Agenda of Ordinary Council Meeting - Thursday, 1 July 2021

Ordinary Council Meeting Agenda

1 July 2021

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
Hon Mayor John Carter QSO	Carter Family Trust
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
	District Licensing	N/A	N/A	N/A
	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
David Collard	Trustee of Te Ahu Charitable Trust	Council delegate to this board
Felicity Foy	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
	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.
	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.
	112 Commerce Street Holdings Ltd	Owner of commercial property in Commerce Street Kaitaia.
	Foy Property Management Ltd	Owner of company that manages properties owned by Foy Farms Rentals and Flick Family Trust.
	Previous employment at FNDC 2007-16	I consider the staff members at FNDC to be my friends
	Shareholder of Coastline Plumbing NZ Limited
Felicity Foy - Partner	Director of Coastal Plumbing NZ Limited
Felicity Foy - Partner	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
	Vision Kerikeri	Financial Member
Rachel Smith (Partner)	Property Owner	Kerikeri
	Friends who work at Far North District Council
	Kerikeri Cruising Club	Subscription Member and Treasurer
	Vision Kerikeri	Financial Member
	Town and General Groundcare Limited	Director, Shareholder
Kelly Stratford	KS Bookkeeping and Administration	Business Owner, provides book keeping, administration and development of environmental 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
	Taumarere Counselling Services	Advisory Board Member	May be perceived conflicts	Should conflict arise, step aside from voting
	Sport Northland	Board Member	May be perceived conflicts	Should conflict arise, step aside from voting
	He Puna Aroha Putea Whakapapa	Trustee	May be perceived conflicts	Should conflict arise, step aside from voting should they apply for funds
	Kawakawa Returned Services Association	Member	May be perceived conflicts	Should conflict arise, step aside from voting should they apply for funds
	Whangaroa Returned Services Association	Member	May be perceived conflicts	Should conflict arise, step aside from voting should they apply for funds
	National Emergency Management Advisor Committee	Member		Case by case basis
	Te Rūnanga ā Iwi o Ngāpuhi	Tribal affiliate member	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 should there appear to be one
	Te Rūnanga ā Iwi o Ngāti Hine	Tribal affiliate member	Could have a perceived conflict of interest	Declare a perceived conflict should I determine there is a conflict
	Kawakawa Business and Community Association	Member		Will declare a perceived conflict should there appear to be one
Kelly Stratford - Partner	Chef and Barista	Opua Store	None perceived
Kelly Stratford - Partner	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

Ordinary Council Meeting Agenda

1 July 2021

MINUTES OF Far North District Council
Ordinary Council Meeting
HELD AT THE Council Chamber, Memorial Avenue, Kaikohe
ON Thursday, 20 May 2021 AT 10.00 am

PRESENT: Mayor John Carter (HWTM), Deputy Mayor Ann Court, Cr David Clendon, Cr Felicity Foy (via Teams), Cr Mate Radich, Cr Rachel Smith, Cr Kelly Stratford, Cr Moko Tepania (via Teams), 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 Strategic Planning and Policy - Acting), Jacine Warmington (General Manager - Corporate Services Acting)

1 Karakia Timatanga – Opening Prayer

His Worship the Mayor commenced the meeting and Cr John Vujcich opened the meeting with a prayer.

2 NGā WHAKAPāHA ME NGā PāNGA MEMA / Apologies and Declarations of Interest

Resolution 2021/17

Moved: Mayor John Carter

Seconded: Deputy Mayor Ann Court

That apologies from Cr Dave Collard be received and accepted.

Carried

3 Deputation

Mr Doug Cowie representing Comm Unity Kiwi.

4 NGĀ KŌRERO A TE KOROMATUA / MAYORAL ANNOUNCEMENTS

· Mayor Carter received his first COVID-19 vaccination and encouraged others to get theirs as well.

· Darren Edwards returns to Far North District Council on 24 May 2021. Mayor Carter acknowledged Will Taylor, Jacine Warmington and Scott May for stepping in to different roles.

· Mayor Carter acknowledged and thanked Chief Digital Officer Damon Campbell who has done a fantastic job. He is leaving the Far North District Council at the end of May 2021.

· Friday is national Anti-Bullying Day. Mayor Carter encouraged everyone to wear a pink shirt to show support.

· Significant Natural Areas (SNA’s); staff are doing their best to inform the public around this under the direction of the Northern Regional Council.

· Northland Adventure Experience Limited (NAX): good progress made.

· Māori Wards; the scheduled representation review has been postponed. Mayor Carter believes it’s sensible for Council to get together and Iwi Leaders and MOU holders to work this through.

· Last day for Kath Curtin; His Worship the Mayor acknowleged and thanks Kath for her support. Deirdre Healy will move into the EA role.

5 Confirmation of Previous Minutes

5.1 Confirmation of Previous Minutes

Agenda item 5.1 document number A3186894, pages 12 - 23 refers

Resolution 2021/18

Moved: Mayor John Carter

Seconded: Deputy Mayor Ann Court

That Council:

a) confirms the minutes of the Council meeting held on 08 April 2021 as a true and correct record.

b) confirms the minutes of the Extraordinary Council meeting held on 4 May 2021 as a true and correct record.

Carried

Abstained: Cr Kelly Stratford

6 Reports

6.1 Paihia EV Charging Station

Agenda item 6.1 document number A3160263, pages 23 - 30 refers

Resolution 2021/19

Moved: Cr Rachel Smith

Seconded: Cr Kelly Stratford

That Council make the three identified adjoining parking spaces on Williams Road, Paihia, exclusively available for electric vehicles (EV) while charging.

Carried

6.2 New Parking and Road Use Bylaws

Agenda item 6.2 document number A3183896, pages 31 - 36 refers

Resolution 2021/20

Moved: Deputy Mayor Ann Court

Seconded: Cr Rachel Smith

That Council determine, under section 155(1) of the Local Government Act 2002, that two new bylaws regulating parking and road use, made under the Land Transport Act 1998, are the most appropriate way of addressing the problems in the Far North District:

i) competition for space in the central business districts.

ii) congestion in the central business districts.

