Council without a Community Board recommendation. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
There is no specific cultural significance attached to this easement proposal. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
A subdivision application has been approved RC2190722-RMACOM. |
State the financial implications and where budgetary provisions have been made to support this decision. |
No costs to Council, applicant to cover all costs. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
6.2 Ground Lease of 28 Matai Bay Road, Karikari to Fire & Emergency NZ
File Number: A2919494
Author: Rob Koops, Property Services
Authoriser: William J Taylor MBE, General Manager - Corporate Services
Purpose of the Report
To obtain a resolution from Council to grant a new 33 year ground lease to Fire & Emergency New Zealand (FENZ) for the land at 28 Matai Bay Road, Karikari and to classify the land subject to the lease as Local Purpose (community buildings) and the balance of the land a Recreation Reserve.
Executive Summary
· FENZ wish to replace the existing rural fire depot at 28 Matai Bay Road, Karikari with a modern fire and emergency response centre.
· FENZ require long term tenure on the land to justify the investment.
· FENZ will own the new fire and emergency response centre.
· There will be no cost to FNDC for the construction or ongoing maintenance.
· A 33 ground year lease subject to the Reserves Act 1977 at nominal rent is proposed.
· The parcels of land involved will be classified appropriately.
· The Te Hiku Community Board considered this report at their meeting on 14 July 2020 and makes the following recommendation to Council.
That Council: a) grant a new 33-year ground lease to Fire & Emergency NZ on 2,467.5 square meters of land at 28 Matai Bay Road, Karikari being part Lot 103 DP 54644, being 1.0390ha and part Record of Title NA4C/203 and vested in Far North District Council as a recreation reserve. b) authorise the General Manager Infrastructure & Asset Management to negotiate and agree the final terms and conditions of the lease. c) transfer ownership of the existing improvements to Fire and Emergency NZ for $1.00 and writes off the book value against retained earnings. d) proceed with the classification of the 2,467.5 square meters of land subject to the lease as Local Purpose (community building) Reserve and the balance as Recreation Reserve under the Reserves Act 1997. e) in its role as administering body of the Matai Bay Road recreation reserve and as the delegate for the Minister of Conservation, subject to the provisions of the Reserves Act 1977, grants and consents to a new lease of part of the Matai Bay Road recreation reserve being Lot 103 DP 54644 and part Record of Title NA4C/203. The term of the lease shall be: i) a term: 33 years without right of renewal. ii) approximately 2,467.5 square meters as highlighted on the plan attached as Attachment 1. |
1) Background
Fire and Emergency New Zealand have a Licence to Use a number of former rural fire depots around the District owned by FNDC. The licence will expire in April 2021. FENZ is reviewing the suitability of individual rural fire depots and are implementing upgrades as required. The Licence to Use includes all the 1.0390ha of land and the building at 28 Matai Bay Road, Karikari.
The existing rural fire depot at Matai Bay Road (essentially a double garage) is not fit for purpose in terms of size, functionality, staff facilities, etc. FENZ wish to remove the existing building and replace it with a substantial and modern fire and emergency response centre (Attachment 1). In order to make this investment FENZ requires security of tenure on the underlying land.
It is proposed that the Licence to Use for the Matai Bay Road station is replaced with a ground lease of 33 years on the 2,467.5 square meters of land required for the building, carparks, etc. and that FENZ takes full responsibility for the demolition of the existing rural fire depot and the construction and future repair, maintenance and renewal of the new fire and emergency response centre.
It is further proposed that the 2,467.5 square meters of land required for the building, carparks, etc. is classified Local Purpose (Community Building) Reserve and the balance of the 1.0390ha of land classified as Recreation Reserve under the Reserves Act 1977.
Lot 103 DP 54644 is vested in Council as an unclassified Recreation Reserve. The Act requires Council as the local authority to classify vested reserves according to their primary purpose. The classification process allows for part of the reserve to be classified for one purpose and the other part of the same reserve for another purpose. Prior to classifying the local authority is to undertake public notice, giving full consideration to all submissions.
The Act provides for the administering body of a reserve to lease all or part of a reserve for an appropriate purpose. The Act allows for a lease term not exceeding 33 years.
Public consultation was undertaken from 15 May until 15 June and six submissions in support and nil submissions opposing the proposals have been received (Attachment 2).
Independent from the public consultation carried out by FNDC, Te Rūnanga-ā-Iwi o Ngāti Kahu discussed with FENZ the proposed upgrade to the Karikari Fire Station and resolved as follows:
THAT Te Rūnanga-ā-Iwi o Ngāti Kahu support Fire and Emergency New Zealand’s proposal to renew and upgrade the fire station building and facilities on the Karikari Peninsula
Lucy May Turua (Haititaimarangai Marae) / Professor Margaret Mutu (Karikari Marae)
KUA MANA
2) Discussion and Options
FENZ have identified the Matai Road station as the ideal location for a modern fire and emergency response centre to service the Karikari Peninsula and adjoining areas adequately for the foreseeable future. FENZ will fully fund the new construction and request that FNDC make available the land at nominal rent for a minimum of 33 years.
Option 1:
Enter into a ground lease for 33 years and transfer ownership of the existing improvements to Fire & Emergency NZ for $1.00 and write off the book value against retained earnings.
Classify the 2,467.5 square meters of land required for the building, carparks, etc. Local Purpose (Community Building) Reserve under the Reserves Act 1997 and classify the balance of the land as Recreation Reserve.
Option 2:
Retain the status quo.
Reason for the recommendation
Entering into a ground lease for 33 years would give FENZ the security of tenure it needs to make this substantial investment on the Karikari Peninsula.
Retaining the status quo means that responding adequately to fire and emergency events in the Karikari Peninsula area becomes increasingly challenging, especially as weather and fire events become more extreme due to the effects of global warming.
3) Financial Implications and Budgetary Provision
Currently FNDC does not charge rent for the use of land or building. Under the existing Licence to Use FNDC is responsible for repairs and renewals.
A nominal rent for the land of $1.00 per annum is proposed. There will be no cost to Council for construction or repair and maintenance fire and emergency response centre.
The current “book value” of the improvements is $58,450.58. It is proposed that the improvements will be disposed of and the value written off to retained earnings. This is an accounting entry only and has no financial impact on rates.
1. FENZ Karikari Rural Station Concept - A2877783 ⇩
2. Submissions on ground lease of 28 Matai Bay Road to FENZ - A2905235 ⇩
3. Letter of support Haititaimarangi Marae - lease FNDC-FENZ Karikari - A2919480 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
This report is of low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
The Reserves Act 1977 allows for Council to classify and lease reserves vested in the Council. FNDC Reserves Policy supports a long-term lease being offered to community groups wanting a permanent base, requiring significant financial investment. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
This recommendation in this report is endorsed by resolution by Te Hiku Community Board. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
Local iwi Ngati Kahu and Hiatitaimarangi Marae support the proposal. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
Submissions as the result of public consultation are attached to this report. |
State the financial implications and where budgetary provisions have been made to support this decision. |
A nominal rent for the land of $1.00 per annum is proposed. Existing improvements with a book value of $58,450.58 will be written off. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
Submissions on ground lease of 28 Matai Bay Road to FENZ.
Total received: 6
Against: 0
In support: 6
Names and contact details of submitters have been withheld for privacy reasons.
1) My
wife and I are local Far North ratepayers, 45 Tokerau Beach Rd, we agree with
the lease so a new fire station may be built.
2) I
support the 33 year lease for the fire department, however as flat community
recreational space is limited in the area and the nearby community growing, I
suggest that the access to the rest of the recreation area is kept fully open
for the public (in accordance with the Act for recreational reserves). It would
be great if some public play space was developed for youth and their caregivers
there.
3) An
improved fire station is needed by the expanding community. It is a
safety thing.
4) I
own a bach in the area and support the fire station and their needs. The
area is at high fire risk and I want them to have whatever infrastructure they
need to support their fire fighting efforts.
5) The community needs to be supported by an updated fire facility given the constant high fire danger of the peninsular. The fire station is also a community hub which brings pride to Whatawhiwhi and the wider community.
6) Because they provide essential services and deserve a flash new building in my opinion! I'm very happy to hear this is in the works. Aroha mai I cannot meet in person, but I'm sure a rep from my Wi-Kaitaia or Stephens whanau will be there.
13 August 2020 |
6.3 Nothing But Net Far North Digital Strategy
File Number: A2930340
Author: Ana Mules, Team Leader - Community Development and Investment
Authoriser: Darrell Sargent, General Manager - Strategic Planning and Policy
Purpose of the Report
To present the Nothing But Net Far North Digital Strategy to Council for adoption.
Executive Summary
· There is an increasing reliance on digital and those without connectivity or the skills to use it risk getting further left behind.
· The COVID-19 pandemic and resulting nationwide lockdown further exposed the digital divide across Northland.
· This digital strategy & action plan was developed with input from internal and external reference groups and the public via a digital campaign called Nothing But Net.
· The strategy recommends immediate actions to address the digital divide in the Far North.
· The Strategy and Policy Committee considered this report at their meeting on 30 July 2020 and makes the following recommendation to Council.
That Council a) adopt the Nothing But Net Far North Digital Strategy and commits to delivering on the actions in the plan as part of the 2021-2031 Long Term Plan. b) note that a progress update report be provided to the Strategy and Policy Committee, in alignment with the 2022/2023 Annual Plan to track progress.
|
Background
The digital divide is the gap between those who have connectivity and the skills to use it and those who do not. It is the result of inadequate or lacking digital infrastructure, difficulties in access and affordability, poor digital literacy and capability and relevance. The COVID-19 pandemic and resulting nationwide lockdown has further exposed the digital divide across Northland.
In response to the digital challenges faced by our communities in lockdown, and while connectivity and digital skills were top of mind, staff considered it an opportune time to start a conversation about how we could become a more digitally enabled district. Using co-design methodologies and a new and innovative online engagement tool (Video Ask), people were asked a series of questions that linked the 4 wellbeing’s and digital connectivity.
Called ‘Nothing But Net’, engagement ran for a 2-week period (1 May - 15 May) and 118 full and complete responses (i.e. all 9 questions answered) were submitted over this time. Hundreds more submitted answers to a few questions only or simply ‘clicked through’ to find out more. There were well over 1000 individual responses in total.
In addition to the qualitative data collected through Nothing But Net, the Northland Digital Enablement Group’s annual Broadband Speed Test Surveys (2016-2020) provide quantitative data on broadband speeds and insight into ongoing infrastructure challenges. Both these pieces of work actively involved key stakeholders, enabling and empowering the people affected by the issues to contribute to developing the solutions, and they have helped inform this piece of work, the Nothing But Net Far North Digital Strategy.
The ‘Nothing But Net’ strategy and action plan is a 3.5 year plan that that will be used to support our district’s digital future by directly addressing the digital divide. Internal and external reference groups have been established to provide feedback and guidance and care has been taken to ensure Nothing But Net meets the immediate needs of our communities.
The strategy content and structure is a direct result of community contributions and an external reference group of industry professionals. The final draft was presented back to all contributors for refinement. This iterative, co-design process has ensured the resulting document is fit for purpose and reflects the ideas and aspirations of our communities.
Discussion and Next Steps
Eliminating the digital divide in the Far North will take many hands but with a strategy, organisations and individuals can work together towards the shared goals of ensuring that everyone is empowered by digital technology, our economy is supported, and no one is left behind.
Staff ask that Council adopts the Strategy and commits to delivering on the actions in the plan as part of the 2021-2031 Long Term Plan.
When submitted to the Strategy and Policy Committee. The Committee requested that a progress report in alignment with the 2022/23 Annual Plan process (approx. 18 months). The report to Council includes that in the recommendation to formally note this.
Financial Implications and Budgetary Provision
There are no financial implications.
1. NBN Final Version Strat and Policy Committee 3 July 2020 - A2912339 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low degree of significance. Initiatives/budget items allocated as a result of the strategy may be considered significant but this will happen as part of Long Term or Annual Planning. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Legislatively, this strategy speaks to community wellbeing and the purpose of local government. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
District-wide relevance. Community Board views have not been sought. An external reference group of industry professionals contributed significantly. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
Targeted engagement with iwi/hapu was not carried out in the development of the strategy but iwi leaders were provided with a copy of the draft and their feedback invited. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
Digital connectivity is an issue that attracts a lot of attention in the Far North. Almost every household will be affected by the outcomes of this strategy once it has been implemented. |
State the financial implications and where budgetary provisions have been made to support this decision. |
None. Future costs for the implementation of the strategy will be taken through long term and/or annual planning processes. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
6.4 Kerikeri Sports Complex Proposed Playground
File Number: A2878825
Author: Jeanette England, Assets Manager - District Facilities
Authoriser: Andy Finch, General Manager - Infrastructure and Asset Management
Purpose of the Report
To seek approval from Council for the Kerikeri Sports Complex Incorporated to build a new playground at the Kerikeri Sports Complex.
Executive Summary
· Kerikeri Sports Complex Incorporated (KSCI) applied to the Bay of Island-Whangaroa Community Board (BWCB), through their Local Community Grant Fund, for funding for a Stage 1 – Consultation and Design Business Plan for a new playground (refer attached Application Form and Report).
· The BWCB granted $10,000 for this purpose, resolution 2019/102 refers.
· Under the Community Board delegations, the BWCB now provides a recommendation to Council, in respect of this application, for the use of part of this reserve to install a playground, as it is not listed in the existing Reserve Management Plan (RMP).
That Council: a) approve Kerikeri Sports Complex Incorporated permission to build a new playground on a District Wide Significant Asset located at 71 Waipapa Road, Kerikeri. b) note the requirement for a monthly operational expenditure of $600 annually (GST exclusive) for the Community Services and Maintenance Contract, to be added to the 2021/2031 Long Term Plan. |
1) Background
The KSCI attended the 23 September 2019 meeting of the Bay of Island-Whangaroa Community Board meeting to seek funding to pay for the Consultation and Design Business Plan for a new playground on part of the reserve land at 71 Waipapa Road, Kerikeri.
The KSCI is supported by the Kerikeri Netball Centre and Kerikeri Rugby Club and they are seeking approval to establish a new, purpose-built playground within the grounds at the Kerikeri Sports Complex. The playground is intended to become a valuable public asset for the Far North District.
The primary target user groups include children scheduled to play netball or rugby on the grounds, and any siblings or other family spectators; children of adults who come to play either code and members of all ages of the wider community, particularly those located within walking, cycling, or short driving distance from the facility. However, community consultation is considered vital to ensure that the primary objective - use of the facility by a wide cross section of the community - is achieved. Without predetermining community feedback, in addition to providing entertaining and educational activities for children of all ages, the space could also be used for boot camp or other fitness groups through the inclusion of benches and other fixed fitness equipment.
The Kerikeri Sports Complex is listed as a District Wide Significant Asset, which requires the landowner to approve any improvements to this site. A Reserve Management Plan (RMP) is in place for this site; however this RMP has never been formalised under the Reserves Act 1977 and the playground is not listed in this RMP.
2) Discussion and Options
This project meets community outcomes in respect to “Communities that are healthy, safe, connected and sustainable” and “Proud, Vibrant Communities”.
Option 1
Do not approve this playground until such time as an RMP can be formalised under the Reserve Management Act 1977; however this is a protracted process requiring public consultation and is not recommended at this time.
Option 2
To approve the building of the playground in the location identified in the attached report. All costs associated with the building of this playground will be met by KSCI. This is the preferred option.
This playground, once built, will need to be added to Council’s fixed asset register and operating costs included in the 2021/31 LTP.
Reason for the recommendation
Staff do not have any objections to this playground being built and maintained to the Playground Safety standards and consultation with affected parties is undertaken prior to construction.
3) Financial Implications and Budgetary Provision
There are no capital costs to be incurred by Council. The estimated increased cost of maintenance and operations is $600 annually.
1. Kerikeri Sports Complex Incorporated Proposed Playground - A2878823 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Communities that are healthy, safe, connected and sustainable and Proud, Vibrant Communities. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
This reserve is listed as “District Wide Significance” and the report includes a recommendation from the Bay of Islands-Whangaroa Community Board. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
The members of the Sports Codes running this project have undertaken consultation with users of the site. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
This playground should be designed to cater for persons with disabilities. |
State the financial implications and where budgetary provisions have been made to support this decision. |
Financial implications for this playground will be a monthly operations cost of $50. This will be added to the 2021/31 LTP. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
6.5 Charges for Waste Water Treatment Houhora Heads Motor Camp
File Number: A2920838
Author: Janice Smith, Chief Financial Officer
Authoriser: Andy Finch, General Manager - Infrastructure and Asset Management
Purpose of the Report
To obtain approval from Council for unbudgeted capital expenditure of $86,000 to replace the sand required at the Houhora Heads wastewater treatment site.
To obtain a decision from Council on the fair distribution of the operational expenses for the wastewater treatment plant at Houhora Heads between FNDC and the Houhora Heads Motor Camp lessee.
Executive Summary
· The Houhora Heads wastewater treatment facility serves both the Houhora Campground and Council owned public toilets.
· Council has recently been made aware that the replacement of filtration sand at the Houhora Heads wastewater facility is required. No budget has been allocated in the Annual Plan.
· Council is asked to approve unbudgeted capital expenditure of $86,000 to undertake this work.
· In February 2020 Council resolved to grant a 21-year lease with right of renewal on the Houhora Heads campground at market rent.
· The General Manager Infrastructure & Asset Management was authorised to negotiate the terms and conditions of the lease.
· Houhora Heads Motor Camp cannot enter into a long-term lease until uncertainty over the future charges for wastewater treatment are resolved.
· Council is asked to determine a fair proportion of outgoings for the cost of wastewater treatment for the Houhora Heads Motor Camp to ensure fair treatment across all motor camps in the district.
a) approve unbudgeted capital expenditure of $86,000 to replace the sand in the filters at the Houhora Heads wastewater treatment site to enable the safe treatment of waste along with the cost of the dispose of the contaminated sand. b) agree that the Houhora Heads Motor Camp make annual contribution towards wastewater treatment at Houhora equivalent to the connected rate of the Kaitaia sewerage scheme. c) agree that future charges to the Houhora Heads Motor Camp are determined on this basis for the duration of the lease period. |
1) Background
The objective of Council Policy #5020 Council Owned Campgrounds is “to ensure that Council-owned campgrounds are retained to provide an affordable coastal holiday experience while minimizing the cost to the ratepayer”.
Council owns campgrounds in Russell, Tauranga Bay and Houhora Heads. To encourage investment in the infrastructure expected in a modern campground, Council provides long term leases with rights of renewal where the lessee has demonstrated they wish to make further investment. To reduce confusion over the responsibility for maintenance and renewal of existing improvements on the campground, Council owned improvements are transferred to the lessee. Both the Russell and Tauranga Bay campgrounds have long term leases in place whereby all improvements are owned by the lessee.
In February 2020 Council resolved to grant a 21-year lease with right of renewal on the Houhora Heads campground and transfer ownership of its improvements to the lessee for $1.00.