Carried

6.3 Control of On-site Wastewater Disposal Systems Bylaw

Agenda item 6.3 document number A3183918, pages 37 - 50 refers

Resolution 2021/21

Moved: Cr John Vujcich

Seconded: Deputy Mayor Ann Court

That Council agree, under section 155(1) of the Local Government Act 2002, a bylaw is the most appropriate way of addressing problems related to the maintenance of on-site wastewater disposal systems in the Far North District.

Carried

6.4 Review of Psychoactive Substances Local Approved Products Policy 2014

Agenda item 6.4 document number A3183935, pages 51 - 62 refers

Resolution 2021/22

Moved: Cr Rachel Smith

Seconded: Cr Kelly Stratford

That Council:

a) agree that the Psychoactive Substances Local Approved Policy has been reviewed; and that,

b) agree that the Psychoactive Substance Local Approved Policy should continue without amendment.

Carried

6.5 Parking Enforcement Services

Agenda item 6.5 document number A3193410, pages 63 - 70 refers

Resolution 2021/23

Moved: Deputy Mayor Ann Court

Seconded: Cr Rachel Smith

That Council:

a) makes application for the delegation to enforce stationary parking offences on State Highway from Waka Kotahi (the New Zealand Transport Agency); and

b) commences a trial period of enforcing stationary vehicle Warrants of Fitness and Registration offences across the district.

Carried

6.6 Executive Review Committee Delegations and Appointment of Deputy Chairperson to the Committee

Agenda item 6.6 document number A3173167, pages 71 – 75 refers

Resolution 2021/24

Moved: Cr John Vujcich

Seconded: Cr Mate Radich

That Council:

a) adopt the revised Executive Review Committee delegations.

b) appoint Councillor Stratford as the Deputy Chairperson of the Executive Review Committee.

Carried

Abstained: Cr Kelly Stratford

6.7 Appointment for Papakāinga Development - Kaitāia Expert Consenting Panel

Agenda item 6.7 document number A3184429, pages 76 - 80 refers.

Resolution 2021/25

Moved: Cr John Vujcich

Seconded: Cr Rachel Smith

That Far North District Council nominate Councillors Clendon and Stratford to be considered as a panel member on the Papakāinga Development – Kaitāia Expert Consenting Panel.

Carried

Abstained: Crs David Clendon and Kelly Stratford

6.8 Te Hiku Community Board Chairperson - Appointment to Committees

Agenda item 6.8 document number A3187304, pages 81 - 83 refers

Resolution 2021/26

Moved: Cr John Vujcich

Seconded: Cr Rachel Smith

That Council:

I. appoint Adele Gardner as a member of the Assurance, Risk and Finance Committee; and,

II. remove Adele Gardner from the Regulatory and Compliance Committee.

Carried

resolution to exclude the Public

Resolution 2021/27

Moved: Mayor John Carter

Seconded: Deputy Mayor Ann Court

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

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

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
6.9 Review On Erosion Issues For Freese Park	S7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege.	s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

Carried

The meeting adjourned at 11:44 am and reconvened at 12.00 pm.

6.9 Review on Erosion Issues for Freese Park

Agenda item 6.9 document number A3103032, pages 84 - 101 refers

Motion

Moved: Mayor John Carter

Seconded: Cr John Vujcich

That Council approves:

a) the Freese Park Erosion Management Consultation Strategy summarised in this report.

b) the proposal to present concept designs 1A, 1B and 2 during public consultation, as presented in Attachment A.

and notes:

c) that an extensive investigation has been conducted into the coastal erosion processes at Freese Park

d) that erosion of the foreshore is occurring at a rate of approximately 0.7m/yr.

e) a high-level options assessment has led to the selection of ‘hold the line’ as a preferred solution to the erosion issue. This will involve constructing a rock riprap structure of some description at the existing alignment of the erosion scarp. Advancing the seawall seawards towards the Mean High-Water Springs (MHWS) mark is also possible but is dependent on cost, consenting and public preference. Two options (one option includes two sub-options) have been presented (Attachment A).

Amendment

Moved: Cr David Clendon

Seconded: Cr Rachel Smith

That Council approves

b) the proposal to present concept designs 1A, 1B, 2 and 3 during public consultation, as presented in Attachment A.

Carried

Abstained: Crs David Clendon and Kelly Stratford

The amendment became the substantive motion.

Resolution 2021/33

Moved: Cr David Clendon

Seconded: Cr Rachel Smith

That Council approves:

a) the Freese Park Erosion Management Consultation Strategy summarised in this report.

b) the proposal to present concept designs 1A, 1B, 2 and 3 during public consultation, as presented in Attachment A.

and notes:

c) that an extensive investigation has been conducted into the coastal erosion processes at Freese Park.

d) that erosion of the foreshore is occurring at a rate of approximately 0.7m/yr.

Carried

Against: Cr Rachel Smith

6.10 Lease 13 Homestead Road to Mid North Tiling Ltd

Agenda item 6.10 document number A3155713, pages 102 - 105 refers

RESOLUTION 2021/34

Moved: Deputy Mayor Ann Court

Seconded: Cr Kelly Stratford

That Council:

a) approves a lease for the property at 13 Homestead Road, Kerikeri being Lot 1 DP 86471 to Mid-North Tiling Ltd at or as close to market rent as possible and on standard commercial lease terms.

b) approves that the lease shall be for a maximum term of 3 years commencing 1 June 2021 and shall contain a clause that enables Council to terminate the lease giving at least six months’ notice should at any time during the term Council requires possession of any part or the whole of the property.

c) approves that the GM Corporate Services is authorised to negotiate the final rent and terms and conditions of the lease.

Carried

The meeting adjourned at 1:15 pm and resumed at 1:30pm

7 Information Reports

Cr Stratford returned to the meeting 1:38 pm.