6.7 Deliberations Houhora Heads Motor Camp Lease Agenda item 6.7 document number A2827687, pages 95 - 99 refers |
Resolution 2020/1 Moved: Cr John Vujcich Seconded: Mayor John Carter That: a) Council, subject to S54 of the Reserves Act 1977 grants a lease on Lot 1 & 2 DP 402482 Identifier 408100, to the current lessee Houhora Heads Motor Camp Limited and that the term of the leases shall be: Initial Term: 21 years Right of Renewal: One further term of 21 years b) Council authorises the General Manager Infrastructure & Asset Management to negotiate final terms and conditions for such lease, which shall be on industry practise commercial terms, at market rent and in accordance with Council policy #5020 - Council-Owned Campgrounds. c) an additional clause be added to the lease agreement, stating that no further temporary living places (structures), as referred to in the Camping Grounds Regulations Act 1985, shall be erected without landlord approval, which shall not be unreasonably withheld. d) Council transfers ownership of its remaining improvements to the lessee for $1.00 and writes off the book value against retained earnings. e) Far North District Council, in its role as administering body of the Houhora Heads recreation reserve and as the delegate for the Minister of Conversation, subject to the provisions of the Reserves Act 1977, grants and consents to a new lease of the Houhora Heads recreation reserve being Lot 1 & 2 DP 402482, Identifier 408100 and comprising approximately 6.38ha of land to Houhora Heads Motor Camp Limited f) that the term of the lease shall be: i) Term: 21 years plus one Right of Renewal of 21 years ii) Area: Approximately 6.38ha being Lot 1 & 2 DP 402482 - Identifier 408100 as highlighted on the aerial plan attached as Attachment 2. iii) Further Terms & Conditions: standard industry practise commercial terms, at market rent to be determined by valuation. Carried |
The General Manager Infrastructure & Asset Management was authorised to negotiate the final terms and conditions of the lease.
The Houhora Heads campground is connected to a wastewater treatment facility that is located some distance away from the campground and serves both the campground and the Council owned public toilets adjacent the campground and public boat ramp (Attachment 1 – Location map Houhora Heads). The facility is not considered a public reticulated wastewater disposal system and as a result no sewer rates are charged to the Houhora Heads campground.
Approximately 18 months ago, the Houhora Heads Motor Camp lessee approached Council in relation to the replacement of sand used in filters at the treatment facility for the site. It was identified that no maintenance or replacement of the sand had been done for some time and that it had reached the end of its life and the solution could fail. This was particularly concerning at the start of the last summer season and concerns were raised again to replace the sand.
The composition and grading of the sand are detailed in the design specification for the treatment facility. It has taken time to find a suitable replacement product as the original supplier is no longer in business.
The cost for disposal and replacement of the sand is approximately $86,000. This is not currently included in the capital budgets and approval for unbudgeted expenditure is therefore required.
Council staff estimate the ongoing operational cost of the wastewater treatment at approximately $70,000 per annum. Council staff have considered that ideally this cost should be shared between FNDC and the Houhora Heads campground based on flow rates of the public toilets and the campground toilets. However, in order to determine these flow rates measuring devices would have to be installed and monitored for a full year. This would be an additional cost over and above the cost indicated above.
It should be noted that the resource consent for the existing wastewater treatment expires in November 2025 however, it is not anticipated that any significant upgrades will be required.
In the Far North District three campgrounds are connected to a public reticulated wastewater disposal system. Campgrounds are an operational charge and capital rates for the first two pans and then a lower operational and capital rate per subsequent pan. The capital rates differ for each scheme.
The sewerage portion of the rates for these three camping grounds are as follows:
· Russell Top 10 (23 toilets/pans) $14,107.73
· Kerikeri Holiday Park (30 toilets/pans) $16,547.47
· Whatuwhiwhi Holiday Park (7 toilets/pans) $3,441.06
Based on this formula and using the Kaitaia sewerage scheme charges the rates for the Houhora Heads Motor Camp (16 toilets/pans) would be $ 7,622.91 per annum.
2) Discussion and Options
Council Policy #5020 Council Owned Campgrounds states that Council wants to ensure that Council-owned campgrounds are retained to provide an affordable coastal holiday experience while minimizing the cost to the ratepayer.
In making its decision, Council must consider its policy objectives against the financial viability of the campground in this relatively remote location as well as the economic benefits it brings to the area.
Unbudgeted capital expenditure of $86,000 is required to replace the existing sand to ensure that the Council owned treatment facility continues to operate in accordance with the design specifications for the plant.
For the on-going operational and maintenance costs it is suggested that only “a fair proportion” of the cost to maintain the Houhora Heads wastewater treatment is charged to the campground. There are three potential options:
Option 1
Council could charge pro-rata, based on actual flow rates for the public toilets and the campground. However, measuring equipment would need to be installed and due to the seasonal nature of the usage it will take a full year of monitoring to determine these flow rates.
Option 2
Council could split the actual operational cost which is estimated to be $70,000 +gst per annum 50/50 with the campground. This is unlikely to be acceptable to the operator.
Option 3 (recommended)
Council could charge the equivalent of what the campground would pay in rates if was connected to a public reticulated wastewater disposal system. Based on the Kaitaia sewerage scheme and charges for 16 toilets/pans this would be $7,622.91.
Reason for the recommendation:
Unbudgeted capital expenditure
The required maintenance for the wastewater treatment solution has not been carried out for some time, and the funds needed to replace the sand in the filters have not been included in the Annual Plan. Additional unbudgeted expenditure of $86,000 is required in 2020/21. Finance have confirmed that this is a capital cost. Wastewater Charges Campground
Option 3 ensures fair treatment across all campgrounds in the district.
Charges are based on the way campgrounds and other hospitality providers are rated and Council has the ability to change/increase these over time. It gives the campground operator a reasonable amount of certainty on the financial viability of the campground now and in the future. It will allow early resolution of the lease negotiations.
3) Financial Implications and Budgetary Provision
As the required maintenance for the wastewater treatment solution had not been carried out for some time, the funds needed to complete this work were not included in the Annual Plan. In order to return the site to the design specifications, additional unbudgeted capital expenditure of $86,000 is required in 2020/21. The required ongoing maintenance costs will be included in future budgets.
As Houhora does not have a reticulated scheme, the operational costs of the Houhora wastewater solution (which services the motor camp and the public toilets) are included in the district wide operating cost for wastewater. The inclusion of the balance of maintenance requirement for the Houhora treatment solution (based on Option 3 above) would increase the rate by $6.07 (GST inclusive).
1. Location Map Houhora Heads - A2924173 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Policy 5020 – Council owned campgrounds. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
The views of the Community Board have not been sought. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
There are no implications specific to Māori. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
The campground operators have made it clear that to maintain financial viability the charges must be fair and reasonable. |
State the financial implications and where budgetary provisions have been made to support this decision. |
Refer to Financial implications and Budgetary provision. |
Chief Financial Officer review. |
The Chief Financial Officer prepared this report. |
13 August 2020 |
6.6 Approval for an Agile Procurement Strategy
File Number: A2925358
Author: Tania George, EA to GM - Infrastructure and Asset Management
Authoriser: Andy Finch, General Manager - Infrastructure and Asset Management
Purpose of the Report
To seek approval for a more agile procurement strategy for the provision of professional services and construction services for the Infrastructure and Asset Management business unit.
Executive Summary
· In 2018 staff received approval from Council to procure the services of a Professional Services Panel for the Infrastructure and Asset Management business unit.
· The procurement environment has changed dramatically since that initial paper to Council was approved. This is mainly due to a change of Government Procurement Rules, the impact of COVID-19 and the central government economic recovery packages centered around Ministry of Business, Innovation and Employment (MBIE) funded projects.
· Demand for professional services and construction services will be dramatically increased by the infrastructure driven economic recovery process.
· Council staff seek approval to implement a more agile and efficient procurement strategy for the procurement of Professional Services and Construction Services.
· Council staff seek approval to raise the Chief Executive Officers Financial Delegations to provide a more efficient response to market driven requirements.
That Council: a) delegate, to the Chief Executive Officer, the authority to Direct Award Professional Services contracts up to a value of $500,000 per contract for MBIE funded projects for a period of three years, effective 13 August 2020. b) delegate, to the Chief Executive Officer, the authority to award construction contracts for all MBIE funded projects for a period of three years, effective 13 August 2020. c) approve Agile Procurement Strategies for MBIE funded projects only, effective 13 August 2020. d) instruct the Chief Executive Officer to provide a quarterly information only report to the Council for MBIE funded procurement activity. e) review the efficiency and effectiveness of these strategies three years after approval. |
1) Background
Infrastructure Assets Management is responsible for the effective management of existing and delivery of new infrastructure across the region.
In particular the capital works and renewals programme included within the Long-Term Plan, for 2020/2021- $60,000,000.
In addition to the capital works and renewals programme Far North District Council has applied for funding from the Crown Infrastructure Partners to gain funding for nineteen identified projects that the Infrastructure & Assets Management Team believe best fulfils the criteria, sixteen of these were fully compliant or very close to compliant, these include the following:
1. Kaitaia Water Project (Sweetwater)
2. Kaitaia Asbestos / Cement Pipe Replacement
3. Mangonui Broadway Development
4. Taipa Treatment Plant Upgrade
5. Kerikeri Airport Extension
6. Paihia Water Supply Project
7. Waitangi & Haruru Pump Station Upgrades
8. Te Hiku o te Ika Revitalisation - Paths and Walkway projects
9. Kaitaia Flood Resilience Works
10. Enhanced Maintenance Programme
11. NM 10 Project – Kaikohe
12. Seal Extension Programme
13. Paihia Waterfront Development
14. High Risk Rural Roads Programme
15. Active Modes Programme
16. Ruapekapeka Road
and the following:
17. West Coast Road – Flood Resilience Works, Panguru
18. The Southern Animal Shelter Refurbishment
19. New Northern Animal Shelter Project
To assist the Infrastructure Assets Management Team in delivering projects effectively and in a timely manner, the table below highlights the required services that need to be sourced to assist with project delivery.
Professional Services Category |
Required Services |
Project Management |
· Programming · Tendering · Contract & Construction Management · Project Management · Probity Services |
Technical Services |
· Asset Management · Condition Surveys · Geotechnical Engineering, Investigation and testing · Structural Engineering · Monitoring, Surveillance & Quality Assurance · Quantity Surveyor / Cost Estimation · Scheme Assessment · Topographical Survey · Transport Engineering |
Design Services |
· General Design services for 3 Waters, small building and facilities and roading |
General Services |
· Peer Reviews · Planning & Consenting (including applications) · Public Consultation · Engineer to Contract & Engineer’s Representative |
2) Discussion and Options
The procurement landscape has changed dramatically in a post COVID-19 environment. The demand for Professional Services and Construction Services throughout New Zealand will increase exponentially due to the central government Infrastructure lead economic recovery strategy.
The traditional procurement approaches such of a formal Professional Services Supplier Panel or traditional construction procurement methodologies may not be agile or flexible enough to secure Professional Services providers and Construction companies in a high demand, high velocity environment.
FNDC will be in direct competition with all other local government bodies and the private sector to secure providers in a very constrained market.
FNDC staff are seeking approval to temporarily increase the Delegated Financial Authority to the Chief Executive Officer and to adopt more agile procurement approaches to mitigate supply market risk.
The adoption of more agile procurement practices may result in a slight upward adjustment to the procurement risk profile however this is a minor risk consideration in comparison to the risk and impact of losing government funding due to the lack of agility in securing professional service and construction providers. This is a serious risk and could lead to the positive outcomes that may be delivered through this funding channel not be fully realised for the citizens and ratepayers of the Far North. This risk can be effectively mitigated through the engagement of external probity assurance services.
Professional Services
Option One (Preferred Option):
To enable faster, more agile approach to securing Professional Service providers, it is proposed to delegate, to the Chief Executive Officer, the authority to Direct Award Professional Services contracts up to a value of $500,000 per contract for a period of three years.
The traditional procurement approach of a formal Supplier Panel or individual competitive commissions will not be agile or flexible enough to secure Professional Services providers in a high demand, high velocity environment.
Option Two:
Maintain a traditional approach to the procurement of Professional Services which, in the current environment, may result in the risk of funding withdrawal, project delays or non-delivery of projects.
Professional Services Procurement value exceeds $100,000 and is less than $500,000:
· An offer of service i.e. quotation shall be sought from capable and willing professional services suppliers (shall engage the market in seeking three).
· To determine best value for money: to benchmark against current FNDC rates and All of Government Consultancy Services rates as to ensure that a competitive tension remains.
· All procurements shall have allocated budgets prior to engaging the market.
· FNDC shall employ the New Zealand Standard contracts when sourcing professional services within the market.
· Supplier performance will be assessed for each project.
Professional Services Procurement value exceeds $500,000
If the value of services exceeds $500,000, FNDC will refer to the standard procurement procedures as demonstrated within FNDC’s Procurement Manual.
Current FNDC’s Procurement Process
Dollar Value |
Procurement Approach |
Approval Mechanism |
Approver |
Under $100,000 |
Direct Award Closed Tender to three known, willing and capable suppliers Open Market Tender Supplier Panel
|
Procurement Plan & Supplier Selection Recommendation Report |
Delegated Financial Authority |
$100,000 - $200,000 |
Closed Tender to three known, willing and capable suppliers Open Market Tender, Supplier Panel |
Procurement Plan & Supplier Selection Recommendation Report |
Delegated Financial Authority |
Above $200,000 |
Open Market Tender |
Procurement Plan & Supplier Selection Recommendation Report |
Delegated Financial Authority |
General Manager of Infrastructure Asset Management can approve a direct award to the value of $100,000.
Construction Contracts
Option 1 (Preferred Option)
It is proposed to delegate the authority to award Construction Contracts tor MBIE funded projects to the Chief Executive Officer for a period of three years.
Procurement Plans for all MBIE funded construction projects will be approved by the relevant DFA or the Tenders Panel.
Reporting of completed procurements and contracts awarded will be made to the Council meeting on a quarterly basis.
As a progressive Council, we recognise the need to be agile with the ever-changing landscape across the nation and globally. We understand that there are a significant amount of infrastructure projects that will land in our district over coming months, and the supplier market must be supported to help deliver these projects. On the basis of building a strong partnership with our supplier base, we will explore options for agile procurement, whilst ensuring that we do this in a fiscally prudent and compliant manner.
We envisage collaborating with our existing supply market to leverage the procurement opportunities that will arise through the COVID 19 recovery phase. Council will also need to look outside of our traditional supply markets to ensure that there is sufficient capacity to deliver the programme.
This will require a shift in thinking from the traditional procurement and “master/slave “contracting models to a focus on engaging Delivery Partners. Generating innovative outcomes will require different types of relationships and governance arrangements.
The attached documentation from MBIE provides guidance on Rapid Mobilisation for construction projects. The guidance has been developed to support economic and social recovery from COVID-19, in a way that also supports the Construction Sector Accord’s goals to transform the construction sector for the better.
Construction and infrastructure projects have the potential to create jobs, develop skills, unlock businesses’ potential, support communities, enhance our built environment and help set New Zealand up for a sustainable and more inclusive future.
Possible Agile Procurement Strategies
· Direct Award contracts for low risk, low complexity works up to a value of $1,000,000
· Bundling of Works
· Design/Construct
· Early Contractor Involvement
· Alliance partnering
· Relational Partnering
· Expression of Interest followed by shortlisted Competitive Dialogue
Standardised construction contracts with appropriate Special Conditions should be used where possible.
Option 2
Maintaining a traditional approach to the procurement of Construction Services which, in the current environment, may result in the risk of funding withdrawal, project delays or non-delivery of projectsReason for the recommendation
The procurement landscape has changed dramatically in a post COVID-19 environment. The demand for professional services throughout New Zealand will increase exponentially due to the central government Infrastructure Lead Economic Recovery Strategy.
The traditional procurement approach of a formal Supplier Panel or two stage procurement approach will not be agile or flexible enough to secure Professional Services providers in a high demand environment, high velocity environment.
FNDC will be in direct competition with other local government bodies and the private supply market to engage providers in a very constrained and volatile market.
3) Financial Implications and Budgetary Provision
It is anticipated that the total volume of professional services contracts to be channelled through this method will be in excess of $3 million per annum.
All procurements shall have allocated budgets prior to engaging professional services suppliers.
Construction spend will be dependent on central government funding allocation.
1. Construction Sector Accord Rapid Mobilisation Playbook - A2930773 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
FNDC Procurement Policy / Procurement Manual, Financial Delegations Register. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
This issue is of district wide relevance. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
N/A. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
N/A. |
State the financial implications and where budgetary provisions have been made to support this decision. |
All projects will have allocated budgets prior to engaging professional services. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
6.7 Remits for Consideration at the 2020 LGNZ AGM
File Number: A2920655
Author: Aisha Huriwai, Team Leader Democracy Services
Authoriser: William J Taylor MBE, General Manager - Corporate Services
Purpose of the Report
To provide Council with an opportunity to consider its position on each of the remits for consideration at the 2020 Local Government New Zealand Annual General Meeting.
Executive Summary
· 11 remits are included for the 2020 LGNZ AGM agenda.
· His Worship the Mayor will be attending the LGNZ AGM with voting rights on behalf of Far North District Council.
· Adopted remits become LGNZ Policy.
· The AGM is scheduled for 21 August 2020.
· The Far North District Council vote is worth 5 votes in accordance with the LGNZ constitution.
That Council: a) agree the following stances to inform His Worship the Mayor’s vote for remits at the 2020 Local Government New Zealand Annual General Meeting:
b) note that Deputy Mayor Court and Councillor Tepania will also attend the Local Government New Zealand Annual General Meeting as observers. |
1) Background
Each year LGNZ calls for proposed remits to be considered at their Annual General Meeting. Nominating Councils must have endorsement from 5 other Councils. The AGM votes on these proposals and adopted remits become LGNZ Policy. Remits fall under the delegation of the Strategy and Policy Committee to consider. This report has been submitted directly to Council due to time constraints.
There were an additional 2 remits submitted. The LGNZ Remit Screening Committee has referred one of them to National Council for action rather than at the AGM and the second remit was declined. Remits can be referred directly to National Council if they are already part of the LGNZ work programme or are technical in nature.
His Worship the Mayor will be attending the LGNZ AGM and will be able to put forward the view of the Far North.
2) Discussion and Options
The proposed remits are briefly summarised in the table on the following page. Subject matter expert staff have provided comment and a recommendation on whether His Worship the Mayor should vote for or against each remit at the AGM.