7.1 Community Board Updates April 2021

Agenda item 7.1 document number A3190781, pages 106 - 121 refers

Resolution 2021/36

Moved: Mayor John Carter

Seconded: Cr John Vujcich

That Council note the following Community Board minutes:

a) Bay of Islands-Whangaroa Community Board, 1 April 2021

b) Te Hiku Community Board, 6 April 2021

c) Kaikohe-Hokianga Community Board, 7 April 2021

Carried

8 Public Excluded

RESOLUTION TO EXCLUDE THE PUBLIC

Resolution 2021/37

Moved: Mayor John Carter

Seconded: Cr Mate Radich

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

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
8.1 - Confirmation of Previous Minutes - Public Excluded	s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information s7(2)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
8.2 - Rating Valuation and Database Maintenance Services Contract	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
8.3 - Governance of Northland Adventure Experience Limited (NAX)	s7(2)(f)(i) - free and frank expression of opinions by or between or to members or officers or employees of any local authority	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
8.4 - Lease 11 Matthews Ave, Kaitaia (former Warehouse) to Northland DHB	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Carried

9 Confirmation of Information and Decisions to be released in Public

Resolution 2021/38

Moved: Mayor John Carter

Seconded: Cr Kelly Stratford

That Council confirms that the information and decisions contained in the part of the meeting held with public excluded be restated in public meeting as follows:

· Item 8.3 Governance Of Northland Adventure Experience Limited (NAX)

Resolution 2021/39

Moved: Mayor John Carter

Seconded: Cr Mate Radich

That Council approve and endorse the Chief Executive signing of the:

a) Northern Adventure Experience Ltd Shareholders Agreement.

b) Share Transfer Certificate.

c) Shareholders Resolution.

and that Council:

d) approve the Northern Adventure Experience Ltd Constitution.

Carried

Abstained: Cr Mate Radich

11 Karakia Whakamutunga – Closing Prayer

Cr Stratford closed the meeting with a karakia.

12 Meeting Close

The meeting closed at 2:49 pm.

The minutes of this meeting will be confirmed at the Ordinary Council Meeting held on 1 July 2021.

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

CHAIRPERSON

Ordinary Council Meeting Agenda

1 July 2021

6 Reports

6.1 Kōkiri Ai te Waka Hourua Strategy (Sport Northland)

File Number: A3259832

Author: Ana Mules, Team Leader - Community Development and Investment

Authoriser: Darren Edwards, General Manager - Strategic Planning and Policy

Take Pūrongo / Purpose of the Report

To seek support in principle for the Kōkiri ai Te Waka Hourua Regional Sports, Active Recreation and Play Strategy.

WhakarĀpopoto matua / Executive Summary

· Sport Northland have commissioned the development of a regional sport, active recreation and play strategy called Kōkiri ai Te Waka Hourua 2021-2030

· There is also a Far North Spaces and Places Implementation Plan under development, linking in parks and reserves

· These documents aim to provide high-level strategic frameworks to guide Council’s future decision making and Council staff from the across the business have contributed to their development

· Sports, recreation, parks and play contribute greatly to community wellbeing and under the Local Government Act 2002 it is Council’s obligation to “…promote the social, economic, environmental, and cultural wellbeing of communities, in the present and for the future”

· From an operations perspective, the accountability and responsibility for advocating and supporting sports, recreation, parks and play in the Far North District is not with any single role, team or group within Council. This includes the accountability and responsibility for the implementation of any new initiatives that would come from an implementation plan for a Strategy like Kōkiri ai Te Waka Hourua 2021-2030.

· Staff anticipate high sector and community expectations to deliver Kōkiri ai Te Waka Hourua and the Far North Spaces and Places Plan, while being aware of the resourcing limitations staff are currently working under that are likely to impact on successful implementation.

· This report was presented to the Strategy and Policy Committee meeting on 15 June 2021. The Strategy and Policy Committee makes the following recommendation to Council.

· The Strategy and Policy Committee also resolved that an update report will be presented back to the Committee at the first Committee meeting in 2020.

tŪtohunga / Recommendation

That Council supports in principle the Kōkiri ai Te Waka Hourua Regional Sports, Active Recreation and Play Strategy to allow time to plan how this strategy will be resourced and implemented.

1) TĀhuhu kŌrero / Background

Sport Northland has commissioned Recreation, Sports and Leisure (RSL) consultants to work with key stakeholders (e.g. hauora organisations, councils, sporting codes, communities and Sport New Zealand) to develop a regional sport, active recreation and play strategy. The strategy provides a snapshot of the current situation in the region including key demographics, participation trends, challenges, opportunities and advantages.

The strategy is called Kōkiri ai Te Waka Hourua 2021-2030 and was completed on 7 April 2021 [Attachment One]. It covers the Far North, Kaipara and Whangarei Districts’ and provides a high-level strategic framework to guide future decision making for play, active recreation and sport. For councils this means informing future long-term and annual plans.

Sitting under this strategy will be a Far North Spaces and Places Implementation Plan, which is currently in development. This is also being led by RSL and is due for completion by 23 July 2021.

Council staff from across the business have contributed to the development of both the Strategy and Plan.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

The current independent review of local government is likely to support a move away from the ‘transactional relationships’ councils often have with communities, to ‘sustainable relationships’ with a requirement that councils are more accountable to their communities, forming partnerships with mana whenua and central/local government to better provide for the social, environmental, cultural, and economic wellbeing of communities.

In this context, sports, recreation and play contribute greatly to community wellbeing. Communities that participate in sport and recreation develop strong social bonds, are safer places and the people who live there are generally healthier and happier than in places where physical activity isn't a priority. Kōkiri ai Te Waka Hourua considers not just the activities and programmes delivered, but also the spaces and places that support play, active recreation and sport activities across Te Tai Tokerau/Northland. The Far North Spaces and Places Plan currently in development will explore this further, so it is therefore useful to bring parks and reserves, a natural fit, into this discussion – connecting people and place.

Benefits of Sport, Recreation, Parks and Play

Social

Environmental

Economic

Cultural

· Develops Personal Development and Growth

· Physical Health

· Self Esteem and Self Reliance

· Creativity and Sense of Accomplishment

· Creates More Fun

· Enhances Pleasure

· Reduces Stress

· Increases Life Satisfaction

· Promotes Psychological Wellbeing

· Reduces Pollution

· Promotes Clean Air and Water

· Preserves Open Space

· Protects the Ecosystem

· Increases Community Pride

· Reduces Healthcare Costs

· Reduces Vandalism and Crime

· Enhances Property Value

· Catalyst for Tourism

· Community spend (cafes, accommodation etc)

· Employment (ground keepers, referees, event’s organisers etc)

· Connected Families

· Strengths Social Bonding

· Promotes Ethnic & Cultural Harmony

· Reduces Alienation

· Develops Strong Communities

· Connects to whenua/land

From a legal perspective, it is Council’s obligation under Sections 3 and 10 of the Local Government Act 2002 (LGA) to “…promote the social, economic, environmental, and cultural wellbeing of communities, in the present and for the future”. In the Resource Management Act 1991 (RMA) Section 5, the purpose is to “…promote the sustainable management of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic, and cultural wellbeing and for their health and safety while;

• sustaining the potential of natural and physical resources (excluding minerals) to
meet the reasonably foreseeable needs of future generations; and

• safeguarding the life-supporting capacity of air, water, soil, and ecosystems; and

• avoiding, remedying, or mitigating any adverse effects of activities on the environment.

Also relevant is Section 1 (Reserves and Parks Management and Preservation) of the Council’s current 2017 Reserves Policy, in which item 16 states: “Council may encourage other bodies and individuals to meet the recreation, leisure, and amenity needs of the district by providing land, works and services, and funding”.

Both documents also compliment Council’s draft 80-year strategy FN2100 based on our vision 'He Whenua Rangatira - a district of sustainable prosperity and wellbeing'. This states that Council intends to;

“… reflect the ambition and dreams of Far North communities” and that “… much of what the Council does has long-lasting impacts on the communities of the Far North. Many of the parks, playgrounds, roads, water supply and other services were conceived decades ago, and they continue to serve us now and into the future. That means our decision making needs to be far-sighted.”

There is also an equity issue to consider, as the strategy states “…students at high decile schools are more involved in sport (69.4%) than those in medium (43%) and low decile schools (48.2%).” There are 72 schools in the Far North District. 62 (86%) are low decile, 8 are mid decile and 2 are high decile. Affordability is also highlighted in the strategy, including the cost of travel and participation in play, active recreation and sport and the limited ability to fund maintenance of facilities and operations, including programmes. Declining volunteerism is also a key sector challenge, with the declining availability of volunteers including referees, coaches, administrators. Facility quality and distribution is also identified as a challenge; however it is noted that there are a number of facility projects currently underway across the region, which are an important part of the ongoing work towards resolving some of the facility gaps identified. Other key opportunities include working in partnership, changing funding models, increased promotion and supporting community-led initiatives. For example, the strategy suggests that in our more rural remote areas, our resources might be better used assisting to “…develop marae to include provisions for participation including adequate accessible playground/areas for tamariki, space for kaumatua/kuia to enjoy physical movement, and other provisions based on local whānau needs/wants”.

From an operations perspective, the functions and accountabilities of sports, recreation, parks and play has no single ‘home’ within Council and resources are spread across the organisation. There are currently external frustrations felt working with Council in this space, and there were submissions made to the 2021-2031 LTP to this effect. Staff anticipate high sector and community expectations to deliver Kōkiri ai Te Waka Hourua and the Far North Spaces and Places Plan, while being aware of the resourcing limitations staff are currently working under that are likely to impact on successful implementation. This is a risk to Council that should be considered, however with the future implementation Kōkiri ai Te Waka Hourua there is also an opportunity for Council to use the guidance that the strategy provides to do things better and differently in this space. It should also be noted that not everything in the strategy is new, unplanned, unbudgeted work. For example, “… Advocate to Waka Kotahi (NZTA) for improved pathways (for walking and cycling) to provide safer recreation opportunities” is something staff are already delivering through the Integrated Transport Plan and current work programmes.

We need to acknowledge that Council is not currently resourced to give full effect to the strategy and therefore recommend that Council ‘support in principle’ rather than ‘adopt’ until such time as further consideration is given to reviewing resource requirements to deliver on this strategy.

Options

Option No.	Option	Advantages	Disadvantages
1	Support in principle the Kōkiri ai Te Waka Hourua strategy	Allows time to plan out how this strategy will be implemented and who will ‘drive’ it, including preparing business cases for annual and long-term plans	Key stakeholders frustrated by slow progress within Far North District and support for strategy could appear to be ‘tepid’.
2	Adopt the Kōkiri ai Te Waka Hourua strategy	Gives the impression that implementation is more immediate, and that Council is fully supportive and resourced to deliver everything in the strategy	Without required resources like project owner/‘driver’ or budgets, implementation is likely to be unsuccessful.
3	Do not support the Kōkiri ai Te Waka Hourua strategy	No extra resourcing required and focus on BAU can continue without interruption	Opportunity lost to review and improve how we deliver on sports, rec, parks and play in the Far North. Breakdown in relationships in this sector.

Take Tūtohunga / Reason for the recommendation

Option 1 is recommended - support in principle the Kōkiri ai Te Waka Hourua strategy - as there are resourcing issues that need to be addressed to ensure the successful implementation of Kōkiri ai Te Waka Hourua.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

The Far North population is forecast to continue to rise, the demands on current and the development of new sports, recreation, parks and play facilities will only increase.

Kōkiri ai Te Waka Hourua has missed the 2021-31 LTP cycle, however with business cases, projects will be able to be included in future Annual/Long Term Plans.

There is also a staff resourcing issue, with sports, recreation, parks and play being spread across the organisation, with no single point of contact and therefore no clear ‘driver’ of this strategy.