Ordinary Council Meeting Agenda |
13 August 2020 |
# |
Remit |
Requests |
Vote |
Why |
1 |
Public Transport support |
· That LGNZ: • Acknowledges the Government for its recognition during COVID-19 of public transport as an essential service; • Acknowledges the strong financial support provided by the Government through Waka Kotahi NZTA during the COVID-19 Alert Levels, that enabled councils to continue to provide public transport for people providing essential services and transport for the public to receive essential services up to 30 June 2020; • Recognises that councils will continue to be under significant financial pressure to maintain the viability of public transport under current FAR rate settings for many months during the recovery phase from COVID-19; and • Calls on the Government to work with councils to maintain the financial viability of public transport during the recovery phase of COVID-19.
|
Abstain |
NTA staff advise that a recent announcement from central government negates the need for this remit.
|
2 |
Housing Affordability |
That LGNZ: • Calls on the Government to introduce legislation that would fully enable councils to address housing affordability in their communities through a range of value uplift and capture tools, one such tool being ‘inclusionary zoning’; • Seeks to establish a working group on affordable housing, comprising of relevant/affected councils, central government (MHUD, Kāinga Ora, MSD), iwi, and the community housing sector; and • Advocates to central government for an affordable housing National Policy Statement to be developed. |
Support |
· Access to affordable housing is considered an issue in the Far North, however more study has to occur to understand the extent of the same in order to allow a considered response. Generally, there is a shortage of rental housing, while home ownership remains unaffordable to many, particularly relating to broader concerns about equity. · FNDC will be supportive of enabling legislation which would remove barriers to creating affordable, starting with the provision for zoning. However, FNDC questions the rationale for the development of yet another National Policy Statement, which would address a planning issue in isolation of its contextual influences, and which further complicate the implementation of non-integrated policy through local regulation. Furthermore, FNDC has over recent months undertaken numerous studies to understand the need to provide for development capacities where local pressures exist to align extended zoning with the supply of local infrastructure to service such new developments. Further costs will be incurrent in the implementation of yet another NPS to develop a comprehensive and compliant district plan; these costs will be passed on to ratepayers through required Council budgets. · From an implementation point of view it is considered that New Zealand’s planning discussions must be framed in a manner that avoids the complication that numerous overlaid National Policy Statements bring to create local regulation. FNDC suggests the inclusion of affordable housing provisions through the Urban Development Capacity NPS, particularly in light of the Future Development Strategies (FDS) captured in that document. FDS, or other mechanisms already available to local government such as structure plans or area plans, may contain policy to provide for housing mix that enables multi-family developments, apartments or row housing through to semi-detached developments and estate-style single family developments. Redevelopment plans may capture brownfield or infill development. · FNDC considers that provisions for inclusionary zoning or similar provisions should commence with the development of future development strategies or structure plans, i.e. planning tools which allow investors, developers and the community certainty of need and demand and how this will be best provided for. Furthermore, such zoning provisions may have to be complemented with incentives or credits to enable in particular small lot or infill development to bring about greater density, particularly where large scale land assembly is constraint. · The proposal to have financial contributions vested to nominated housing land trusts and the implementation such would have to be further explained. The contribution of funds has the potential to reduce cost competitiveness to those having to pay this contribution over and above that that is required to pay for infrastructure contributions, or the split in contribution will reduce the availability of such funds to infrastructure upgrades, which would be required to address the effects of increased density. · Overall, FNDC supports further studies which may result in the recommendation of a National Policy Statement to consider inclusionary zoning or alternative provisions. FNDC would prefer for such provisions to be integrated with the NPS-Urban Development Capacity. Should a National Policy Statement create discretionary requirements, we foresee potential issues with challenges to the Environment Court or weak and ineffective barriers to development. |
3 |
Returning GST on Rates for Councils to Spend on Infrastructure |
That LGNZ: • Request that the Government use the appropriate mechanisms to enable the 15 per cent Goods and Services Tax (GST) charged on rates be returned to councils to spend on local or regional infrastructure projects. |
Against |
It would be more practical to reduce the tax burden on the ratepayers by not having GST on rates at all. The Government should identify a more practical financial response to infrastructure issues that reflects each authorities situation rather than assuming that GST is sufficient. |
4 |
Natural Hazards and Climate Change Adaptation |
That central government undertakes, in collaboration with all of local government, a comprehensive review of the current law relating to natural hazards and climate change adaptation along New Zealand's coastlines, and coordinates the development of a coastline strategy for the whole of New Zealand which would cover: the roles and responsibilities of territorial authorities, regional councils and central government; greater direction on an integrated approach; and development of principles for “who pays”. |
For |
· FNDC supports this remit. Natural hazards and climate change are complex issues with many functions and responsibilities not clearly laid out between District and Regional Councils, creating considerable inertia in understanding who will work with communities on managed retreat; hazard management is still very much a responsibility of regional councils while community planning lies with district councils. · Over the years, the legislative framework has changed substantially, particularly through the enactment of the Climate Change Response (Zero Carbon) Amendment Act however at this point in time there is insufficient direction as to how manage natural hazards and climate change adaptation, particularly as it relates to the funding and prioritization of projects. Implementation guidance is limited to Coastal Hazards and Climate Change (2017), which forms the basis for DAPP approaches, but which are not mandatory. · Statutory guidance for the development of a strategy is existing through the New Zealand Coastal Policy Statement, mandated through section 57 of the RMA. The NZCPS recognises that activities in the coastal environment are susceptible to the effects of natural hazards such as coastal erosion, flooding and tsunami and that some natural hazards will be exacerbated by climate change and will increasingly threaten existing infrastructure, public access and other coastal values as well as private property. Policies 24 to 27 of the NZCPS direct a range of actions to identify and manage natural hazard risk in the coastal environment. In summary, the NZCPS seeks to ensure that coastal hazard risks, taking account of climate change, are managed by locating new development away from areas prone to such risks and considering responses, including managed retreat, for existing development in this situation; and protecting or restoring natural defences to coastal hazards. · District plans must give effect to Regional Policy Statements as required by Section 75(3) of the RMA The Northland RPS requires subdivision and land use (including development) to minimise the risk of natural hazards, with a particular focus on activities within flood plains and areas affected by coastal hazards. As part of this process, the regional council have undertaken extensive assessment, identification and mapping of flood and coastal hazards within the region. Most of the flood mapping and most urban coastal settlements have been assessed within the Far North District, however there are still extensive stretches of the coastline and rivers that are yet to be assessed and mapped. · The current framework for the management of natural hazards and climate change set through the RMA is only triggered at the time of development, use or subdivision and is largely to do with how Councils will regulate within these natural hazard areas. Conditions of consent can include adaptation measures i.e. managed retreat, however this only deals with site specific development, rather than a wider community context where adaptative management approaches need to be considered. This framework also leaves the issue of roles and responsibilities (of territorial, regional or central governments); allocation of costs, liability; and adaptive management approaches unaddressed. For an effective process to be established the roles and responsibilities of each government level need to be identified and resourcing allocated at each level. Councils are at the coal face dealing with these issues, but in no way have the resources (people or money) to effectively address the issues. |
5 |
Annual Regional Balance of Transfers |
That LGNZ: • Work with Treasury, Statistics New Zealand and other government agencies to develop an annual regional balance of transfers to show how much each region contributes in taxes and how much each region receives in government funding. |
Against |
This is more work for the local authorities and I am not sure there is any benefit. |
6 |
Local Government Electoral Cycle |
That the local government electoral cycle be extended from three to four years. |
For |
This remit was supported by the Far North District Council at the Zone One meeting where it was tabled (25th May 2020). The pros and cons to extending the electoral cycle are well articulated and would therefore ensure robust analysis is undertaken if the remit is adopted by the LGNZ AGM. |
7 |
Water Bottling |
That LGNZ works with the Government to: 1. Place a moratorium on applications to take and/or use water for water bottling or bulk export; 2. Require and enable regional councils to review inactive water bottling consents, with a view to withdrawal of the consent and discourage consent ‘banking’; 3. Undertake an holistic assessment of the potential effects of the current industry, its future growth and the legislative settings that enable Councils to effectively manage those effects; and 4. Initiate a comprehensive nationwide discussion on the issue of water bottling and implement any changes to legislation and policy settings as required. |
Abstain |
Consent ‘banking’ of all types is discouraged. The RMA is the appropriate tool to consider the effects of activities on the environment (including people). There are no known consents for water bottling in the Far North. We support a holistic assessment of potential effects (positive and negative) We support a comprehensive nationwide discussion on the issue. |
8 |
Quorum When Attending Local Authority Meetings |
That LGNZ: • Requests central government amend legislation to enable elected or appointed members, connecting remotely to a public council meeting, be included in the quorum. This would provide an option for local authority meetings to be held completely remotely, if required. |
Support |
Agree that in principle this provides greater flexibility for members to attend in extenuating circumstances and ensures that no meetings lapse due to lack of quorum. |
9 |
Use of Macrons by Local Authorities |
That LGNZ: • Work with central government to put in place a simplified process for the addition of macrons to council names if requested by that council or its community. |
Support |
This remit does not affect the Far North District Council. However we are not opposed to LGNZ working with central government to further investigate the issue of correct use of Te Reo Māori. |
10 |
Rates Rebates for Low Income Property Owners |
That the Government lift the level of rates rebates available for low and fixed income property owners – with yearly increases taking into account the cost for inputs into local government services. |
Support |
This would support our most affected communities and residents |
11 |
Local Government CO2 Emissions |
That the Government implement an independent scheme, based on the United Kingdom model operated by the Department of Business, Energy and Industrial Strategy, to measure and report on carbon emissions at a district level. |
Support |
· FNDC do currently not have enough experience in this field. However, we believe that FNDC should support this remit from a common-sense point. In addition, the development of a District-wide carbon footprint is discussed in FNDC’s climate change roadmap, which is seeking considerable funding to proceed with carbon footprint assessments. To enable clear benchmarking, FNDC supports the development of a national standard to assess district-wide carbon emissions to arrive at meaningful nationwide reporting. |
Ordinary Council Meeting Agenda |
13 August 2020 |
To allow Council to determine its position on each remit for His Worship the Mayor to put forward at the LGNZ AGM.
3) Financial Implications and Budgetary Provision
There are no financial implications in endorsing (or not), remits at the LGNZ AGM. There is a cost in members attending the meeting in Wellington, however these costs are already covered within existing operational budgets.
1. 2020 AGM Remits - A2930854 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
This report is of low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
The purpose of the remits is to propose that national policies be guided to enable local authorities. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
The views of the Community Boards have not been sought. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
The proposed remits are the start of a longer process that, if necessary, should include consultation with Māori. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
There are no identified persons affected in the process of this report. The timeframes for the remit process is tight which restricts Councils ability to engage or consult on any of these matters at this stage. |
State the financial implications and where budgetary provisions have been made to support this decision. |
There are no financial implications or need for budgetary provision as a result of this report. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
6.8 Voting System for 2022 and 2025 Local Body Elections
File Number: A2897009
Author: Caroline Wilson, Manager - District Administration
Authoriser: Jaime Dyhrberg, General Manager - Corporate Services (Acting)
Purpose of the Report
Council must decide the electoral voting system to be adopted for the next two local body elections (2022 and 2025).
Executive Summary
· Council has the option to select between two voting systems - First Past the Post (FPP) and Single Transferable Vote (STV).
· Council has retained FPP for many years.
· Council has signalled a preference to change to STV.
· A survey of our communities has resulted in 637 votes - 231 in favour of First Past the Post and 406 in favour of Single Transferable Voting.
· Any decision made on voting system will be in effect for the next two triennial local body elections.
That Council adopt Single Transferable Voting as Far North District Council electoral voting system for the 2022 and 2025 local body elections. |
1) Background
The Local Electoral Act 2001 (LEA) gives each local authority the opportunity to review the electoral system to be used for the election of Members.
Every three years, a local authority is required to consider which electoral system (First Past the Post (FPP) or Single Transferable Voting (STV) best suits its community. If it decides to change the electoral system from that used at the last triennial election, or retain the same electoral system as used at the last triennial election, the local authority must give public notice of the right of the community to demand a poll on the issue.
Council resolved in 2014 to use the First Past the Post (FPP) electoral system which remains in force for the two subsequent local body elections, being 2016 and 2019. This system is used by two of the three territorial authorities and the Regional Council in the Northern region.
A breakdown of voting systems used across New Zealand is as follows:
· 67 of 78 Councils used FPP in the 2019 local body elections
· 11 of 78 Councils used STV in the 2019 local body elections
· STV has been mandatory for District Health Boards (DHB) election since 2004. Territorial authorities are currently required to conduct the DHB elections on their behalf.
A small engagement activity occurred during the month of July to ascertain community feedback on preferences for voting systems. This feedback is collated in Attachments 2 and 3 and has been redacted to protect the privacy of those who participated in the survey. There were 637 valid responses received, with 231 preferring First Past the Post and 406 preferring Single Transferable Voting.
Members workshopped the Representation Arrangements on the 24th June 2020. Most members at the time indicated a preference to change to the STV electoral voting system.
2) Discussion and Options
Council has, in the past, resolved to use the FPP electoral system which is also used by both Whangarei District and Northland Regional Councils. This form of voting is used in parliamentary elections and by most local authorities throughout New Zealand. Electors vote by indicating their preferred candidate(s) and the candidate(s) who receives the most votes is declared the winner, regardless of the proportion of votes that candidate(s) obtained.
The other option is STV which must be used in DHB elections and has been re-adopted for the 2019 Kaipara District local body elections. With this system, electors rank candidates in order of preference. The number of votes required for a candidate to be elected depends on the number of positions to be filled and number of valid votes.
There is no one perfect system and both have their advantages and disadvantages.
A fuller explanation of both electoral systems is provided in the attached Local Government Electoral Option 2008 (Attachment 1). Although this guide was prepared in 2008 the explanations about the two electoral systems remain current and contains examples of how voting works to assist members in making their decision.
Option 1
Retain First Past the Post (FPP)
First Past the Post is a ‘plurality’ electoral system. This means that to get elected a candidate must win the most votes, but not a majority of the votes. In multi-member constituencies, like local government elections, voters cast multiple votes. This means that one voter can help to elect multiple candidates to represent him/her, and another voter may not elect any candidate to represent him/her. As a plurality system, many votes can be ‘wasted’ in FPP elections; ‘wasted’ votes do not help to elect a candidate. FPP is often described as a simple system for voters to use, but it is widely recognised as producing disproportional results - that is results that do not reflect the preferences of the broad community of voters.
FPP has been in use by this Council for many years and is familiar to our electorate as is also used for parliamentary elections. It is used by the majority of Councils across New Zealand. Of the 637 votes cast, 231 were in favour of First Past the Post for reasons generally of it being simple to understand and being a fairer system.
Option 2
Change to Single Transferable Vote (STV)
Single Transferable Voting is a ‘proportional’ electoral system. This means that to get elected a candidate must win a proportion of the overall votes cast (or ‘meet the quota’). In multimember constituencies like local government elections, a voter casts a single vote by ranking his/her preferred candidates. That single vote can transfer according to the voter’s preferences to ensure that the voter has a good chance of helping to elect one candidate to represent the voter. As a proportional system, STV minimises ‘wasted’ votes; in other words more votes help to elect candidates. STV is often described as a complex system for voters to use, but it is widely recognised to produce proportional results that reflect the preferences of the broad community of voters.
Of the 637 votes cast, 406 were in favour of Single Transferable Voting for general reasons of being fairer, better and more representational. There was also a desire from members to try something different for the following two local body elections. On the basis of the survey results and the elected members desire to try something different, this is the preferred option.
Reason for the recommendation
To adopt the electoral voting system to be used in the following two local body elections. Council must make its decision by 12 September 2020 and a public notice of the decision must be advertised by 19 September 2020.
3) Financial Implications and Budgetary Provision
There are no financial implications as a result of adopting either system. There is negligible difference in the costs between the two voting systems in terms of managing the election processes.
1. Local Government Electoral Option 2008 - A2919822 ⇩
2. Which voting system - overview of results as at 28072020 - A2929596 ⇩
3. Which Voting System Results as at 28072020 - Master Results Redacted (PDF) - A2929539 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
Low level of significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Local body elections are governed by the Local Electoral Act. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
Voting has district wide relevance. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
There are no particular implications for Māori. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
There are no particular implications identified. |
State the financial implications and where budgetary provisions have been made to support this decision. |
There are no financial implications as a result of changing systems. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
631 complete submissions online -2 test / -3 anomalies (pref not clear) = 626 total submissions online
11 hard copy submissions
TOTAL: 637 submissions
For FPP: 231
For STV: 406
· NOTE: Due to a delay in the release of the rates invoice, which included a promotion of the survey, the survey was extended for one week, closing midnight Tuesday 28 July. There were an additional 22 votes for FPP and 22 votes for STV. There were another 7 hard copy submissions, of which 5 supported FPP and 2 supported STV.
Main reasons for choosing FPP (231)
· 79 submitters chose FPP because it is simple and easy to understand
· 21 submitters gave the “one vote” reason for choosing FPP (as opposed to ranking)
· 20 submitters used the word “fair” or “fairer” in their reasoning for choosing FPP
· 19 submitters chose FPP because they don’t like STV
· 8 submitters gave straightforward results as their main reason for selecting FPP
· 2 submitters felt there would be better turnout
· 3 submitters chose FPP because it is familiar (these could be combined with “simple” category – doubles up with “easy to understand”)
· 7 people said there was no need for change
· 4 submitters say FPP is more honest
· 2 say it is more democratic
· 18 submitters did not give a reason
· Remainder just said FPP is better
Main reasons for choosing STV (406)
· 139 submitters use the word “fair” or “fairer” in their reasoning for choosing STV
· 51 submitters gave reasoning that was that STV was just generally “better”
· 43 people reference STV as being more democratic or representational
· 33 submitters main reason for choosing STV is because their vote will not be wasted
· 25 people say STV better reflects support for candidate or the views of the electorate
· 14 submitters use increased diversity of candidates/representation as their reason
· 11 submitters say that the ability to ranking candidates is the reason for their choice
· 10 submitters use “change” as their reason for voting for STV
· 7 submitters explicitly reference current representation as the driver for choosing STV
· 6 submitters chose because it wasn’t FPP
· 5 submitters mention “balance”
· 3 mention that it might encourage voter turnout
· 2 reference better Māori representation as reason for their choice
· 24 people did not leave a reason for their choice
· Remainder just said STV is better
AGE Demographic
· Indicative percentages below (excludes a small number who did not give an age)
· Age |
· FPP |
· STV |
· 18-24 |
· 2.5% |
· 1% |
· 25-34 |
· 4.5% |
· 5% |
· 35-44 |
· 10% |
· 12% |
· 45-54 |
· 20% |
· 13% |
· 55-64 |
· 23% |
· 23% |
· 65-74 |
· 32% |
· 31% |
· 75+ |
· 7.5% |
· 13% |
13 August 2020 |
6.9 2022 Triennial Elections - Order of Candidate Names on Electoral Voting Documents
File Number: A2908789
Author: Caroline Wilson, Manager - District Administration
Authoriser: William J Taylor MBE, General Manager - Corporate Services
Purpose of the Report
Regulation 31 of the Local Electoral Regulations 2001 provides the opportunity for Council to choose the order of candidate names appearing on the voting documents for the next local body elections (2022).
Executive Summary
· Candidate names on voting documents can be alphabetical, pseudo-random (names drawn out of a hat in random with all voting documents printed in this order) or random order (names randomly drawn by computer with each voting document different).
· Alphabetical order has been the adopted option for previous elections.
That Council adopt alphabetical ordering of candidate names on voting documents for the 2022 local body elections. |
1) Background
Regulation 31 of the Local Electoral Regulations 2001 provides the opportunity for Council to choose the order of candidate names appearing on the voting documents from three options - alphabetical, pseudo-random (names drawn out of a hat in random with all voting documents printed in this order) or random order (names randomly drawn by computer with each voting document different). Council has used alphabetical order for many years.
2) Discussion and Options
The decision on the order of candidate names must be made in early 2022 to enable printing of voting documents. If no decision is made, the order of names defaults to alphabetical. Members, at the workshop on the 24th June 2020 asked that this decision be combined with the voting system decision.
All three options have their advantages and disadvantages, which are outlined below under each option.
Option 1
Alphabetical Order
Alphabetical order is simply listing candidate names alphabetically and is the order traditionally used in local authority and parliamentary elections.
Comments regarding alphabetical order are:
· voters are easily able to find candidate names for whom they wish to vote for.
· some candidates and voters over the years have argued that alphabetical order of candidate names may tend to favour those candidates with names in the first part of the alphabet, but in practice this is generally not the case - most voters tend to look for name recognition, regardless of where in the alphabet the name lies;
· the order of candidates on the voting document matches the order of candidates listed in the candidate directory (candidate profile statements).
This is the preferred option as voters are familiar with the concept of alphabetical order on voting documents and it aligns with the order of names in the candidate directory. If Council has resolved to move to Single Transferable Voting, making two significant changes to the way in which people cast their vote may cause undue confusion and result in less votes cast (as people might “give up” because it is too complicated). Our goal is to encourage voter turnout.
Option 2
Pseudo-Random Order
Pseudo-random order is where candidate names are randomly selected, and the order selected is the order appearing on all voting documents relevant to that issue. The names are randomly selected by a method such as drawing names out of a hat.
Comments regarding pseudo-random order are:
· the candidate names appear in mixed order (not alphabetical) on the voting document;
· possible voter criticism/confusion as specific candidate names are not easily found, particularly where there are a large number of candidates;
· the order of candidates on the voting document does not match the candidates listed in the candidate directory (candidate profile statements) which is alphabetical.
Option 3
Random Order
Random order is where all candidate names are randomly selected, and the order of names is different on every voting document. The names are randomly selected by computer so that the order of names is different on each voting document.
The random order enables names to be placed on each issue in a completely unique order on each voting document.
Comments regarding random order are:
· the candidate names appear in mixed order (not alphabetical) on the voting document;
· possible voter criticism/confusion as specific candidate names are not easily found, particularly where there are a large number of candidates;
· the order of candidates on the voting document does not match the candidates listed in the candidate directory (candidate profile statements) which is alphabetical.
Reason for the recommendation
To allow Council to choose the preferred method of listing the names of candidates on the voting documents, as provided for under Regulation 31 of the Local Electoral Regulations 2001, for the 2022 triennial elections.
3) Financial Implications and Budgetary Provision
There is no price differential in printing costs between the three orders of candidate name options. The cost of the election is provided for in existing budgets.
Nil
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
This is of low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Local Electoral Act and Regulation 31 of the Local Electoral Regulations 2001. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
The matter has district wide relevance. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
This is not considered to have a particular impact on Māori. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
There are no persons particularly likely to be affected other than all people who vote within the district. |
State the financial implications and where budgetary provisions have been made to support this decision. |
There are no financial implications. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
13 August 2020 |
6.10 Election Hoardings Policy #2112
File Number: A2908944
Author: Caroline Wilson, Manager - District Administration
Authoriser: William J Taylor MBE, General Manager - Corporate Services
Purpose of the Report
Seek adoption of the updated Election Hoardings Policy.
Executive Summary
· Current policy refers to a revoked bylaw which may or may not be brought back into force.
· The policy requires some minor amendments to align with central government election rules, the NZTA road corridor rules and Councils own District Plan (signs on private land).
That Council adopt the Election Hoardings Policy #2112 with the following amendments a) addition of the text “This policy covers the erection of election hoardings on Council property whereas rules for erecting election hoardings on private property are included in Chapter 16 of the District Plan – Signs and Lighting” in the Background section; b) addition of the letter B to the following wording “The Electoral Act 1993 section 221B – Display of Advertisement of a Specified Kind in the Legislative Compliance section; c) in the Policies section, replace the following wording: i) Delete the text “The Far North District Council considers elections hoardings as temporary signs that are controlled by the Control of the Use of Public Places Bylaw”; ii) Delete the text “The Bylaw states….” in clause 1; iii) Add new clause 4 “Election hoardings on the state highway corridor are not permitted at or above the 70kmph speed limit zone. Candidates should contact the New Zealand Transport Agency for advice”; iv) Replace the wording “two calendar months” with the wording “nine weeks” in clause 7; v) Add new wording “by midnight the day ….. ” in clause 7. |
1) Background
The current policy has been in effect for many years and references a recently revoked bylaw, being Control of the Use of Public Places bylaw. The bylaw is not yet scheduled for early review, and we have a general election occurring later this year. It is timely to bring the policy up to date to ensure its accuracy for local government elections (and by-elections) and general elections, until such time as the bylaw is reinstated or replaced.
2) Discussion and Options
The revocation of the bylaw presents an opportunity to bring the policy up to date with some minor matters, as follows:
1. Removal of reference to the Control of Public Places Bylaw
2. Erection of signs on private land (subject to Chapter 16 of the District Plan)
3. NZTA rules around the state highway road corridor
4. Timing of hoardings to coincide with the Electoral Act 1993
Removal of reference to the bylaw must be made, as this bylaw is no longer in effect, thus making the policy out of date. If and when a new bylaw is adopted, the policy can be reviewed and amended if required.
Erection of hoardings on private land as opposed to what candidates can do on Council land (under the policy) are different. By referencing the District Plan within the policy, it makes it clear to candidates that there are rules they need to consider should they wish to erect signs on private land.
During the last local body elections, there were issues in relation to the state highway corridor with election hoardings breaching NZTA rules above the 70kmph zone. This resulted in hoardings being stickered and removed. It has been introduced in the policy to avoid any confusion in the future and by making it specific will hopefully alleviate some of those issues. It is unlikely that the NZTA will amend the rules on a regular basis, but the policy will be updated to reflect any changes, as they occur.
Most Councils adopt a 2-calendar month timeframe for erection of election hoardings, which tends to align itself with the Electoral Act 1993 rules of nine weeks, but not always. Council could find themselves in a position where it is possible for a candidate standing in the national election to erect hoardings on private land before being allowed to erect them on Council land, which is a double up of effort for candidates and doesn’t make sense. The revised policy intends to align Council with central government rules, so there is no ambiguity.
Reason for the recommendation
Update the policy to make it current.
3) Financial Implications and Budgetary Provision
There are no financial implications as a result of this report.
1. Elections hoardings policy revised (Draft) 2020 - A2909871 ⇩
Compliance schedule:
Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:
1. A Local authority must, in the course of the decision-making process,
a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and
b) Assess the options in terms of their advantages and disadvantages; and
c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.
2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.
Compliance requirement |
Staff assessment |
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy |
This is of low significance. |
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision. |
Local Electoral Act, Electoral Act, District Plan (Chapter 16), NZTA rules for signage. |
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought. |
District wide relevance. |
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. |
There are no specific implications for Māori. |
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities. |
Anyone may stand for election therefore there are no specific persons likely to be affected that can be identified here. |
State the financial implications and where budgetary provisions have been made to support this decision. |
No financial implications. |
Chief Financial Officer review. |
The Chief Financial Officer has reviewed this report. |
Ordinary Council Meeting Agenda |
13 August 2020 |
Background
Council has adopted a policy for the erection of temporary election hoardings (signs). It is necessary to give clear direction to those wishing to erect election hoardings on Council property, as well as clear authority to remove hoardings that are contravening the policy. This policy applies to local and national elections and will be made available to candidates prior to each election.
This policy covers the erection of election hoardings on Council property whereas rules for erecting election hoardings on private property are included in Chapter 16 of the District Plan – Signs and Lighting.
Legislative Context
The Electoral Act 1993 section 221B – Display of Advertisement of a Specified Kind sets the regulations for local and national elections regarding the size, shape and features of election hoardings. Local election hoardings must also be authorised in accordance with the Local Electoral Act 2001 section 113(2) (b).
Election hoardings are located in places that reduce the impact on community infrastructure and traffic and pedestrian safety.
Policies
1. Election signs shall be placed in accordance with Far North District Council’s Election Hoardings Policy.
2. All election hoardings erected on a public place must comply with the conditions detailed in this policy.
3. Election hoardings are permitted on Council streets and roads but not, street furniture, bus shelters, public toilets, power light or telephone poles and parks and reserves.
4. Election hoardings on the state highway corridor are not permitted at or above the 70kmph speed limit zone. Candidates should contact the New Zealand Transport Agency for advice.
5. Election hoardings placed in a public place should not exceed 3 square metres in size (see section 221 Electoral Act 1993).
6. Structures and hoardings must be removed if they are considered by Council to be unsafe or constitute a traffic or pedestrian hazard.
7. The period of display of election hoardings shall be restricted to nine weeks prior to any election, by-election or poll. All such signs must be removed by midnight the day before the Election Day.
8. If the Chief Executive is of the opinion that any hoarding contravenes the above policy he may, without further authority from the Council, take whatever action he considers appropriate to remove the hoarding.
9. No election hoarding may use reflective materials or illuminations or moving parts and must not look like a traffic sign in shape or colour (see sections 5-8 of the Electoral (Advertising of a Specified Kind) Regulation 2005).
13 August 2020 |
7.1 CEO Report to Council 01 May 2020 - 30 June 2020
File Number: A2913339
Author: Sam Chapman, Accounting Support Officer
Authoriser: Emma Healy, Executive Officer
Purpose of the Report
The purpose of the report is to present the CEO Report to Council: 1 May 2020 to 30 June 2020 for Council’s consideration.
Executive Summary
The CEO Report to Council is a summary of Council activities, presenting an overview across all activities that Council undertakes. We have placed emphasis on relevant issues and pressures Council is experiencing whilst meeting its objectives to the community.
That the Council receive the report “CEO Report to Council 01 May 2020 - 30 June 2020“.
|
Background
The CEO Report to Council is attached and covers a detailed overview of progress against Council’s activities. His Worship the Mayor and Councillors’ feedback is welcomed.
Discussion and Next Steps
This report is for information only.
Financial Implications and Budgetary Provision
There are no financial implications or budgetary provision needed as a result of this report.
1. CEO Report to Council_1 May 2020 - 30 June 2020 - A2922144 ⇩
Ordinary Council Meeting Agenda |
13 August 2020 |
Period: 1 May 2020 – 30 June 2020
Key Work Plan Areas:
Governance
CEO Office
Strategy
Corporate Operations
Infrastructure and Asset Management
Welcome to the latest summary report of Council activities
Introduction from Shaun Clarke, Chief Executive
This report covers the period from 1 May-30 June, during which the focus continued to be on delivery of business as usual alongside managing the effects of both drought and COVID-19, while also making extraordinary efforts in short notice bidding rounds for extra government ‘recovery funding’.
At the beginning of this reporting period, New Zealand (NZ) was still on Alert Level three, and it was only on 14 May that it moved to Alert Level two. Under Alert Level two, retail opened again as well as schools, tertiary institutes, bars and restaurants. On 6 June, NZ moved to Alert Level one, and the focus moved from ‘crisis response’ to ‘crisis recovery’.
Unlike many organisations, the Far North District Council (FNDC) did not bring all staff back to the office immediately. We engaged with staff to understand what benefits there were from working from home or in the office and received feedback that there were definite benefits in reviewing Council’s operating model to enable some flexibility for working from home. This was the genesis of ‘Creating & Enabling Great Workplaces’, a progressive and collaborative effort with leaders and staff to define the operating model for Council.
We continued with a ‘digital first’ philosophy, and in the 30-day period to the 13th of May, we collectively sent 51,323 chat messages on Microsoft Teams, held 3,088 meeting participations on Teams, conducted 4,595 one-to-one phone calls on Teams and 258 group phone calls. We also held our first livestreamed Council meeting, and digitally enabled Community Boards to meet digitally. It was imperative to keep Elected Members informed of activities, so situational awareness reports moved from daily to weekly and The Weekender was introduced. As we moved out of the immediate COVID response we also had to re-establish our Council and Committee meeting operating rhythm. And it was during this time the Big Ideas Lab was launched, providing a further governance forum – this one shaped to elicit progressive and innovative thinking from Elected Members under staff facilitation.
These extraordinary times have seen extraordinary funding opportunities presented from central government. Staff worked closely with elected members and community groups to submit six Innovating Streets applications (a $7 million New Zealand Transport Agency fund focused on tactical urbanism and helping Councils create more people-friendly spaces in our towns). Government also introduced a ‘vests and tools’ fund, and community-led submissions were made for over 100 individual projects, supported by staff and Elected Members. The Te Tai Tokerau worker redeployment package, led by the Northland Transportation Alliance, was finalized with $2.21 million allocated to the Far North for parks vegetation clearance. In total, over $370m of bids were submitted through FNDC in five rounds of various ‘recovery funding’ opportunities.
Drought measures were still in place during this period. The District Health Board signed off the treatment measures for Lake Omapere water as a source for Kaikohe, effectively providing a new back-up water supply, thanks to funding from the PGF and good work done by staff in negotiation with Iwi Trusts. It was only near the end of this reporting period that plans to remove temporary water supply equipment was cleared, with the relaxation of water restrictions after increased rainfall.
Recovery from both drought and COVID-19 was a focus regionally, with FNDCs jointly managed Regional Civil Defence playing a significant role. As Civil Defence completed its role and emergency conditions were lifted, other agencies gained ascendency. An interim Regional Skills Leadership Group (iRSLG) was announced for Northland by MBIE. The remit is to identify and support better ways of meeting future skills and workforce needs in our region, and CEO FNDC was included in that group. Supporting recovery was a focus for Annual Plan hearings and workshops and on 30 June Council adopted the Annual Plan for 2020/21. Planning of Long Term Plan workshops continued during this period.
Managing the wellbeing of people, including staff, during this period was paramount and it was pleasing to see that 90% of staff were happy with the leadership shown during this period. The approach of Prime Minister Jacinda Ardern – ‘be kind to each other’ – was front of mind through the period. It was during this reporting period we unexpectedly lost a long-standing staff member. Our condolences remain with Marion Reihana’s friends and whanau. In looking after our people, we took the opportunity to acknowledge the extraordinary efforts of nine staff members through the ‘Love Your Work’ Awards. In particular recognition, we acknowledge the work done by the Crisis Response Team and Crisis Management Team in responding to drought and COVID-19; both of these groups disbanded 29 May.
It was pleasing the welfare efforts of staff and Elected Members in assisting Te Hau Ora o Ngāpuhi and the Salvation Army during COVID-19 were acknowledged. The thank you email from the Mayor on behalf of Councilors and Community Boards to staff members for supporting people through the drought and COVID-19 pandemic was also appreciated.
Achievements during this reporting period include:
· The purchase of land at Waipapa for a sports field was finalised 1 May; the culmination of years of work as Council identified the need for more sports fields as far back as 2012
· Launching the ‘Nothing But Net’ digital strategy campaign with the public
· Having CouncilMark select the Far North District Council for a case study on how its programme can result in transformative change (yet to be published)
· Making a submission on the Whenua Rating Bill
· The introduction of a 90-day digital onboarding programme for all new starters at FNDC (called ‘Smart Start’ in Mariner 7)
· Gaining Councillor feedback on the Far North 2100 strategy using a ‘digital lounge’
· Adoption of a Far North District Council Climate Change Roadmap
The impact of COVID-19 and drought during this reporting period is reflected in operational performance:
· 7.52% decrease in calls to the Contact Centre
· 28.23% increase in the number of AskUs emails
· 5.42% decrease in the number of Building Inspection bookings
· 49.9% decrease in i-Site visitor numbers
· 16.3% decrease in i-Site retail revenue
· 64.3% decrease in i-Site transaction spend
· 52.8% decrease in libraries transaction numbers
· 1.6% increase in ebook and audiobook downloads
· 52.8% increase in library website sessions
Also of note:
· 552 animal management requests for service were received, an increase of more than 200 requests from the previous two months (which were lower than usual given the national lockdown restrictions)
· 47 dogs were impounded, 2 dogs rehomed, 10 dogs were transferred to rescue groups for rehoming and 14 dogs were claimed by their owners
· 5 infringements were issued to dog owners for offences
· 62 environmental health and monitoring compliance verifications scheduled and completed
· 65 swimming pools inspections with a 35% fail rate
· 152 RFSs were received by Building Compliance, 136 RFSs (89%) were closed
· 20 Notices to Fix were issued for breaches of the Building Act
· 18 Infringements were issued for building-related breaches
· 127 Resource Consent applications received; 30 more applications compared with the March-April period
· 78% of Resource Consents processed within statutory timeframes in May and 86% in June 2020
· 272 Building Consents were received; 194 Building Consents issued during the same period
· 93.5% of Building Consents were issued within the legislative time frame of twenty working days
· Fullers BOI have taken over the operation of the Hokianga Ferry from 1 May
Overall, the reporting period was characterised by: extraordinary efforts to minimise the impacts of drought and COVID-19 ‘lockdown’; extra work to preserve the situational awareness and decision making of Elected Members through the crises; careful management of remote working staff in a way to maximised FNDC outputs, preserved essential services and met health and safety obligations; and all peppered with periods of extraordinary activity bidding into rounds of recovery funding.
Governance
Local Body Elections
Member Lawrie Atkinson (Te Hiku Community Board) resigned his position on 18 June 2020 due to health reasons. Member Atkinson made a huge contribution to Te Hiku over the years, with a particular focus on the Karikari Peninsular and Awanui communities. Council thanks him for the dedication he has shown to our Te Hiku community.
A by-election is now underway for the vacant seat in the Whatuwhiwhi subdivision with nominations closing on the 22 July.
Digital Enablement
It is widely recognised that in terms of technology development that FNDC has performed in an exemplary fashion during the lockdown period. Their ability to raise our ‘digital game’ was driven by previous decisions to undertake a server and network upgrade. This in turn provided council with Office 365 and MS Teams. Most observers would acknowledge that in terms of a communications platform that what we have at FNDC is significantly better than that of many/most other councils.
Council meetings have had a number of firsts – we had our first meetings by MS Teams, our first livestreaming, and also developed a hybrid model which allowed both face to face meetings with those unable to attend the meeting being digitally enabled and thus able to take part.
The temporary amendment to legislation was extended at the end of June until September to continue enabling virtual attendance at formal meetings. Council have agreed however to return to the Council Chamber to hold the meetings as scheduled earlier in the calendar year. Meetings held in the Council Chamber will continue to be livestreamed on YouTube to enable transparency with the public.
Community Boards were set up with Microsoft Teams and held virtual meetings during the month of June. Committees continued to hold informal discussions to receive operational updates instead of formal decision-making meetings.
A face to face workshop is being scheduled to deploy LGHub to members and encourage the Mayor and Councillors to fully maximise the opportunities that the iPads provide.
Elected Member feedback
The Democracy Services Team have worked closely with their colleagues in IT to ensure Elected Members were fully supported during the lockdown period. New ways of working were trialed by the team and informal feedback from Members is that they have been pleased with the support from Democracy Services during that remote working period.
Democracy Services issued two surveys in June to elected members seeking feedback on:
· Induction Programme and
· Quality of Advice (CEO KPI 2.6.1)
There were ten responses received in relation to the Induction Programme, from 29 members invited to participate. Early indications show that Councillors were generally satisfied with the induction programme (six respondees). Of the four respondees for Community Boards, there was a view there is more work to be done to support them in the early stages of being elected. This feedback will be considered ahead of the 2022 local body elections.