Āpitihanga / Attachments

1. Kōkiri ai Te Waka Hourua Strategy - A3186630 ⇩

Hōtaka Take Ōkawa / 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.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / 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	The level of significance is considered to be low for the following reasons; · any financial implications can be planned for over time · the document is not a statutory requirement · it is consistent with legislation and council policies.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Council’s community development framework is relevant as it defines the approach we take in supporting the development of Far North communities. The framework includes; Increasing opportunities for communities to determine the things they care about, Providing communities a chance to have their say and engage in meaningful dialogue on the things that affect them Empowering communities to design, prioritise and engage on local initiatives Building community spirit The following Long Term Plan community outcomes are also considered to be of relevance; Communities that are healthy, safe, connected and sustainable Proud, vibrant communities Prosperous communities supported by a sustainable economy A wisely-managed and treasured environment that recognises the special role of tangata whenua as kaitiaki The strategy also supports the delivery of FN2100, Council’s vision of He Whenua Rangatira and Sections 3 and 10 of Local Government Act 2002 to “…promote the social, economic, environmental, and cultural wellbeing of communities, in the present and for the future” and the Resource Management Act 1991 (RMA) Section 5, to “…promote the sustainable management of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic, and cultural wellbeing and for their health and safety.” Also relevant is Section 1 (Reserves and Parks Management and Preservation) of the Council’s current 2017 Reserves Policy, in which item 16 states: “Council may encourage other bodies and individuals to meet the recreation, leisure, and amenity needs of the district by providing land, works and services, and funding”.
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 strategy has regional relevance. Implementation needs to work closely with the Community Boards, with these Boards having delegations for "civic amenities", including; Amenity lightingFootpaths/cycle ways and walkwaysPublic toiletsReservesHallsSwimming poolsLindvart Park – a Kaikohe-Hokianga Community Board civic amenity.
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.	Iwi, hapū and whanau engaged in the development of this strategy via working groups and surveys and the strategy separates out challenges directly affecting Māori so that these can be effectively addressed.
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 strategy, or more specifically the implementation of the strategy, will be of interest to a large proportion of the Northland population. Sports, recreation, parks and play is something our communities really care about. A great deal of effort has gone into the strategy by Sport Northland and RSL to capture the thoughts and aspirations of everyone affected.
State the financial implications and where budgetary provisions have been made to support this decision.	Kōkiri ai Te Waka Hourua has financial implications. It has missed the 2021-31 LTP cycle, however projects may be able to be included in future Annual/Long Term Plans. There is also a staff resourcing issue, with sports, rec, parks and play being spread across the organisation, no single point of contact and therefore no clear ‘driver’ of this strategy, including writing and business cases for future financial planning.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report.

Ordinary Council Meeting Agenda

1 July 2021

6.2 Subsoil Lease to FNHL - The Strand, Russell

File Number: A3243165

Author: Kaye Lethbridge, Property Legalisation Officer

Authoriser: Andy Finch, General Manager - Infrastructure and Asset Management

Take Pūrongo / Purpose of the Report

That Far North District Council grants consent to a new subsoil lease for the soil beneath The Strand, Russell.

WhakarĀpopoto matua / Executive Summary

· Far North Holdings Limited (FNHL) requires a new subsoil lease of the soil beneath The Strand, Russell

· The current subsoil lease expires 30 June 2021

· The subsoil houses underground fuel tanks, pipes and pumps that service the Russell wharf

· The requested term for the new subsoil lease is 14 years

tŪtohunga / Recommendation

That the Bay of Islands-Whangaroa Community Board recommends:

a) that the Far North District Council grants consent, pursuant to the Local Government Act 1974, to Far North Holdings Limited, for a new lease of the subsoil beneath The Strand, Russell; and that,

i) Term: 14 years

ii) Annual Rental: $1.00 plus GST (if any)

iii) Expiry Date: 30 June 2035

iv) Renewal: Nil

b) Far North Holdings Limited is responsble for ensuring that no parking is possible at the fill points location.

1) TĀhuhu kŌrero / Background

The Bay of Islands-Whangaroa Community Board passed the following resolution at the 3^rd June 2021 meeting:

Far North Holdings Limited (FNHL) has requested a new lease of the subsoil beneath The Strand, Russell. The subsoil lease is for underground fuel tanks, pipes and pumps servicing the Russell wharf.

The Far North District Council (Council) as landowner has the authority to enter into a subsoil lease pursuant to section 341 of the Local Government Act 1974 and Council has previously exercised this right with various oil companies for the installation of fuel tanks under the surface of legal roads.

In 1994 two (2) double skinned fibreglass fuel tanks, supplying diesel and petrol to the Russell wharf were installed by Mobil Oil, under the surface of The Strand, Russell. Council (as landowner) leased that portion of the subsoil to Mobil. Allied Petroleum Limited later acquired ownership of the underground fuel tanks, fuel lines and pumps.

Council (at that time) leased the Russell wharf to FNHL and to better facilitate the management of the oil company leases, transferred these to FNHL. To comply with the Local Government Act 1974, Council and FNHL entered into a subsoil lease (the head lease) for the subsoil housing the underground tanks etc. FNHL later issued a licence to Allied Petroleum for the underground tanks and associated assets servicing the Russell wharf.

The ownership of the Russell wharf has been transferred to FNHL however Council remains the owner of the road (The Strand) therefore a lease of the subsoil beneath the road is still necessary.

Allied Petroleum has a Northland Regional Council (NRC) resource consent (AUT.008057.01.03) to place, use and occupy space in the coastal marine area with a fuel facility. This consent expires 28 February 2035. (A copy is attached to this report)

The Allied Petroleum licence with FNHL terminates 30 June 2021 being concurrent with the termination of the subsoil lease between FNHL and Council. The 14-year term requested by FNHL will allow the proposed subsoil lease and the Allied Petroleum licence to expire at the same time as the NRC resource consent in 2035.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

Section 341 of the Local Government Act 1974 allows councils to lease the airspace above, or the subsoil beneath, the surface of a road. Councils do not have the power to lease the surface of a road, although section 341 does allow them to permit the temporary use of the road surface. There is no requirement for applications made under section 341 to be publicly notified.

Council is free to decide on the conditions of any lease granted under section 341, provided that the term of the lease does not exceed 35 years. A lease for a period of 35 years or more is deemed to be a subdivision under section 218 of the Resource Management Act 1991.

This proposal does not involve a change of ownership or control and is consistent with the historic use of the soil beneath The Strand, Russell. The fuel supply is a drawcard for Russell and feeds back into Russell businesses and its community.

Council’s Roading Department has no issues with the subsoil lease as the area above the subsoil is mainly foot traffic use.

FNHL has informed Council that; (i) the underground fuel tanks are in good order and are checked every two (2) years (ii) the site meets the Health and Safety at Work Regulations and has WorkSafe Hazardous Area Compliance Approval, under which every site must have a stationary container and location test certified to store fuel (iii) the Allied Petroleum licence indemnifies both FNHL and Council.

Take Tūtohunga / Reason for the recommendation

Russell is the only wharf in the wider Bay area that supplies petrol as well as diesel. This fuel supply is used by local, visiting and commercial vessels.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

There is no cost to Council as FNHL manages the subsoil lease on Council’s behalf.