There were four responses received in relation to the Quality of Advice survey, from 29 members invited to participate. This will be reported through the CEO KPI report.
Workshops
The following workshops with Elected Members were held during May and June 2020:
· 5 May Strategy and Policy Committee Workshop
· 6 May Annual Plan Workshop
· 8 May Regulatory Compliance Committee Workshop
· 8 May Assurance Risk and Finance Committee Workshop
· 13 May Far North Holdings Limited Workshop
· 14 May Infrastructure Committee Workshop
· 3 June Annual Plan Workshop
· 11 June FN2100 Workshop
· 16 June Strategy and Policy Committee Workshop
· 16 June Regulatory Compliance Committee Workshop
· 17 June Infrastructure Committee Workshop
· 24 June Māori Ward, Voting Options and Representative Review Workshop
CEO Office
People and Capability
End of Year Reviews
End of year reviews are being completed by all staff for FY 19/20. Performance against agreed KPIs for the financial year have been affected by staff who have been assigned to the Drought and COVID-19 response teams. People leaders are recognising the significant contribution made by the staff assigned to these teams and are including this in their end of year performance conversations. Mandatory KPIs for the critical areas of Leadership; Health, Safety and Wellbeing and Customer Experience have been revised to closer reflect performance requirements within these disciplines.
Smart Start Onboarding – The First 90 Days
All new starters with FNDC are now engaging with the Smart Start programme in Mariner 7. This programme sets onboarding related KPIs, progress meetings and learning modules. The aim is to support new employees with their engagement in the first 90 days as an employee of FNDC. All progress meeting with their manager are recorded and performance against the generic onboarding KPIs keeps this critical period of integration right on track. Appropriate learning resources such as the ‘How Local Government Works’ eLearning are available within the Smart Start 90-day development plan.
Infrastructure and Asset Management Group
Small reshuffle in the IAMS team that has resulted in a Team Leader – 3 Waters being disestablished (this position was vacant) and a new Team Leader – Engineering position that is awaiting to be job sized and then recruited.
Strategic Planning and Policy Group
Started the recruitment campaign for three vacant positions.
Corporate Services Group
The Manager – Transformation & Assurance commenced. A realignment has seen the Project Management team transfer across into this department from District Administration.
The Manager – District Administration has undertaken responsibility for the Sustainable Procurement Project for a four-month period. This has resulted in the Democracy Services team temporarily reporting to the Transformation & Assurance department, under the Manager – Project Management, during this time.
District Services Group
District Services Group lost a long serving member of staff, Marion Reihana, Team Leader – Building Consents Support. Marion passed away unexpectedly and our thoughts are with her family and friends at this sad time. The Employee Assistance Programme was offered to staff, with sessions organised at the John Butler Centre for those staff affected by Marion’s loss.
Employee Reference Group
The Employee Reference Group (ERG), an advocacy group for staff on individual employment agreements, has been reinvigorated by new members joining the group. The ERG is an internal focus group that liaises with the Strategic Leadership Team on organisational initiatives.
Health, Safety & Wellbeing (HSW)
Summary of Activities
• Further re-supply of COVID-19 pandemic personal protective equipment and office hygiene items to staff who continued to work in the field or transition back to reduced office work throughout the reporting period.
• HSW Support to CRT ended on 29 May 2020, with the CRT stood down from operational focus.
• HSW support to Creating & Enabling Great Workplaces, with coordination of ergonomic furniture to remote working staff.
• Flu vaccinations were completed for just under 100 staff, with sessions well attended in Kaikohe and Kerikeri.
• H&S inspections undertake at the Te Hononga Centre, Kawakawa while under final construction. The areas of improvement identified will be provided to Far North Holdings Ltd in July.
• Vehicle GPS and Lone Worker Safety Solutions Project recommenced after being placed on hold due to COVID-19 Pandemic, all ten tenders were placed on three-month extension.
PeopleSafe Stories Types during the reporting period
During the two-month reporting period there were 13 PeopleSafe incidents/events told, covering 19 story types. The average number of incidents per month has continued to drop and sits at 8 incidents/month due to the nil reporting of incidents in April. With staff returning to pre COVID-19 lockdown roles, reporting has increased compared to the last reporting period it should be noted.
Staffing, Salaries and Training
Current Staffing Levels
Actual Full Time Equivalent (FTE) at 30 June 2020 |
Annual Plan Establishment (FTE) |
339.75 |
377 |
Salaries and Training 2019-2020
Financial
Performance |
YTD Actual |
YTD |
YTD |
Annual Budget |
Salary Costs |
$28,713,440 |
$29,610,284 |
$896,844 |
$29,610,284 |
Training Costs |
$371,956 |
$921,864 |
$549,908 |
$921,864 |
Trainings as a % of
Salaries |
1.3% |
|
|
3.1% |
Vacancies
As at 30 June 2020 FNDC held the following vacancies: (On Hold – reasons various, noted the undertaking of functional reviews of many positions has had an impact on this number)
Department |
Vacancies currently being Advertised/Pending (FTE) |
FTE on Hold or Available |
CEO/Communications/People & Capabilities |
1 |
1 |
Corporate Services |
2 |
0 |
District Services |
3 |
16.85 |
Infrastructure & Asset Management/NTA |
2 |
6 |
Strategic Planning & Policy |
5 |
1 |
FNDC TOTAL (FTE) * includes part time & full time permanent staff |
13 |
24.85 |
Communications
Raising community awareness of the drought’s impact on water supplies and the Council’s response to COVID-19 remained the Communication Team’s focus in May and June. Key outputs included:
· Seventeen media releases. Seven of these were about Council’s response to the drought, including water restrictions. The rest were about:
· The Nothing But Net survey which sought public feedback for a digital strategy
· The purchase of land at Waipapa for sports fields
· A proposal to lease land at Karikari Peninsula to Fire & Emergency NZ
· Opportunities for communities to host ‘fan zones’ during the America’s Cup
· Annual Plan deliberations
· The adoption of new speed limits for the Kaeo, Waipapa, Waimate North area
· The Council’s representation on LGNZ’s Young Elected Members Committee
· A community board by-election in Te Hiku Ward
· New footpaths the Council built in 2019/20
· Eight mayoral blogs/newspaper columns about the district’s recovery from COVID-19, the drought, rates, property revaluations and the Council’s achievements in 2019/20.
· Four full-page newspaper adverts about the water restrictions, Council services during COVID-19 and the Annual Plan.
· Two news updates about water shortages in Kaikohe for the Kaikohe Business Association.
· Forty-one Facebook posts, helping to increase the number of people who ‘like’ the Council’s Facebook page to 5,417.
· A seven-day radio advertising campaign about rates relief measures on eight Northland radio stations.
· Weekly graphs showing water usage at the Council’s eight water supplies.
· Nine briefings about water shortages and COVID-19 for elected members.
· Three editions of The Weekender, a weekly summary of key Council achievements and economic recovery news.
· Regular Chief Executive communications to staff.
· Organising the Council’s Annual Resident Opinion Survey, which is undertaken by Key Research and audited by Audit New Zealand.
Strategy
Planning
Annual Plan
The Annual Plan for 2020/21 was adopted by Council on 30 June 2020 following decision-making at a formal Council meeting on 5 June where several non-significant changes were resolved
Long Term Plan (LTP)
Despite the lockdown during this period work on the LTP continued. Unfortunately, planned Council workshops and community engagement had to be delayed and have been re-planned to accelerate the work programme within the shorter timeframe. The plan is for audit readiness to be achieved by mid-December. Audit activities will begin in the New Year with formal adoption of a consultation document and supporting information for formal community consultation towards the end of March 2021. Other related future facing work such as Far North 2100, Climate Change and the District Plan, also impacted by COVID-19 have been re-aligned.
Revenue Review
The Revenue Review process stalled as a result of COVID-19 and has been re-planned as part of the Long Term Plan. Workshops begin again in early July 2020 with re-discussion on the scenarios left on the table at the last workshop that occurred a few days before lockdown. The next step is for Council to decide which scenarios they wish to have an initial conversation with ratepayers on. This engagement will be incorporated in the overarching engagement programme alongside the Long Term Plan and other future facing initiatives.
Strategy Development, Bylaws and Policies
Far North 2100 District Strategy
Staff continued to develop a list of transformation opportunities in a Microsoft SharePoint Far North 2100 website through May and early June. This website was tested with the Strategy and Policy managers before being presented to the Elected Members in an online training session on 11 June 2020. The Elected Members were given just over a week to provide feedback via the site which they have done.
Staff are now preparing to run a training session on the Microsoft SharePoint Far North 2100 website with the combined community boards and are planning for the following:
· workshops with iwi/hapū partners that will utilise a live illustration method to develop objectives and strategic opportunities
· the development of draft Far North 2100 Strategy to be endorsed by iwi/ hapū prior to public consultation
· public consultation on a draft Far North 2100 Strategy
Transport Strategy
Version Two of a combined draft Integrated Transport Strategy, Integrated Transport Plan and Programme Business Case is currently undergoing review internally and by Waka Kotahi in advance of a submission to the draft Regional Land Transport Plan. This will be incorporated into the Infrastructure Strategy which is scheduled to be completed in December 2020. In alignment with the LTP programme of work, the document will be released to Elected Members prior to the LTP workshop on 4 August 2020.
Climate Change
On 7 May 2020 Council adopted the Far North District Council Climate Change Roadmap. The roadmap contains the following four goals for climate change:
1. Council reduces its own greenhouse gas emissions in line with the Government’s national emission reduction targets or better
2. Council supports the businesses and communities of the Far North towards a Carbon Zero 2050
3. Council future-proofs its resources, assets and services from the risks of climate change
4. Council works with the communities of the Far North to prepare for and adapt to the impacts of climate change.
Staff, alongside colleagues from across the four Northland Councils are working towards the execution of the initiatives and actions that are contained in the Climate Change Roadmap.
Staff are working with the Northland councils on the Climate Change Adaptation Plan for Northland, with ongoing meetings and workshops being undertaken throughout the year as this plan is advanced.
Northland Water Storage
The Northland Water Storage and Use Project is studying water storage and use options to lift deprivation levels in the mid north by enabling access to irrigation supplies to permit crop conversions with a higher return rate. The project has concluded its pre-feasibility phase with a recommendation to undertake detailed studies of storage networks in both the Far North and Kaipara Districts.
A trust has been formed to progress the project towards consenting and construction. Far North District Council are in the process of reviewing the revised funding agreement and to submit the co-funding contribution to the trust.
Bylaw Programme
On 21 May 2020 Council made the following resolutions that have advanced the bylaw work programme:
· Council confirmed the new speed limits for the Okaihau-Kaeo-Waimate North Review area.
· Council agreed that a bylaw was required for;
o Council controlled parks and reserves
o Trading in public places
o Vehicle crossings
Staff are now developing statements of proposals and draft bylaws for the above. These will be bought to Council for approval to go out for public consultation in accordance with the requirements of the Local Government Act.
As per the Bylaw work programme staff have started the planning and research on the following bylaws whose review dates have recently come up:
· The Parking and Traffic Control Bylaw – review was due 17 June 2019. The current bylaw will be in place for two more years from this date
· Water Supply Bylaw – review date was 16 October 2019. The current bylaw will be in place for two more years from this date
Staff at the Northland Transport Alliance are now working on the deployment of new speed limit signage on the roads in the Okaihau-Kaeo-Waimate North Review area and are writing a further paper to Council that will make the changes to the Speed Limit Bylaw that reflect the adopted speed limit changes for the Okaihau-Kaeo-Waimate North Review.
Strategic Relationships Survey
Staff are working on re-designing the process by which we solicit and receive feedback from our strategic partners and stakeholders. Staff will be reporting back by the end of the calendar year on progress
Iwi/ Hapῡ Relationships
The Te Oneroa-a-Tōhē Board (the Board) have continued to meet to further refine a draft Proposed Beach Management Plan. During this time staff facilitated an internal council workshop to provide an overview of the proposed plan and to seek councils’ thoughts prior to the Board moving into the final stages of the plan development.
Staff have worked on the drafting of the Whenua Māori Rating Bill submission. The draft submission was presented to the working party of councils and discussed for its merits and clarity prior to being submitted.
Te Hono form part of the team leading the Local Electoral Act electoral options. Specially, staff are leading the Māori Representation review component of the wider review project, participating in workshops and material development to inform council discussion.
Staff have been working hard to process rate remission applications prior to Year End.
Community Wellbeing
Community Development & Funding
A digital strategy has been completed. Co-designed with the community, the 100% online engagement ran over lockdown (1 May 2020 - 15 May 2020) and 118 full and complete responses (i.e. all 9 questions were answered, that is over 1000 individual responses) were submitted over this time. Hundreds more submitted answers to a few questions only or simply ‘clicked through’ to find out more. In addition to the qualitative data collected through the Nothing But Net online engagement, the Northland Digital Enablement Group’s annual Broadband Speed Test Surveys (2016-2020) provides quantitative data on broadband speeds and insight into ongoing infrastructure challenges. The strategy will be tabled at the July 30, 2020 Strategy and Policy Committee.
Applications have been received from 9 community groups interested in hosting formally recognised America’s Cup FanZones next March 2021 – these have been forwarded to America’s Cup Events for the final decision and staff will work with these groups to ensure a successful outcome.
Staff are working with Plant & Food on food growing production on Māori land. This is a long-term project aimed at putting unused land into production and designing models for multiply owned land and lack of working capital. Starting with the willing and identifying customers on what and how to grow is part of the support work Plant & Food is undertaking.
In response to requests from our communities, applications for both the Events Investment and Infrastructure Grant funds have been extended until 31 July 2020 due to disruptions caused by COVID-19.
Staff are providing support to the Aviation School in Kerikeri which is struggling due to closed borders for international students. The school has 4 students progressing with their studies. It has the capacity to expand but the effects of COVID-19 is limiting their recruitment opportunities.
Community Placemaking
Te Hononga project is progressing toward a September 2020 opening. The internal structural work is well advanced enabling work on the Atea and library fit out to start. Work has started on the carpark and stormwater re-alignment with staff working alongside the Trust and Far North Holdings Limited on developing a solution to the adjoining stormwater outflow into the Waiomio Stream.
Staff are working with the Horeke community on a Community Plan which will help the community build on the success and opportunities presented by the Pou Herenga Tai Cycle trail
District Planning
Genetic Modified Organisms Environment Court Appeal
Far North District Council and Whangarei District Council jointly appealed the new Northland Regional Plan due to the Northland Regional Council’s decision not to regulate genetically modified organisms in the coastal marine area. Federated Farmers and Life Science Network Incorporated withdrew as 247 parties in March. They had supported the lack of regulations and opposed our appeal. Their withdrawal resulted in no other appeal parties supporting the Northland Regional Council’s decision. At the 16 June 2020 Northland Regional Council meeting, a resolution was passed to settle the Whangarei and Far North District Council appeal, by agreeing to regulate the use of genetically modified organisms in the coastal marine area.
We are now working with our lawyer and other relevant parties to have the consent order issued (this document specifies the rules that will be included in the Regional Plan). Once the consent order is issued the appeal process will be completed. This outcome has resulted in our appeal being fully successful. It has also reduced the financial cost to Council as the matter did not have to be heard by an Environment Court Judge, nor can any further appeal now be lodged.
Plan Review
Determining Far North’s housing and business land capacity
Section 31 of the Resource Management Act 1991 (RMA) specifies a functional responsibility for Councils to ensure that there is enough development capacity to meet the expected housing and business demands of the district in the short, medium and long term. Development capacity is defined in both the RMA and the National Policy Statement for Urban Development Capacity to include the provision of adequate development infrastructure to support the development of land. This will include the consideration of three waters and roading infrastructure.
Economic modelling of demand for industrial and commercial land has been received from the Economic consultancy BERL, allowing the district plan department to evaluate how much and where best to further investigate and promote supply of land for business. This information will now be used to respond to the proposed National Policy Statement – Urban Development, that has been identified to be gazetted on 23 July 2020, as well as the urban environment provisions of the new district plan.
Indigenous Biodiversity Identification and Mapping Project
Central government advised in late June that the National Policy Statement Indigenous Biodiversity (NPS IB) will not be gazetted until April 2021. This means that the policy framework for the new District Plan will be responding to the policy directions of the Northland Regional Council Regional Policy Statement. Staged implementation of the NPS IB can then follow over a five-year period.
An elected member workshop focused on matters of national importance, scheduled for 24 July 2020, will allow for further detail on this matter to be shared with Council.
Northland Forward Together
Outlined below are the Northland Forward Together projects that are being progressed by Northland Councils. Priorities are:
· The Waters
· Climate Change
· Regional Economic Development
· Refinement of Northland Transports Alliance (NTA)
The four projects are progressing and an update will be provided in the next CEO report after the CEO/Mayoral Forums meetings have occurred.
Corporate
Transformation and Assurance
Audit and Assurance
Fraud questionnaires were completed as a part of their audit programme of the Council’s external auditor, Audit NZ. This included a questionnaire for Elected Members and for the Strategic Leadership Team.
Internal Audit progress included:
· Information Security - Network logon account internal audit has been completed. Findings to be actioned by the IT team.
· Legislative Compliance System - Stakeholder interviews have been completed. A range of possible solutions have been investigated. Preliminary discussions about entering into a consortium with other councils to procure a legislative compliance system has begun.
Risk
Regular reporting, to the Assurance, Risk and Finance Committee, on the top organisational risks and their treatment plans continues.
Three risk progress reports with treatment plans are being prepared for a meeting of the Assurance, Risk, and Finance Committee in July. The updates are for ARF006 Projects Priorities Delivery Delays Risk, ARF009 Customer Service Delivery Risk, and ARF012 Contract Management Risk
Transformation
Work continues to re-orientate the Council’s transformation programme to support the delivery of a transformative crisis recovery plan. This included renewing the terms of reference of the internal Customer and Digital Transformation Programme to be become the umbrella for all the organisation’s transformation activities.
We launched the Creating and Enabling Great Workplaces initiative in May to explore whether it is possible to retain the productivity and wellbeing gains from remote working, while supporting a graduated return to the office. In June all teams in the organisation had the opportunity to hear about the project in person and experience ‘Proof of Concept’ spaces in Headquarters and JBC. Teams were encouraged to think about their future working rhythm and had the opportunity to share feedback through a variety of channels.
The direction of travel on the remote working project referred to above is a classic example of how FNDC can label itself as ‘progressive’. Many public sector organisations are drifting back to a business as usual (BAU) situation – not so for FNDC. Instead we are seeking to develop innovative and ‘edgy’ ways of working – ones which harness emerging best practice and which seek to both empower employees and to provide improved quality of service for customers.
Social Procurement
The Manager – District Administration has been temporarily seconded into a role which leads work in this space. Significant progress has been made in developing policies and procedures since our initial visit to Auckland Council to look at the groundbreaking social procurement practices of The Southern Initiative (TSI). A member workshop was held during this period and Members expressed support for further work, this being given a particular importance with shovel ready and other Crown funded schemes about to be launched.