Āpitihanga / Attachments

1. Allied Resource Consent - A3193935 ⇩

2. FNHL leased area - A3193959 ⇩

Hōtaka Take Ōkawa / 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

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / 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; historic use of the soil beneath the road.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Section 341 Local Government Act 1974 allows Council to lease the subsoil beneath a road.
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 report requests a recommendation from the 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.	Consultation – The Russell Wharf and Maritime Trust has a mandate from the Community to engage and inform development of the infrastructure around the foreshore and wharf at Russell. FNHL have consulted with the Trust regarding renewing a sub-soil lease for the tanks and they are supportive. Iwi are represented on the Trust via Chair of the Kororareka Marae Committee. FNHL has also consulted the BOI/Whangaroa Community Board regarding the sub-soil lease at its meeting in April 2021.
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).	Consultation – The Russell Wharf and Maritime Trust has a mandate from the Community to engage and inform development of the infrastructure around the foreshore and wharf at Russell. FNHL have consulted with the Trust regarding renewing a sub-soil lease for the tanks and they are supportive. Iwi are represented on the Trust via Chair of the Kororareka Marae Committee. FNHL has also consulted the BOI/Whangaroa Community Board regarding the sub-soil lease at its meeting in April 2021.
State the financial implications and where budgetary provisions have been made to support this decision.	No financial implications for Council.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report.

Ordinary Council Meeting Agenda

1 July 2021

6.3 Proposal to Construct an Erosion Protection Structure on Council Owned Reserve, Omapere

File Number: A3243104

Author: Ruben Wylie, Principle Planner Infrastructure

Authoriser: Andy Finch, General Manager - Infrastructure and Asset Management

Take Pūrongo / Purpose of the Report

To seek a decision from Council, via the Kaikohe-Hokianga Community Board, for a request to construct an erosion protection structure partially on Council owned local purpose reserve within the coastal environment of Omapere.

WhakarĀpopoto matua / Executive Summary

The owners of properties at 264 and 266 State Highway 12, Omapere propose to construct an erosion protection structure adjacent to the shoreline fronting their properties. The dwelling at these properties are at risk of being affected by shoreline retreat. Council owned local purpose reserve land is situated between the subject properties and toe of the dune scarp on which the erosion protection structure is proposed to be built.

A portion of the proposed structure will be located within the boundary of this reserve land. In keeping with the provisions of the Reserves Act 1977, and Council’s Reserves Policy, approval of the proposal to occupy part of local purpose reserve with an erosion protection structure sits with Council. Staff recommendation is to approve the request.

tŪtohunga / Recommendation

That Council:

a) Approves the construction of, and associated occupation with, an erosion protection structure on Far North District Council owned local purpose reserved legally described as Lot 5 DP196729; and

b) The approval is provided subject to a memorandum of encumbrance being recorded on the titles of Lot 1 DP196729 and Lot 1 DP310507 and that the encumbrance records the agreement that the owners of those properties:

I. bear full responsibility for the maintenance, repair, removal of the seawall (if required) during its lifetime, and end of its lifetime.

II. incur cost of the agreement construction and registration against title.

III. notify FNDC of any variation or modification of the erosion protection structure

To avoid doubt, approval is given both within Council’s capacity as the administering body of the reserve and an affected person within the meaning of Section 95 of the Resource Management Act 1991.

1) TĀhuhu kŌrero / Background

At their meeting held 2 June 2021, the Kaikohe-Hokianga Community Board resolved to make the following recommendation to Council:

The owners of properties at 264 and 266 State Highway have lodged resource consent applications with the Far North District Council and the Northland Regional Council to allow for the construction of an erosion protection structure, and ongoing occupation of space with the structure in the marine and coastal area. The proposal is to construct the erosion protection structure on the seaward side of FNDC owned reserve land. A portion of the structure will need to be located within the reserve land. FNDC has accordingly been treated as an affected party within the meaning of s95 of the Resource Management Act 1991 (RMA). The applicants have sought written approval from FNDC in its capacity as the owner of the reserve land. Given the proposal is to occupy a portion of FNDC reserve land, the consideration of written approval must also address the requirements of the Reserves Act 1977.

Council’s Reserve Policy sets out that decisions to allow occupation of reserves requires a decision by Council. In keeping with Council policy, the matter is first being brought to the Kaikohe-Hokianga Community Board for a subsequent recommendation to Council.

1.1) Application Details

The proposal is to construct an erosion protection structure at the toe of a tall (5m high) sandy dune scarp at Omapere. The purpose of the work is to protect the properties at 264 and 266 State Highway 12. These two properties are located on the seaward side of state highway 12, opposite Opononi Area School. The approximate location of the subject site is shown in Figure 1.

Figure 1. Location of the proposed erosion protection work (red outline).

Cliff retreat driven by erosion of the dune toe is threatening the properties. Both dwellings on each property are near the scarp. The property at No 266 being closest, with approximately 2-3m between parts of the dwelling and the headscarp of the dune.

The seawall is to comprise of an engineered riprap structure, extending approximately 142m along the base of the dune scarp. Details of the structure are included in the assessment of environmental effects prepared for the resource consent application. That assessment is attached as Attachment 1.

1.2) Affected reserve land

Two parcels of Esplanade Reserve land are located seaward of the subject properties, legally described as Lot 5 DP196729 and Lot 2 DP91297 and are both Local Purpose reserves within the meaning of the Reserves Act 1977. The location of the proposed seawall in relation to the reserve land is depicted in Figure 2 below. The seaward most reserve parcel has largely eroded and now forms part of the active beach front dune face. The proposed seawall is intended to be built along the seaward boundary of the second reserve parcel (Lot 5 DP196729) for a distance of approximately 50m before angling towards the southeast crossing into the boundary of the second reserve (Lot 2 DP91297). This alignment generally follows the natural line of the dune toe.

The proposed structure is intended to terminate on the seaward side of the reserve opposite 262 State Highway 12 to the north and 268 and 270 State Highway 12 to the south. These properties are privately owned.

Figure 2. Reserve land affected by the proposed sea wall structure. Approximate seawall extent and location shown in red.

· It should be noted at this point that where reserve land owned by a local authority is subject to erosion, any portion of the reserve that is located seaward of the line of mean high water springs is divested from the local authority in accordance with Section 11 of the Marine and Coastal Area (Takutai Moana) Act 2011. Email correspondence from FNDC’s Property Legalisation team to the applicant dated 5 August 2020 (included as Appendix E of the application report) confirms the status of the reserve land, stating:

· Lot 2 DP 91297 (the seaward most parcel) is completely under water and is now part of the Common Marine and Coastal Area.