Big Ideas Labs
Any organisation which seeks to label itself as progressive needs to be innovative. The first Big Ideas Lab produced a total of 19 ideas generated by Members. Two of these ideas will be discussed in detail in early August at the second Big Ideas Lab. As well as generating our own ideas, the Lab seeks to act as a focal point to showcase best practice from organisations across New Zealand and further afield.
CouncilMARK™
Corporate Services take the lead role in co-ordinating the CouncilMARK™ initiative (although there are significant contributions from all parts of the Council). The Chief Executive made a presentation to Rural & Provincial just prior to lockdown. Following this FNDC were invited to be the subject of a Case Study as to how CouncilMARK™ can improve performance – the field work for this was carried out by an independent consultant recently and it went extremely well.
The CouncilMARK™ team are putting the final touches on our submissions to the Assessors who will be with us on 1, 2, 3 September 2020. We look forward to our assessment and are confident that the progress which the council has made since the last assessment will be reflected in the score which we are awarded.
Information Services and Technology
Executive Summary
During the period covering this report, the IT Team has rightly received many plaudits. They have been consumed with a primary focus on supporting the wider organisation to operate in a Working from Home (WFH) under the COVID-19 lockdown alert levels. This has meant a significant amount of work to migrate our environment and particular support and operating model as we transition into our new normal.
A significant number of improvements and achievements have been realised with the organisation successfully maintaining the vast levels of services and able to operate whilst still providing direct customer contact and normal operations.
ICT Operations and Delivery:
Working from Home:
The team has continued to roll out additional ICT equipment such as laptops, thin clients, monitors, docking stations, headsets, keyboards and mice to enable staff to continue to work from home comfortably. Work has also taken place to improve the stability of our ICT systems such as Citrix, Microsoft Office 365 and Teams.
Creating and Enabling Great Workplaces Project:
The team procured and installed ICT equipment for the two proof of concept spaces at the Kaikohe and Kerikeri offices. This included 22 x thin client computers in the JBC office and 15 x thin client computers in the Kaikohe office. Several large TV panels (MS Teams enabled) were also installed in the project and ideas spaces so that teams could use them for meetings and collaboration.
The team also set up ICT equipment and desks in the central and southern offices in Kaikohe, and on level 2 at the JBC office in Kerikeri, so that staff who did not have sufficient internet connectivity at home could return to work in the office as needed. Additional IT equipment was also delivered to the Te Ahu office in Kaitaia and the NTA office in Whangarei. We have also installed and configured an online booking system called Smartway2 Reservation so that staff will be able to easily book desks, meeting rooms and other collaboration spaces moving forward.
Digital Democracy:
Over the lockdown period Elected Members and Community Board members were enabled with Microsoft Teams to support the new 2 weekly Council meetings and wider informal communications under the Crisis Response Team model.
Recently several Council meetings were recorded and successfully live streamed to YouTube. This has enabled members of the public to attend Council meetings virtually as they were happening.
Audit New Zealand:
An auditor from Audit New Zealand visited the ICT team for three days in June to undertake the annual ICT audit. The final report is still to be received but indications from the auditor are that we are performing well and that there will be no unexpected recommendations. The auditor also commented that we performed well in enabling the bulk of our workforce to be able to work from home during the COVID-19 lockdown period.
Financial Year End and Rates Strike Processes:
The team successfully completed the financial year end process in collaboration with the Finance Team, and the annual rates strike process with the Rates team.
Recruitment:
The Manager – ICT Operations & Delivery commenced. The team still has two vacancies (ICT Technician Level 2 and ICT Systems & Cloud Engineer) which are currently being recruited for.
Data Insights and Programme Delivery
Information Management (IM)
Property File ePathway Applications:
· May – 165
· June – 254
Objective Support:
· Help/fix requests resolved: 213
· Files and folders created and approved: 15
· Objective users changes/movements: 64
· New User setup: 9
Objective user reconciliation:
The IM Team completed a true up of Objective users and purchased more licences to cover our current use as we had more users than available licences.
Programme Delivery
Online Services Project:
Stage Two of Online Services is on track for completion and delivery:
· The Stage 2 Registrations functionality training has been completed and configuration in production is almost finished.
· Registrations roll out for customers to have a private view of their services and lodge applications with FNDC is in the final stages of production fixes. Once defects in Production are fixed this will Go Live for an internal staff pilot.
· The General Enquiries functionality for Private Licencing is going through final fixes in production after which it will be ready for release as part of the internal staff pilot.
· The LIM online application is ready to release pending communication.
· CityWatch is ready for release pending training and sign off from the customer contact team.
· The Proposal to receive payment of infringements online has been approved.
· The communications requirements for Stage 2 & 3 deployments have been defined.
Stage three consists of Resource Consent and Building Consent applications:
· Final inspections and CCC complete and ready for release.
· Re-engineered workflow for Resource Consents underway.
· BC documentation and presentation to BC Manager complete, review of invoicing workflow pending.
Stage four consists of Permits and Licenses, Animal Registration and Mobile Inspections (other than building inspections). Also rates, water rates and animal re-registration payments:
· The rates, water rates and animal re-registrations payments, are now due to start October 2020 along with the animal registration module.
Business Intelligence Project:
· Council have partnered with SQL Services to expediate the architectural design of the new schema for the design of the new Enterprise Data Warehouse.
· First stage will be Vision 20/2.0
· RFS for Roading has been added to the scope.
Business Intelligence & G.I.S.
SQL server consolidation & upgrades:
The team have successfully moved 60 % of the databases within Council to the new SQL server architecture. TechOne production and test has been moved successfully. The remaining systems we are planning to move are Pathway Production and Objective Production. The current work programme is on track to have all the database moves done by Q4.
Building Consent Authority “BCA” dashboard:
There is ongoing work on the BCA dashboard to reflect more usable data and to identify opportunities for process improvement or alignment of practice to documented processes. The development of this dashboard is nearing completion. The work in this reporting period has focused on responding to the business’ change requests as well as facilitating the improvement of data quality.
This project has been submitted to the project sponsor and stakeholders for sign-off and closure.
All building inspectors and other key members of the BCA team have been assigned PowerBI licenses to enable them to view the dashboard and their progress against the targets in real time.
All future enhancements will be dealt with as BAU.
Geographical Information Systems (G.I.S):
Northland Regional Council – A request was received from NRC to assist with their water allocation tool. The tool was not functioning and one of Council’s staff members was tasked to assist with the resolution.
We are now able to get the information that Council needs for the water crisis from NRC.
Programme Darwin has been identified as one of the key projects that will use GIS services. We have been actively assisting in integrating IPS with our ArcGIS platform to plot assets geospatially on the current data sets, providing a clear understanding of the data and areas of improvement prior to the data import into the IPS system.
Rating Information Database (RID) deployment:
The Data Insights team streamlined the process of deploying the RID, this has also enabled the Council to secure the data source and deploy to the public within a very limited time frame after the rates was finalized.
Key Analysis Projects:
The team assisted in creating a WFH survey dashboard report to highlight the successes of the work from home.
An internet survey analysis and report was done to support work on “On Net” providing clear analysis on the internet usage and roll out in Northland.
Rollout of new Titles and Parcels data quality report to assist the users in the property team to identify where, if there are any, problems with the data.
The BCA dashboard was integrated into MS Teams for Building Services for easy access by the building inspectors.
Reduced Statute Barred Write-off process used to take two full days to create but we created a list of reports that streamlined the process into a day, saving a lot of time for the users during the rates strike.
A SharePoint list was created for Request For Service (RFS) type ownership
to be enable us to group the RFS types per department.
Operational Financial Performance
As at 31 May 2020
Disclaimer: This financial report is at 31 May 2020. The end of year June report will not be available until a draft set of accounts is released.
Operations
Customer Service
Customer Experience Programme
Closed RFS – Customer Satisfaction Index (CSI)
The scores provided below are for the four months ending 30 June. Please note that we did not offer our normal service offering during COVID-19 lockdown levels 4-2 and were unable to survey and receive responses during level 4 lockdown. This experience has affected the calculation of the CSI and our service delivery. As a result the metrics for this reporting period have general declined. March in particular was a difficult month as the organisation pivoted to working from home, changed its service offerings, dealt with connectivity issues and changes to some online processes. In the short term we can see teams recovering to pre-lockdown levels. Our response levels
· Overall CSI for Requests for Service: 76.1 (8.15% decrease, inhouse and essential only lockdown)
· Overall satisfaction making the request 78.2% (12.02% decrease)
· CSI for requests made via the After Hours provider: 78 (2.56 decrease)
· CSI for library services: 92.2 (1.84% decrease, online only during lockdown)
· CSI for visits to i-SITEs and Service Centres: 99.1 (0.1% increase, closed during lockdown)
Monthly CSI Trend for closed Requests for Service:
Please note that due to the inherent delay of between 5 to 6 weeks in receiving feedback from customers, the most recent reporting month should be interpreted with caution.
Other measurement programmes
The scores provided below are for the six months ending 30 April. Please note that all the below figures are also affected by COVID-19 lockdown.
· CSI for Building Inspection Services: 46.2 (52.6% decrease, essential only during lockdown)
· CSI for Building Consent Process: 69.5 (16.69% increase, operation during lockdown)
· CSI for Resource Consent Process: 68.8 (6.54% increase, operation during lockdown)
The current focus of the Customer Experience Improvement Programme is noted below:
· Reassessing improvement priorities post COVID-19 lockdown and to align with other organisation initiatives.
· Ensuring customer focus during Great Workplaces Proof of Concept
· Investigating tools and methods to gather and utilise customer feedback to improve customers experience.
· Implementing system improvements following Transport team customer journey diagnostics.
Customer Service Statistics
Customer Satisfaction results
All areas continue to perform well, with the exception of the Customer Satisfaction Index (CSI) for Library Services which may be attributed to customers familiarising themselves with the new Library Management System (Kotui).
|
Responses (Month) |
YE Goal |
June CSI |
Trend |
May CSI |
% Change |
Comments |
Visitor Experience |
86 |
99 |
99.1 |
↑ |
99.0 |
0.1% |
Significant drop in responses, as expected but maintaining same excellent service! |
Library Services |
103 |
94 |
92.2 |
↓ |
94.8 |
-2.8% |
Some customers are struggling with adapting to the new online system. |
Community and Customer Service RFS |
6 |
94 |
95.8 |
↑ |
83.9 |
12.4% |
Continued high levels of positive feedback. |
Contact Centre / Service Centres
· 46.88% decrease in the financial counter stats for Service Centres (2,217 down from 4,174)
· 7.52% decrease in calls to the Contact Centre (14,595 down from 15,783)
· 28.23% increase in the number of AskUs emails (4,305 up from 3,357)
· 5.42% decrease in the number of Building Inspection bookings (837 down from 885)
· 49.9% decrease in visitor numbers (14,338 down from 28,621)
· 16.3% decrease in retail revenue ($7,327 down from $8,755)
· 64.3% decrease in transaction spend ($9,493 down from $26,615)
· 52.8% decrease in transaction numbers ($2,690 down from $5,701)
Libraries
· 1.6% increase in ebook and audiobook downloads (7,757 up from 7,632)
· 52.8% increase in library website sessions (up from 66,827)
Regulatory Services
Environmental Services
A total of 1,263 Requests for Service were received and 1,230 closed during May - June 2020. This is an increase of approximately 30% compared to the previous two months reflecting the effects of the end of the lockdown period.
Animal Management
The Animal Management team received 552 Requests for Service during May – June. This represents an increase of more than 200 from the previous two months; 71 of these Requests for Service were Priority 1 and 92% of all RFSs were responded to on time. The increase in the number of RFSs post-lockdown is not surprising, given the lower numbers during the lockdown period.
Out of a total of 11,277 known dogs in the district, 7,967 dogs were registered at the end of the 2019/2020 registration period. This left 3,310 known dogs on record that were not re-registered. The team were not able to do proactive registration follow up in the lockdown period which is reflected in these figures.
47 dogs were impounded across the District during the May and June period with two dogs rehomed through the Council’s website; 10 dogs were transferred to rescue groups for rehoming and 14 dogs were claimed by their owners.
A total of five infringements were issued to dog owners for offences during May-June for offences that occurred in May.
The COVID-19 lockdown period has caused delays to the Council’s original timeframes for refurbishment and subsequent move to the new Animal Shelter premises at Kaikohe. Design costings have been received, providing options to proceed within the allocated budget with design and building work.
Environmental Health and Monitoring Compliance
During level three and four no proactive alcohol license inspections or good host visits were conducted. These resumed on 18 June 2020, with a total of seven being conducted for the month.
Responses to noise complaints resumed in Level three. A total of 162 noise complaints were received in the May-June period; of these only one complaint reported and responded to was from within a rural area.
During lockdown levels four and three, no parking enforcement was undertaken in the district. In level two, the Parking Officer began patrolling areas again and did a gentle come back (reminding people around the parking restrictions) and no infringements were issued. From 2 June 2020 normal enforcement processes have resumed, with a total of 41 Parking Infringements issued in the period to the end of June.
Swimming Pools
65 swimming pools inspections were carried out during the months of May and June, with most inspections (53) being undertaken in June as Council returned to post COVID-19 routines.
The swimming pool fail rate was 35% for this period.
Building Compliance
· 152 RFSs were received by Compliance during May and June 2020 and 136 RFSs (89%) were closed
· 20 Notices to Fix were issued for breaches of the Building Act during May and June 2020
· 18 Infringements were issued for building-related breaches
Building Accreditation Update
The BCA has received notification of the upcoming audit from International Accreditation NZ (IANZ) and is returning to the office to prepare for the assessment. The challenge for the BCA will to be to achieve stability and ensure compliant processes (i.e. a return to 100% compliance for all statutory time- frames).
The BCA will be submitting documentation to IANZ for audit purposes by the end of August 2020; the scheduled dates for the on-site audit are 19-23 October 2020.
Resource Consents Management
A total of 778 resource consent applications were received during the 2019 - 2020 financial year.
127 consent applications were received during the months of May and June. There has been a steady flow of consents and an increase of nearly 30 applications compared with the March-April period.
An upward trend in processing consents within statutory timeframes has continued since the 2017/2018 year, with 78% of consents processed within statutory timeframes in May and 86% in June 2020.
Building Consents Management
The number of building consent applications is tracking lower than the four-year average.
· During the May to June period a total of 272 building consents were received
· The BCA issued 194 building consents during the same period
· 93.5% of building consents were issued within the legislative time frame of twenty working days. A lower compliance rate was achieved during this period, with the BCA working remotely and without all of the support systems and processes. Nevertheless the BCA did well to continue providing services.
The data is showing a spike in consent numbers for June, which is above the four-year average. This was expected as applications delayed through the during lock down were submitted and progressed (after being on hold).
Building consent applications have been received for the Avida development dwellings. A similar process will be followed to the Inlet Estate development regarding the availability of the new wastewater plant in order not to delay consents or Code of Compliance Certificates (CCCs); an interim arrangement allows for the use of the buildings, with the CCC issued later when the connection to the new plant has been completed.
The Business Intelligence (BI) system is being refined to allow for better resource management and efficiencies. The BI information gives all team members visibility of the parts of the business that they are accountable for. The data collected and refinement thereof will enable a more robust and accurate calculation of staffing resources that accommodate competency levels under development and any turnover of staff.
Infrastructure and Asset Management
Roading
Resilience Slips (Low Cost Low Risk), Minor Events and Emergency Slips:
· Kaitaia Awaroa 26991 – Start delayed due to COVID-19
· West Coat Rd RP 16005 – Start delayed due to COVID-19
· West Coast Rd RP 9563, Fairburn Rd RP9588, & Diggers Valley Rd RP12722 - Waiting approval to Supplier Recommendation Report.
· Fairburn Rd RP 9588 - Waiting approval to Supplier Recommendation Report.
· Diggers Valley Rd - Waiting approval to Supplier Recommendation Report.
· Wharekawa Rd RP3552 & 3663 – Tenders close delayed to 1 May due to COVID-19
· Rawhiti Rd – Risk assessment found danger of loose material falling onto road. Remediation delayed due to COVID-19
· Paponga Rd – Remediate in May
· Waikare Road – Delayed due to COVID-19
· Wainui Road – Unsure at this stage whether will Tender this year due to other programme and budget changes
Panguru Flood Mitigation (Low Cost Low Risk): Design work Completed. Additional budget required approved by Council. Delivery programme finalised. Construction and Earthworks started 25 May 2020.
Minor Safety Improvements (Low Cost Low Risk): Procurement for physical work for the following Route Treatment safety improvement works (various treatments) completed: Physical works to commence mid-June 2020.
· Kaitaia-Awaroa Road
· Te Ahu Ahu and Old Bay Roads
· Wiroa Road, Waiare Road, Wehirua Road and Kerikeri Road
· Oruru Road, Fairburn Road and Peria Road
· Matauri Bay and Loop Roads
Hokianga Ferry (Kohu Ra Tuarua)
Fullers BOI have taken over the operation of the Hokianga Ferry from the 1 May 2020 and are settling into the new operation well.
Collection of fares resumed on 18 May shortly after the move to Alert Level 2. Revenue processed for May was $17,818.80.
Consultation on Northland Speed Limits
Council adopted a Report recommending new speed limits for the Okaihau-Kaeo-Waimate North Speed Limit Review area at its meeting on 21 May.
Work to implement the new speed limits and formalise the adopted speed limits into the Speed Limits Bylaw has now commenced. Work includes incorporating the changes into a GIS mapping system so that the Speed Limits Bylaw can be easily updated. Work has also commenced on programming the required engineering works, including speed limit signage. Once completed, Council will be able to make the required changes to the Bylaw.
Background technical work on the Kaitaia-Awaroa and Kohukohu-Broadwood Catchments will commence in late June. It should be noted that the Kaitaia-Awaroa Road has the highest risk rating in Northland.
Utility Services – CAR (Corridor Access Request) & TMP (Traffic Management Plan)
· Kaikohe, Kaitaia, & Ahipara - laying of Fibre is now complete
· Coopers Beach and Mangonui - Fibre work is in progress
· Waipapa - next stage of Fibre installation called 2+ progressing steadily through the Waipapa Intersection work
· Kaitaia UFB connections are continuing
· TMP's for slip repairs have been approved
· TMP's for several other maintenance projects have also been received, and other projects that were started before the shut- down, have now resumed
· Waipapa Roundabout work has resumed
· Proposed Puketona Junction, Highway 11 & Highway 10 roundabout is also about to start
Sealed Road Resurfacing:
· North and South Contract Seal Design & programme confirmed
· Sealing in the South region is 98% complete with the pending surfacing not completed due to COVID-19 lockdown. The balance of the works is carried forward to next Financial year
· Sealing in for the North Region is 89% complete with the pending surfacing not completed due to COVID-19 lockdown. The balance of the works is carried forward to next Financial year
Road Seal Extensions
Seal Extension sites in the below table have been approved by Council to proceed with construction. The unsubsidised roads have progressed through testing, design and commenced however the COVID-19 lockdown has been the cause of at least 1-month delay in construction operations. The subsidised Koropewa Road is still in the NZTA Business Case Approval process.
Unsubsidised Seal Extension
Kumi Road – Enabling works, drainage (culvert extensions and renewals incl. headwalls) complete, Pavement aggregate placed and compacted, 250mm stabilising (<2% lime/cement) is complete. Driveways and carriageway have been sealed and site is being tidied up presently.
Porotu Road – As this is a Māori Road Line consent of the underlying title holders and the adjacent owners is required. The consents of all interested parties have been given recently. There are some issues between the landowners that prevent our commencement of work for the moment.
Puketi Road – Enabling works largely complete. Pavement construction has started.
Subsidised Seal Extension
Koropewa Road - Business case to NZTA delayed for data verification required by NZTA
Structures
The following works have been undertaken:
· Otaua Road Bridge N28 – The contractor has re-established after the lifting of COVID-19 lockdown. The physical works are programmed to complete around August subject to NRC approval.
· West Coast Road Bridge G01 – the contract has been awarded and the contractors has commenced with design of the bridge, the contractors design team have also commenced with the application with Resource Consent application. Due to time constraints with design completion and RC, the physical works will only commence next Financial year.
· Matawherohia Rd Bridge I48 – Road legalization in progress and Design to be further reviewed. This bridge will be designed this Financial year and constructed next financial year.
· Inkster Rd Culvert W35 Replacement – This project has been awarded to the successful contractor and physical works has commenced however due to COVID-19 the construction may extend into next financial year.
· Kenana Rd Culvert E16 Replacement – the contractors have re-established on site and programmed to complete by end of June.
· Mangamuka Rd Culvert H40 Replacement – the contractor has re-established on site however due COVID-19 lockdown and restrictions implemented the physical works will be carried forward into the next financial year.
Pavement Rehabilitation & Associated Improvements:
There is approximately 5.5km Rehabilitation programmed for this financial year, which is distributed into 8 different sites. Sites are as follows:
North
· Mangamuka road RP0-1736 – pavement construction is 100% complete, minor safety works ongoing.
· Broadwood Road RP13350-13780 – due to COVID-19 the pavement works could not be completed and the with unfavourable atmospheric temperature now being experience this site will be left unsealed until next construction season.
South
· Ngawha Springs Road RP2610-3163 – deferred until the development are complete
· Punakitere Loop Road RP0-346 – physical works are completed
· Pungaere Road RP5547-6572 – the site was planned to complete early April but due to the COVID-19 lockdown work had to be stopped. This site will be left unsealed until next construction season
· Purerua Road RP6251-6794 – designs under review
· Stanners Road RP1580-1720 – construction has been completed
· Waimate North Road RP20-425 - construction has been completed
Parking
The NTA has been instructed to programme and implement changes to mobility parking spaces district wide as requested by Councils Disability Action Group. Bylaw schedule changes will be required to ensure that the parking restrictions are enforceable, but this is not considered urgent. These schedule changes will be made once all sites have been signed and marked and the full Parking Bylaw review has been undertaken by FNDC Strategic Planning and Policy group
Programme Vision |
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Vision: Leading best practice enterprise asset management in NZ. Mission: Lifting the understanding and delivery of asset management across the organisation. |
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State of Play |
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Last Month |
Next Month(s) |
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· New Programme Manager appointed and in the process on developing a programme status report. · Project team engagement around COVID-19 and operational impacts upon programme. · Asset Management hierarchy approved. · Data scrubbing of asset data is progressing. · FieldForce 4 assessment received and debriefed with project team and IAM managers. · Data migration workshops have started with INFOR.
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· Presentation of refreshed Programme status report and updated timeline. · Engagement with Far North Waters on system detail and long-term vision including their use of the system and field technology. · Configure ION server and INFOR operating system (system build). · Stakeholder workshop to debrief on culture survey results and how this relates to the roles & responsibilities work to be undertaken. · Competency framework still to be reviewed. · Budget for condition surveys in the annual plan to be confirmed following discussion with EMs as part of rates relief / economic stimulus package for the far north. · The demo INFOR OS integration system has been provisioned and is scheduled for an August training and integration to Pathway/TechOne demo. · Program Manager to review Field Force recommendations with a view to integrating into the people and culture workstream. |
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Programme Milestones |
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Milestone |
Baseline Date |
Actual Date |
Status |
Comment |
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Identify Stage completed |
NA |
30/11/19 |
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Programme plan agreed |
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Define Stage completed |
31/03/20 |
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The system will be ‘switched on’ with some data early April, full data migration and the system being fully operational will now be September 2020. |
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Execute Stage completed |
30/06/21 |
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Different projects & workstreams will deliver at different times over a 2-year timeframe |
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Review Stage completed |
30/06/21 |
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Reviews will take place as each project is completed; however overall review of programme is scheduled Apr – Jun 2021 |
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Infrastructure Planning
· · Stormwater |
· · District Facilities |
· · Wastewater |
· · Water |
· · Transport |
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· Activity |
· Asset Group |
· Expected Completion |
· Comment |
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· Strategies / Plans / Policies |
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· District Transport Strategy |
· |
· FY19/20 |
· The draft Integrated Transport Strategy Programme Business Case is complete and is undergoing internal and NZTA review. The ITS incorporates the Recommended Programme and 10 year cost staging which has now been copied across into the draft Transport Capital Works Programme. Meetings continue with NTA regarding integration and alignment with the emerging regional AMP, being the primary ITP delivery mechanism. The ITP and Recommended Programme will be workshopped with Elected Members prior to release for public consultation on the LTP’s The Infrastructure Strategy will be the container |
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· Rawene WWTP Optioneering |
· |
· On-going |
· Since the workshop with Te Mauri o te Wai the consultants have issued the final report with multi criteria analysis and order of costing. · In time a preferred solution will be identified by Te Mauri o te Wai and options will be considered through the Long Term Plan process. |
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· Water Demand Management Plans |
· |
· TBA |
· Water Demand Management Plans (WDMP) aim to identify ways a particular scheme can manage demand to limit the need to invest in increased capacity. Parked until BRANZ household water use data is available. |
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· Backflow Prevention Policy |
· |
· FY20/21 |
· A renewed look at Water Safety Plans (required by Drinking Water Standards) took place in September across Asset, Planning and Operational teams. Backflow prevention policies contribute to this requirement and will be programmed to align with our goals in this space. Vacancies in 3 Waters Planner roles has stalled progress on this project. Recruitment has now been completed and so this project will be included on the three waters work programme. The project will not be completed this financial year as a result of recruitment delays. |
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· Water and Wastewater Service Area Review |
· · |
· FY19/20 |
· A policy or internal guideline for water and wastewater connections will increase transparency and support consistent decision making when considering requests to connect to the water and wastewater networks around the district. A project to undertake an initial review of FNDC’s water and wastewater service areas has been initiated as a first step to developing a connection policy. The purpose of the review is to is to analyse the nature of the issues affecting the service areas, the cause of these issues and to identify practicable options to address these matters. The review was placed on hold throughout the operation of the Crisis Response Team due to lack of resourcing. The review will remain on hold up until the last quarter of 2020 whilst other more urgent work programmes are brought up to speed. |
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· WWTP consent replacement programme |
· |
· On-going |
· A programme initiation document has been approved which sets the process by which the replacement resource consent applications will be programme managed. The objective of the programme is to ensure resource consent application project is adequately resourced, prepared in accordance all relevant provisions of the RMA and the best practicable option for each consent application has been determined though the appropriate LGA financial planning process prior to lodgement. The programme in running behind schedule due to resourcing limitations associated with secondments to the crisis response team. An initial planning assessment has now been drafted to provide an overview of each of the six discharge activities and identify key planning considerations and risks. This work will be used to inform the technical information required to support each replacement resource consent application, and to identify likely upgrade requirements for each of the plants. |
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· 2021-2051 Infrastructure Strategy |
· |
· On-going |
· The Local Government Act requires that all Local Authorities prepare an infrastructure strategy as part of the long-term plan. The infrastructure strategy sets down Council’s strategic response to address major long-term infrastructure challenges. The programme in running behind schedule due to resourcing limitations associated with secondments to the crisis response team. The project plan is presently being revised to account for the time slippage and key milestones will be reported in the next business report. |
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· Paihia Water Strategy |
· |
· |
· Consultants Harrison Grierson (HG) have prepared the final report for options to replace Paihia Water Treatment Plant. This is one part of the Tourism Infrastructure Funds (TIF) received for Paihia. · A separate engagement for modelling work using the TIF for Paihia was planned to commence in the first quarter of 2020. However, there are some potential delays with this due to resourcing limitations associated with secondments to the drought management team. Staff consequently sought an extension from MBIE to the deadline set out in the TIF funding agreement (set to June 2020). That request has been approved and FNDC now has until December 2020 to complete the TIF related work. · Procurement for the modelling work is underway. |
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· Proposed Regional Plan for Northland |
· All |
· FY19/20 |
· Working closely with WDC, FNDC has joined six appeals on the Proposed Plan, with a focus on ensuring that it enables public water supply. Mediation with appellants started in early August and is now largely complete. Most of the matters have now been resolved, however it is likely the appeal on the water allocation rules will proceed to Court. WDC and FNDC will be appearing at court. |
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· Activity |
· Comment |
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· Collaboration and Engagement |
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· FN2100 |
· Planned public consultation on the Far North 2100 District Strategy and Spatial Plan has been rescheduled to June 2020. The recurring rescheduling of this project has presented issues for the originally planned concurrent release of the draft Integrated Transport Strategy and so it has been realigned to be released with the Infrastructure Strategy, this being a legislated requirement of the Long-Term Plan process. |
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· District Plan |
· An essential link between the District Plan (DP) and the Infrastructure team is the Engineering Standards. The Engineering Standards will be reviewed for inclusion in the DP. The Working Group met in October and agreed to the approach for the review. Each working group member is responsible for reviewing a section of the standards. Issues are escalated to the Steering Group. Both groups and the project manager are supported by a local consultant who also support WDC review their standards. |
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· Tai Tokerau Councils Climate Change Adaptation Group (TTCCCAG) |
· The purpose of the Climate Change Working Group is to develop a regional collaborative approach to climate change adaptation planning for local government in Northland. The working group is led by NRC. IAM Planning staff continue to participate in the working group in addition to participating in the development of FNDC’s climate charge roadmap which is being led by SPP. |
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· Liaison Groups |
· Engagement with established Community Liaison Groups (CLG) is required by a number of our Infrastructure Consents. No Community Liaison Groups have met due to COVID-19 restrictions. Waikotihe Trust have been updated by email on Kaikohe drought related issues. |
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· Consent Technician |
· May 2020 |
· YTD ‘20 |
· YTD ‘19 |
· |
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· Applications for New Water and Wastewater Connections |
· |
· 8 |
· 97 |
· 99 |
· 8 requests to connect to Council water and wastewater services were received in May 2020. Year to date Council has received 97 applications (compared to 99 last year) |
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· Resource Consent Applications Reviewed by IAMs |
· All |
· 40 |
· 391 |
· 346 |
· IAM’s development engineer and consents technician review all consents and provide comment on how to minimise/mitigate impacts on Council infrastructure. |
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· LIMs Assessed |
· All |
· 83 |
· 1255 |
· 1254 |
· IAM’s consents technician input into Land Information Memorandums by completing soil reports and assessing development contributions. |
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· Consent Applications/Authorisations |
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· Taipa WWTP Renewal/Appeal |
· |
· Under Appeal |
· The Taipa WWTP discharge consent decision was to the Environment Court. · Legal counsel has been retained to support the hearing and several technical experts have been engaged for the mediation process and to provide evidence at the hearing. All parties have agreed to mediation and the commissioners for this process have been appointed. The mediation is now likely to occur in mid-July provided subject to the appellants agreement. As suggested by the EC judge and requested by the appellants there will be executive level presence at the mediation including the CEO. Technical work to contribute to the Court evidence has been completed except for the QMRA which requires input from Ngati Kahu representatives. This input will be sought during the mediation. |
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· Kohukohu WWTP Renewal |
· |
· June 2020 |
· A request for further information has been received from NRC. Work has been to procured to address the request for further information. · Staff have sought a price for the Cultural Impact Assessment for Kohukohu from suitably experiences person. |
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· Opononi / Omapere WWTP Renewal |
· |
· Mar 2020 |
· A Cultural Impact Assessment for the discharge of wastewater to the Hokianga Harbour commenced prior to Covid 19 Lockdown but restrictions on travel, visiting and group limits, progress has been delayed. Both the Hydrodynamic Model and the quantitative microbial risk assessment for the discharge have been completed. Staff received an extension to the submission timeframe for the information request as there remain some outstanding matters that are unlikely to be addressed in time due to resourcing limitations associated with secondments to the drought management team and the restrictions caused by the national response to COVID-19. |
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· Puketotara surface water take (source for Kerikeri WTP) |
· |
· June 2020 |
· NRC have issued the draft conditions for a consent. We are in discussions about the conditions, but we need the input from NRC’s hydrologists. The availability of hydrologists is limited due to the drought. |
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· Motutangi Drainage District Concession application |
· |
· July 2020 |
· Draft concession report received from the Department of Conservation (DOC). Final comments on the draft have been forwarded to DOC. DOC has advised that the report will be peer reviewed and then be sent to Kaitaia’s Operations Manager for approval. No update available at the time of writing. |
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· Waitangi - (TIF) Public Toilets |
· |
· June 2020 |
· An alternative location for the toilets needs to be agreed on by the Waitangi Trust Board. Once the project manager gets approval from the Waitangi Trust Board a planning assessment will be completed. |
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Asset Management
· Stormwater |
· · District Facilities |
· · Wastewater |
· · Water |
· · Roading |
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· Activity |
· Asset Group |
· Expected Completion |
· Comment |
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· Strategies / Plans / Policies |
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· Living Asset Management Plan (LAMP) |
· All |
· FY20/21 |
· First draft to SLT / EMs by end of November 2020 (due to delay with INFOR system implementation the timeframe for the LAMP has been delayed). (Please refer to Programme Darwin section for details on delay). |
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· Asset Management Plans (3 Waters and District Facilities) |
· All |
· FY20/21 |
· In the absence of a LAMP, and as part of the Long-Term Plan (LTP) process, a combined draft Asset Management Plan for 3 Waters and District Facilities will be available by October 2020 with supplementary Activity Plans for each discipline. |
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· Asset Management Strategy |
· All |
· FY20/21 |
· Being developed based on review being done for the 30 Year Infrastructure Strategy by Infrastructure Planning for the next LTP round (FY21/31). This work will be completed by December 2021. |
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· Asset Management Policy |
· All |
· FY19/20 |
· Internal policy approved. In place as of 13 January 2020. (Completed). |
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· Annual Plan (AP) |
· All |
· FY19/20 |
· Contribute to Annual Plan project, coordinated by Strategic Policy & Planning (completed). |
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· Long-Term Plan (LTP) |
· All |
· FY19/20 to FY20/21 |
· Asset Management have commenced planning for the next LTP round being FY21/31. The current LTP is being looked at in-depth and future asset planning being considered for the next round. |
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· ISO55000 |
· All |
· FY21 |
· To be investigated. This will align with the current International Infrastructure Management Manual (IIMM) and will need to incorporate the National Metadata standards being developed. |
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· Stormwater Strategy |
· |
· FY20/21 |
· Underway. Being consulted on with GHD. A draft plan is in place and draft strategy provided by May 2020. Infrastructure Planning is holding workshops with SLT and EMs on the 30 Year Infrastructure Strategy. It is likely the SW Strategy will be incorporated into these workshops as an overview. |
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· Stormwater Catchment Management Plans |
· |
· Underway |
· Underway – FY19/20 to FY21/22 (3-year process) |
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· Vesting Assets to Council Policy |
· All |
· FY20/21 |
· Consulted with Audit, Risk and Finance and a process is being drafted by them to aid with this. Other parts of Council i.e. SPP, Legal and Finance will be consulted in due course. |
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· Asset Identification / Condition Assessments |
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· Prioritised Scheduled Asset Condition Assessments |
· All |
· FY21/31 |
· A 10-year programme has been developed which amounts to a total spend of $9mil over 10 years. $250k was approved in October 2019 to commence condition assessments for FY19/20. A Scope for the condition assessment CCTV footage, taking into account critical infrastructure (whereby focusing on SW and WW pipes etc.), was handed to delivery in March 2020. The Scope provided for CCTV was utilising the bulk of the $250k spend for FY19/20. However, due to the drought and COVID-19 Lockdown, this work was unable to be carried out. This scope will only be delivered in FY20/21 (within the 1st quarter). Subject to consultation and approval of the Annual Plan (AP) by end of June 2020, an additional $1.6 mil over the next 2 years will be available for condition assessments. |
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· Inventory Assessment - DF Assets |
· |
· Ongoing |
· n/a |
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· Activity |
· Asset Group |
· Expected Completion |
· Comment |
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· Project Pipeline – Initiations - Includes planning, feasibility studies, options assessments, business casing etc. before handover for Project Delivery |
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· Kaitaia Wastewater Overflows |
· |
· FY20/21 – FY23/24 |
· Subject to NRC abatement notice. Detailed business case handed to Project Delivery mid-April. Project now with delivery. This is a 3-year project for delivery (Complete). |
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· Hihi WWTP |
· |
· FY22/23 |
· Plant upgrade is required. Resource consent being applied for through Infrastructure planning team. Additional funding required and will be submitted for as part of the LTP (FY21/31). Likely additional funding estimate to be available by June/July 2020. |
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· East Coast (Taipa) WWTP |
· |
· FY20/21 – FY21/22 |
· Plant evidencing non-compliance with resource consent. Initial upgrade and disposal options assessment undertaken, further assessment and consultation required. And, due to the current appeal we don’t know what this will entail at this stage. Refer to Taipa WWTP Renewal / Appeal under Infrastructure Planning section above. |
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· Other |
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· Asset Management System |
· All |
· FY20/21 |
· Full operational use of INFOR won’t be possible until September 2020 (please refer to Programme Darwin for full detail surrounding the delay). |
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· Stormwater modelling requirements |
· |
· FY20/21 – FY21/22 |
· As per the SW Catchment Management Plan (CMP) strategy, the models for SW will take in excess of 2 years for full implementation updates. |
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· Water modelling requirements |
· |
· FY20/21 – FY22/23 |
· A consultant, GHD, has been engaged to peer review the Kerikeri Water Network Models to begin with (whereby focusing on the main growth area at this stage). Depending on the review, funding requirements to upgrade the models will be submitted as part of the LTP process. |
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· Wastewater modelling requirements |
· |
· FY20/21 – FY22/23 |
· A consultant, GHD, has been engaged to peer review the Kerikeri WasteWater Network Models to begin with (whereby focusing on the main growth area at this stage). Depending on the review, funding requirements to upgrade the models will be submitted as part of the LTP process. |
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· Area of Benefit Plan updates – Stormwater |
· |
· FY21 |
· To be investigated |
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· Data Cleanse / Tidy Up |
· All |
· Underway |
· A continual process but aim to have it completed prior to Phase 1A implementation of the new AMS (August 2020). |
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Asset Management Updates
BOI Sports Fields Development
As of Friday 1 May, Council completed the land purchase at 1936 State Highway 10 Waipapa. A media release is being developed to inform the public.