· Lot 5 DP 196729 is partially under water and that portion is lost to the Common Marine and Coastal Area and the title is divested for that portion of land now below MHWS.

· With the above taken into account, any portion of the reserve parcels situated seaward of the dune toe are no longer owned by Council and it is therefore only relevant to consider the effects of the proposed activity on the portion of reserve located landward of the toe of the dune cliff.

1.3) Coastal setting

a) The coastline in the vicinity of subject site includes number of existing seawalls. Most recently Waka Kotahi completed approximately 2km of erosion protection at various sections of the coastline to the north of the subject sites through to Opononi. In addition, various privately owned erosion protection structures are located to the immediate south and north of the subject site. The approximate location and extent of these structures is depicted in Figure 3 below.

Finally, it should be noted that a 115m long rock revetment structure, similar to that which is the subject of this report, is proposed to be constructed to protect Freese park from shoreline retreat. This is subject to Council ratification and community consultation. The delivery timeframe for that project is May 2022.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

2.1) Matters relevant to the decision

· Coastal processes

· The resource consent application lodged with both FNDC and NRC includes a comprehensive assessment of the coastal environment, and detailed assessment of effects of the proposed activity on coastal processes, including potential impacts on adjoining properties. A summary of technical matters relevant to the determination requested by this report is provided in Attachment 2. Full details of the technical assessment can be found in the application report attached as Attachment 1.

· The technical assessment included with the resource consent application has been prepared by a suitably qualified engineer experienced in coastal engineering. The assessment demonstrates that the design of the proposed structure is unlikely to result in any significant adverse effects on coastal process. In particular, the assessment demonstrates that erosion on either end of the structure is not anticipated and that the structure has been designed to accommodate future sea level rise scenarios in accordance with relevant Ministry for the Environment guidelines.

· Coastal erosion hazard

· Northland Regional Council has analysed and mapped coastal erosion hazards around Northland to better understand impacts into the future. The most up to date predicted future shoreline positions were released in 2021^{^[1]}. These are shown in Figure 4 below in relation to the subject properties.

· Coastal Erosion Hazard Zones contained in Figure 3 (CEHZ’s) are defined as follows:

· CEHZ1 – Predicted future shoreline at 2080 with a 66% probability of being exceeded.

· CEHZ2 – Predicted future shoreline at 2115 with a 5% probability of being exceeded.

· The erosion hazard mapping indicates that both properties are likely to become significantly threatened within the next 50 years.

· Resource consent requirements

· The proposed erosion protection structure requires resource consents from the Northland Regional Council. Earthworks associated with the enabling works is also required by the Far North District Council and the Northland Regional Council. Importantly, advice from the Northland Regional Council is that, once the erosion protection structure has been constructed, the resource consents for the structure will no longer be required because consent is only required for construction, not ongoing occupation, and use. That no consent is required for the ongoing use of the seawall means that the owners of the asset will not be bound by any consent requirements, including requirements for on-going maintenance, addressing any adverse effects that may arise or removing the structure.

· Access

· Access to the affected portion of the reserve will be unaffected by the proposed erosion protection structure. The width of the reserve is approximately 10m from the toe of the dune scarps to the landward most boundary of the reserve. The proposed structure is to be located at the toe of the dune scarp and so access to the reserve will be unchanged from the current situation. Access to the beach from the reserve is presently not possible as a result of the c.5m high dune scarp (Figures 5 and 6).

· Reserves Act 1977 requirements

· Council is the administering body for the reserve. Section 40 of the Reserves Act 1977 charges the administering body with managing and controlling reserves so as to ensure the use, enjoyment, development, maintenance, protection, and preservation, as the case may require, for the purpose for which it is classified.

· The reserve is designated Local Purpose Reserve (Esplanade) Reserve Under the Reserves Act 1977. The purpose of esplanade reserve is further defined in the Resource Management Act 1991 as being:

· An esplanade reserve or an esplanade strip has 1 or more of the following purposes:

(a) to contribute to the protection of conservation values by, in particular, —

(i) maintaining or enhancing the natural functioning of the adjacent sea, river, or lake; or

(ii) maintaining or enhancing water quality; or

(iii) maintaining or enhancing aquatic habitats; or

(iv) protecting the natural values associated with the esplanade reserve or esplanade strip; or

(v) mitigating natural hazards; or

(b) to enable public access to or along any sea, river, or lake; or

(c) to enable public recreational use of the esplanade reserve or esplanade strip and adjacent sea, river, or lake, where the use is compatible with conservation values.

· Taking the above into account, it is considered that granting permission to allow for the construction of an erosion protection structure is generally in keeping with the purposes of esplanade reserves set out in the RMA, and the broad responsibilities of administering bodies set out in Section 40 of the Reserves Act 1977.

· Relevant FNDC Policy

· FNDC Reserves Policy

· FNDC has a reserves policy dated March 2017. Section 4 of the Reserves Policy contains policies covering encroachments on Council owned land. Policy 2 sets out that Council will decline all future requests for private use of public land for access or occupation unless such use provides a benefit to the proper use and enjoyment of the public land. It is worth noting that the current reserve policy contains no policy direction or objectives that consider climate change, sea level rise or coastal erosion and so the policy direction it contains does not offer any substantive guidance in respect of the situation that is the subject of this report; and it is unclear whether Policy 2 was drafted with the proposal that is the subject of this report in mind.

· As discussed in the previous section it is considered that granting approval of the proposal is generally in keeping with the purposes of esplanade reserves set out in the RMA, and the broad responsibilities of administering bodies set out in Section 40 of the Reserves Act 1977 because it will enable the preservation and maintenance of the of the reserve. Given the proposed seawall will have the effect of preserving the reserve through protection from progressive shoreline retreat, it is considered that the seawall is not inconsistent with Policy 2.

· Draft Proposed Far North District Plan

· It is relevant to note that the policy direction in the Draft Proposed Far North District Plan seeks to discourage new development within the CEHZ1 (50-year erosion hazard line), with most new development within that zone requiring a discretionary resource consent. Although the plan remains in draft and has not yet been notified, the policy direction provides indication to Far North communities that development within the 50-year hazard zone is an activity that is not encouraged from a land use planning context.