Work has commenced with the sporting codes via Northern football Federation and GLG Consultants to look at the short, medium and long term assets for this land. They have held a workshop and there was support and positive feedback in the community that progress has been made. All the codes were keen to be involved in a Project Team and signed up to the Terms of Reference proposed, which will give us a semi-formal sounding board to engage with the community as the project develops. At the workshop it was made clear that Council has only agreed to a 10ha area of the 46.6ha block purchased as being developed for the core infrastructure proposed (5 x floodlit fields, roading, parking and changing facility block) and other elements can be planned for but would need to be community led and subject to Council approval.
Concept plans are also being worked on for the first phase of this project.
Broadwood Swingbridge
The Broadwood Swing Bridge has been closed for a number of years now due to Health, Safety and Wellbeing (HS&W) and reported as unsafe for the public to reopen. A full Structural Assessment of the bridge was carried out by Opus in May 2018, as well as a ‘Inspection report’ carried out in February 2018 by Opus. The reports were comprehensive, and the bridge is deemed ‘unsafe’ and is to remain closed.
A scope has been provided to have the bridge removed and as part of that process, further consultation with the community of Broadwood will be held, in conjunction with the Community Development Advisor for the area. At a community meeting held in April 2019, a verbal update was provided to the community on options being considered as well as affordability issues. The Community Development Advisor already has a good idea of what the community would like to see as a replacement for the area which is a park area with swings, a sealed carpark and a footpath to a playground or all the way around it in a loop, to allow somewhere off the main road for kids to ride bikes/scooters. This Wishlist came from the children at the school and has been revisited several times as community demographics tend to change, but swings stay popular.
This project has been handed to Project Delivery. Once a Project Manager has been assigned, an appropriate party will be engaged to remove the current Swingbridge and consult further with the community on way forward for the area.
Infrastructure Compliance
· Summary of Abatement Notices |
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· Asset |
· Asset · Type |
· Non-Compliance |
· Action Underway |
· Kerikeri Sports Complex |
· |
· Issued Dec 2016 · Breach of discharge consent limit for wastewater discharge amount |
· No breaches of discharge volume since November 2018. Plumbing repairs, meter calibration and maintenance undertaken. Cancellation of abatement will be requested when the new Compliance Lead has been appointed. |
· Mangonui Handrail |
· |
· Abatement notice issued May 2018 · Erection of a safety rail on the Mangonui boardwalk required |
· As agreed by NRC, 80m of handrail installed in September 2018 in high risk area. Consent issued for boardwalk improvements. |
· Kaitaia Recovery Centre |
· |
· Abatement notice issued Nov 2018 · Stormwater runoff from bins at site may contaminate waterway |
· Interceptor / oil separator have been installed. Waiting on inspection from NRC and if satisfied a request will be made to cancel notice when the new Compliance Lead is appointed. |
· Opononi WWTP |
· |
· Abatement Notice issued Apr 2016 · Plant evidencing non-compliance with E.Coli limits |
· Short term: aerator and desludging have improved E.Coli readings, re-fencing of wetland area completed November 2019, wetland refurbishment costs to be input into next LTP. · Long term: engagement with the Community Liaison Group continues to try and find an acceptable upgrade solution before next LTP and alongside the consent renewal. |
· Kaitaia WW Network |
· |
· Abatement notice issued Apr 2016 · Unconsented network overflows |
· Screens have been installed at overflow location and programme of work underway to reduce frequency of overflows. |
· Paihia WWTP |
· |
· Abatement Notice issued Oct 2016 · Breaches in ammonia ongoing |
· Paihia WWTP upgrade project completed. |
· Russell WWTP |
· |
· Abatement notice issued Mar 2017 · Intermittent breaches in E.Coli |
· Various upgrade work undertaken during 2018/2019, plant compliant for several months however November evidenced non-compliance due to operator error during process upgrade. |
· Ahipara WWTP |
· |
· Abatement notice issued Mar 2018 · Non-compliant leachate volume to pond from Ahipara Landfill. |
· Pump controller upgraded 2019 however slight exceedances of consent limit have still occurred occasionally. Continue monitoring. |
· Kawakawa WWTP |
· |
· Abatement notice issued Feb 2020 · De-sludging activities by Conhur (contractor) not compliant with consent conditions |
· Following the issue of the notice NRC monitoring officer met with Conhur and FNW on site to discuss the non-compliance. Conhur subsequently pegged the max sludge height to avoid exceeding the 200mm freeboard. Contractors are now aware of the conditions of consent relating other de-sludging activity. · NRC satisfied the compliance issues have been resolved and no further action is required. |
Summary
During the month of May there were no LTIs or MTI’s, and we are currently operating with 970 days LTI free.
We attended 368 requests for service (RFS) call outs in May, up from 199 in April. This is most likely due to an increase in public movement and interaction across the network with COVID-19 Levels lifted further during May.
Planned Maintenance (PM) completion was 98% for May, with a total of 139 out of 143 jobs completed.
Final commissioning of the Omanaia water treatment plant commenced 18 May 2020 and is now at a stage of engaging with NDHB for final verification of test and compliance requirements. Work will continue during June to prove conversion of the existing raw water line before potable water is available to communities including installation of monitoring equipment, post treatment at Omanaia and pre reservoir at Rawene to allow increased assessment capability during the early stages of use.
Projects
We currently have 14 jobs to price with an approximate value of $250,213, there are a further 7 jobs to come out as tenders with a value of $1.447m. The current work in hand is progressing well with 19 jobs currently in progress with an approximate value of $2.03m, this includes de-sludge work. Most of the urgent drought relief work has been completed with only minor adjustment work required.
Risks
The following presents the highest operational risks facing the Far North Waters Operation and Maintenance services.
1. Effect of COVID-19 and enforced lockdown
2. Availability of raw water at Kaikohe
3. Reliability of Kerikeri raw water sources
4. Condition of Kerikeri WTP Clarifier
5. Security of treatment plants
District facilities
Parks and Reserves
There is an ongoing focus on keeping the public toilets open and cleaned to the higher hygiene standards, playgrounds and skate parks closed (although many felt the need to regularly remove temporary fencing installed to gain access), weekly disinfectant cleans of main town centres and mowing of sports fields, high use parks and areas where there is a genuine HAS and fire risks continued.
Ngati Kawa - Waitangi Marae proposed a planting programme of native trees and shrubs along the Waitangi River section adjacent to the Lilly Pond Reserve. A District Facilities Request form has been sent to Ngati Kawa and efforts continue to establish a positive working relationship with this group.
Ti Point, Waitangi –discussions continue with Hone Mihaka in terms of finding a solution to relocate the shipping container he located on Ti Point, Waitangi. The container will house Hone’s Taimai Tour operation. A number of options are being considered and feedback sought from appropriate land owners, key stakeholders and compliance staff.
A site visit was carried out at the Lilly Pond Reserve after complaints were received from the neighbours concerning a resident carrying out tree clearance and planting on Council land. The resident was spoken to and now a more formalised management agreement is being progressed.
NRC notified Council around the possible discovery of kauri dieback being present on a 15-20 year old Kauri tree located in the Fairy Pools Reserve, Kerikeri. NRC have taken samples and Council are awaiting the results. In the meantime, the area has been cordoned off to reduce any impact of the possible Kauri dieback pathogen.
Discussions progress with Vision Kerikeri concerning the volunteer works being carried out along the Wairoa Stream, Kerikeri. As a result of concerns with some of the structures being built and work carried out resulting in a slip, these discussions have increased to encourage and further the signing of a Volunteers Agreement with Council. This Agreement is based on ensuring volunteer groups carrying out work on council land are aware of the Health & Safety at Work Act 2015, that any works that result in the creation of an asset must ensure they meet appropriate standards and have council approval as landowner and Regulatory Authority. They must also have key representatives/supervisors attend a Health and Safety Volunteer workshop run by Council. This way Council can better manage and assist works being carried out by volunteers.
An underutilised recycling bin was relocated to Tii Beach, Paihia due to public demand for a recycling trial period. Recycling volumes will be monitored and a decision made for the bin to remain in place after the trial period.
Cemeteries
Russell Cemetery - A meeting has been programmed for 16 June to discuss a gift of land proposed that could see the Russell Cemetery extended. The Russell Cemetery has approximately five years remaining.
Kaitaia Cemetery – trees trimmed and a general clean up carried out to include the removal of green waste and other necessities as a result of COVID-19 lockdown.
Public Toilets
All toilets were open under level 2.
Kaimaumau Toilets – External Doors to the toilets were installed on the last days of April. (The first days of moving into Level 3). The refurbishment of the Kaimaumau toilets is now completed.
2019/20 Tif Responsible Camping Fund
Kaitiaki Rangers
Although closed over the COVID-19 lockdown and Level 3, MBIE approved the extension of the funds being available for the Whatuwhiwhi based Rangers to cover the Queen’s Birthday weekend. This proved invaluable given the number of people visiting this area. It also highlighted the number of people returning as ‘freedom campers (visitors)’ and ‘freedom living’ (people who permanently live in a vehicle).
The final MBIE report deadline was extended until June. This is in a draft state as prepared by the staff at NRC and DOC with input and final updates being done by Council staff.
Swimming Pools
New pool contract 5/20/013 was signed and issued to all parties and work has now started on all the early deliverables.
BOI Recreation and Pool Facility
FNDC agreed to assist Sport Northland with the cost of repainting the BOI pool, balance tank and repairing the edges of the pool as part of their commitment to assist with essential long-term maintenance/capital investment. This work has improved the overall aesthetic of the pool and should reduce the maintenance issues which were being caused by flaky paint/cement in the filter systems. It was the ideal time to do it as the pool was empty during the COVID-19 shut down. The painting is now complete, and the pool should be refilled mid-June.
FNDC have been working alongside Sport Northland to determine what is required for them to become compliant including the need to uplift their CCC (Code of Compliance Certificate) which is a high priority and requires sign off as it also impacts on the Building WOF. It is believed that this dates back to work carried out by the MoE prior to the sale to Sport Northland. Without a CCC the facility may be shut down.
The CPU (Certificate of Public Use) relates to fire certification of the recreational/gym area only and will require a new application from Sport Northland. This has also expired and was in the name of the previous building owner - Ministry of Education.
Both certifications are urgent, and Sport Northland are in the process of resolving these issues with support from District Facilities and Council Building Specialist staff.
Kaitaia Pool
As a result of the two previous dive boards breaking, the contractor has requested it be replaced due to its popularity. However, as the remaining life span of the existing pool operation being extremely limited and as the current new pool plans do not accommodate a dive pool facility, it has not been possible to justify the cost of a board estimated to be approx. $20k. However, if CBEC can influence the provision of a dive pool as part of the new pool and contribute towards half of the funding needed, it may be possible for Council to reconsider its contribution and at the end of the current pool’s life, relocate the board to the new facility.
The dangerous goods certificate has expired. This was due to a combination of the rules being tightened and COVID-19 delaying work to rectify the issues. Most works are now complete and aim to be ready for re-certification by 12 June 2020.
Kaikohe Pool
It was discovered post COVID-19 lockdown that the Kaikohe pool was empty. This has been experienced before and seems to happen when there are no pumps running. From initial investigations, it appears the pumps maintain levels more or less when in operation. It is an unusual fault and previous leak investigations have found nothing untoward. Assistance has been requested from Belgravia to help identify the cause and find a solution.
After a fault occurred on the BOI mains switchboard it was decided to get the Kaitaia, Kaikohe and Kerikeri boards inspected. Kaitaia was found to be okay but works are required on both the Kaikohe and Kerikeri boards.
Solid Waste
FNDC Solid Waste Services
Solid waste services expanded as we moved to Alert Level 2 restrictions enabling the full range of recycling services to be resumed from mid-May.
Clarification was sought from the COVID-19 help line and through Worksafe around the requirement for contact tracing at the unmanned Community Recycling Centres. Unfortunately, no clarification or direction was forthcoming. Council’s HAS team advised that the sites could open once the sites were registered with QR tracking codes.
Kerbside rubbish collections continued as normal with kerbside recycling services having started back Monday 18 May.
Illegal dumping
Illegal dumping continues to be concern for residents around the District.
As a result of numerous complaints, District Facilities staff are working alongside the Monitoring team in response to a well-known Mangonui resident who continues to dump household rubbish across his boundary and on to the St Andrews walkway.
A Wainui resident expressed their distress at Council not being able to pick up rubbish that was
dumped off a cliff side. Due to the location and nature of the dumping, it is likely the rubbish will end up the ocean however it is also very dangerous to send any one into this space as well.
On the other hand, staff and the contractor received positive feedback regarding the prompt and thorough job completed in removing cow offal on the side of Piwakawaka Rise
Solid Waste Contracts
Negotiations continue with the Solid Waste contractors concerning the need to extend these contracts to align with the proposed expiry date of October 2022.
Updates are as follows:
· Russell Landfill and Recycling Centre contract – BSL requested an additional $24K per year to cover management and administration costs. These fees were paid as a lump sum at the beginning of the three-year contract which no longer exists although such costs are still being incurred by the Contractor.
· Waste Minimisation and Education contract – CBEC, the main contractor is currently working on an updated programme of works for Council staff to consider considering the impact COVID-19 has had on classroom/school education programmes.
· Northern Waste Contract – Northland Waste are considering a new transport and disposal rate to take waste to Whangarei now that the Ahipara Landfill has closed.
· Southern Waste Contract - Waste Management have agreed in principal to a two year extension under the existing terms of the contract
Solid Waste Stats for May
Civil Defence Emergency Management
COVID-19
A National State of Emergency was in place for COVID-19 from 25 March to 13 May with the seven-day declaration period extended six times. On 13 May a national transition period notice was put in place for 90 days replacing the State of Emergency.
Recovery – Discussions are underway within the Department of Prime Minister and Cabinet, Treasury and State Services Commission on key principals for a long-term recovery strategy. The National Emergency Management Agency is participating but also acknowledges this is a very different type of emergency to anything faced previously and won’t know the exact form of the national approach until there is a better understanding of the full impact on communities from this event.
Drought Update
The National Emergency Management Agency is continuing to work with water providers and local councils in Northland to progress implementation of the $10 million financial assistance package intended for delivering water for consumption, sanitation, wastewater systems, stock welfare and horticulture. In other parts of the North Island, funding has been approved for water to be delivered to Marae and isolated rural residents by tankers.
Northland Civil Defence Emergency Management Group
COVID-19
Response - The Northland Civil Defence Emergency Management Group response to COVID-19 was aligned with the national all of Government response directives. At the peak of response there were over 60 council staff from the four Northland councils working for the Northland CDEM Emergency Coordination Centre response alongside additional CDEM stakeholders representing 58 agency groups.
Welfare - The COVID-19 response was a CDEM Welfare response to support Northland communities. Response requirements included the provision of emergency household goods and services for those affected and unable to access supplies themselves. This included food, medicine supplies, bedding, clothing, potable water, baby supplies, phycological support, animal welfare, firewood, hygiene products, and accommodation. The Northland Welfare Coordination Group was activated to manage priority groups and individuals that required specific welfare support.
A Northland CDEM 0800 number was established on 31 March with the Whangarei District Council (WDC) Call Centre answering calls for assistance on behalf of all Northland councils 12 hours a day 7 days a week from 01 April for seven weeks. The Northland Regional Council call centre took over from the WDC at Alert Level 2 and continued to receive calls for assistance until 03 June. A total of 681 calls were received with 108 COVID-19 related emergency household goods and services needs directly met by the Northland CDEM Group Welfare Team supported by the three district councils.
To ensure that no-one fell through the gaps when it came to the delivery of welfare in Te Tai Tokerau, a “network of networks” was established that included existing organisations' who are already engaging or have expertise with engaging with people most at need. These networks were based on priority groups and communities identified as being most ‘at risk’ from COVID-19 and it’s direct and non-direct affects Through network leads and the groups they represented, CDEM was able to understand any issues and provide solutions as a collective. At a national level, this concept of networks of networks was transitioned into a ‘Caring for Communities’ operating model. This new operating model aims to recalibrate the welfare approach at both the national and regional/local levels going into the longer-term recovery environment.
Funding - The $30 million funding provided by central government to support agencies, organisations and community groups to support emergency household goods and services was accessed by the Northland CDEM Group. I29 funding applications were approved in Northland with $1,434,970.00 being invested into the region to support ongoing response operations. A large portion of this funding was provided to Te Kahu O Taonui (TKoT) for the Iwi response operations across the region. The funds spent by CDEM and district councils on meeting the welfare needs of people in the community during the COVID-19 response have now been collated and submitted to NEMA for reimbursement.
Communications - For the duration of the response, strategic communications were undertaken with the DHB, regional leaders, district councils and emergency services supporting the Northland CDEM response activities. This included managing and supporting a large group of freedom campers based in Northland across several sites during Alert Level 4 and 3. Sitreps and action plans were sent to all stakeholders for the duration of the event. Public information management was aligned with national messaging and regular updates provided to the community via the Northland CDEM Facebook page.
Lifelines - The Northland Lifelines Group reported no issues throughout the response with representatives working closely with the Group Controller.
Recovery - The Northland CDEM Group planned to transition from response to recovery at national alert level 2 on Friday 29 May. A “COVID-19 Transition Pathway to Recovery” document was distributed to NEMA and Northland CDEM stakeholders outlining the transition and recovery arrangements on 28 May. Several CDEM response operations transitioned to partner agencies business as usual operations, some operations ceased and several response workstreams became recovery workstreams of which Northland CDEM will be a partner agency and continues to support recovery arrangements moving forward. The Northland CDEM Group have contingency planning in place in case of re-escalation to Alert Level 3 or 4.
Iwi - The collaboration and support in the response phase between Te Kahu o Taonui (TKoT) representing Iwi groups in Northland and the Northland CDEM Group was very successful. These successes will be taken into the recovery space as we work together moving forward. Iwi representatives have been co-opted on the Northland Coordinating Executive Group (CEG) and are now represented on the Northland Welfare Coordination Group (WCG). Iwi are represented within the “Caring for Communities” pillar in the region on the welfare sub-group and the economic sub-group of the Social Wellbeing Governance Group (SWGG).
Business - The Northland business community has been supported by aligning with Northland Inc. As part of a regional response to the COVID‐19 event, an interagency ‘Social Wellbeing Governance Group was established to identify the key areas of response to the crisis and develop plans to respond to any issues arising. Within the Social Wellbeing Governance Group, a sub-group ‘Economic Recovery’ has been formed and led by Northland Inc alongside representation from Iwi (Te Kahu o Taonui), Te Puni Kokiri, Ministry of Social Development (MSD), Local Government and the Ministry of Business, Innovation and Employment/Provincial Development Unit. They are soon to be joined by industry, community, rangatahi and education representatives. Supported by a smaller Working Group, the Economic Recovery sub-group are proactive in the economic recovery of Te Tai Tokerau.
Northland CDEM Group Work Programme
Now that COVID-19 is at Level 1 and the drought situation has eased, the Northland CDEM Group office is settling back into business as usual activities. However, taking into consideration the commitment required over the past 5 months to the Northland Drought and COVID-19 response, the group work program has had to be reviewed and some activities have been prioritised and others placed on hold. This has been reported on and discussed at the Northland CDEM Management Group and Coordinating Executive Group meetings 17 June.
13 August 2020 |
RESOLUTION TO EXCLUDE THE PUBLIC