· Council’s liability for an erosion protection structure on ‘Local Purpose Reserve’

As set out earlier in this report, once the consent for the erosion protection structure has been exercised, the consent holder will be able to surrender the resource consents and will not be bound by any consenting requirements covering the on-going maintenance, removal or addressing potential adverse effects associated with changes in coastal processes. The lack of on-going resource consent could expose council to the liability of addressing these issues given it will be located on council land.

Should the Council decide to grant approval for the construction of the erosion protection structure on the reserve, it is recommended that a memorandum of encumbrance is registered against the record of titles of each of the applicants to formalise the existence of the seawall. The encumbrance can require agreement to the following conditions:

· Applicants’ responsible for the maintenance, repair, removal of the seawall (if required) during its lifetime, and end of its lifetime

· Applicants’ to incur cost of the agreement construction and registration against title

· Applicant to notify FNDC of any variation or modification of the seawall

· It is considered that the above conditions will adequately address any issues council being potentially liable for the seawall and any associated effects on adjoining properties.

2.2) Consideration of Alternatives

The assessment of environmental effects for the resource consent application includes an assessment of alternatives options. These alternatives are summarised below.

Do Nothing – Allow Retreat of the Coastline

The Assessment of Environmental Effects (AEE) report identifies that the shoreline is progressively retreating and allowing the coastline to continue to retreat would likely require the dwellings within each property to be relocated to the CEHZ2 (2115) hazard line. The AEE report sets out that this option is not considered to be practicable owing to the progressive nature of the shoreline retreat and the fact that the owners would be faced with the same issue in later years. This option was accordingly ruled out.

‘Soft’ Protection Options

The AEE report includes an assessment of soft protection options which include importing stand, planting, and installation of groynes to assist with the retention of imported stand. To be effective, the groyne structures would substantially impede access along the beach and would potentially disrupt longshore sediment transport – potentially causing unacceptable erosion at adjoining sites. Importing sand was identified as not being practicable because the material would need to be located seaward of the natural coastline position of the rest of the embayment and so would be subject to potentially rapid erosion and transport to the wider beach system – meaning that sand would need to continuously imported in order for it to provide an effective means of erosion protection.

2.3) Options Assessment

Option 1: Withhold written approval

It is unlikely the application would be able to proceed in its current form without FNDC giving approval to occupy the reserve with the seawall. Approval is required for the resource consent applications to proceed without notification. However, the seawall cannot proceed without approval from the administering body of the reserve because doing so would be inconsistent with the legal requirements of the Reserves Act 1977.

In effect, this option would severely limit the ability for the owners of the two properties fronting the FNDC reserve land to protect their properties and dwellings from ongoing erosion of the coastal cliff. Ultimately, this option will require that the landowners relocate the dwellings given the current level of risk they are exposed to.

Option 2 (recommended option): Provide written approval

This option will allow the two properties to construct a seawall at the toe of the remaining reserve land. This option will provide protection of coastal erosion for at least a 50-year term with negligible impact on the use of the existing reserve land. It is considered any liability that council would be exposed to by virtue of it being the landowner on which the structure is partially located can be suitably limited by way of a memorandum of encumbrance placed on the titles of applicants’ properties.

Take Tūtohunga / Reason for the recommendation

b) Option 2 is the recommended option for the following reasons:

· There is minimal council reserve remaining and that which does remain has limited value as a local purpose reserve.

· The proposed structure will not affect access to or from the reserve above those affects caused by the 5m high dune cliff.

· The application documentation provides a detailed assessment of the proposal’s effect on coastal processes and demonstrates with sufficient levels of certainty that the proposal is unlikely to exacerbate coastal erosion processes and has been designed to accommodate sea level rise.

· The option will allow two properties to protect existing dwellings that are at high risk of being affected by coastal erosion in the near future and will allow other options to be implemented (e.g. managed retreat) as the effects of sea level rise become more acute.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

All legal costs associated with the drafting interpretation of the memorandum of encumbrance are to be borne by the owners of the properties that have sought to construct the erosion protection structure on Council owned reserve land. Given the encumbrance will place the responsibility of the maintenance and eventual removal of the seawall on the owners of the properties described as Lot 1 DP196729 and Lot 1 DP310507, it is not expected the recommended resolution will carry any ongoing financial implications.

Āpitihanga / Attachments

1. Proposed Omapere Seawall Assessment of Environmental Effects - A3184151 ⇩

2. Proposed Omapere Seawall - Summary of Relevant Techincal Matters - A3184158 ⇩

Hōtaka Take Ōkawa / 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

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / 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	It is not considered that the recommended resolution tiggers the thresholds in any of the criteria set out in the current significance and engagement policy.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	The relevant legislation is the Reserves Act 1977. The relevant policy is Councils Reserves Policy, dated 16 March 2017. The implications of the recommended resolution in respect of the provisions of the Reserves Act and the Reserves Policy are discussed in the body of the report.
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 proposal that is the subject of this report does not affect the district as a whole. Whilst the topic of climate change and its impact on coastal erosion is of relevant to the district, that is not a topic that is appropriate to broach as part of this report.
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 views of mana whenua have not been sought. The applicant has consulted with mana whenua as part of the consent application and the outcome of that consultation is reported in is the AEE report attached as Attachment 1.
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).	Taking into account the conclusions of the technical assessment contained with the AEE report (Attachment 1), it is considered that no persons are likely to be affected by the proposal.
State the financial implications and where budgetary provisions have been made to support this decision.	Refer to Section 3 of this report.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report.

Ordinary Council Meeting Agenda

1 July 2021

Report Community Boards Conference, Gore April 22-25^th April 2021

In attendance from Far North District Council: Adele Gardner, Jaqi Brown – Te Hiku Community Board, Mike Edmonds, Emma Davis - Kaikohe-Hokianga Community Board and Manuwai Wells, Belinda Ward, Frank Owen and Lane Ayre - Bay of Islands-Whangaroa Community Board.

The major conference themes were climate change, localism, Māori engagement, the future of local government. The report includes conference introductions for each speaker, whakaro/reflections from the attending board members and key questions highlighted in yellow.

Māori caucus breakfast

The conference started with a Māori caucus breakfast session attended by Members Jaqi Brown and Manuwai Wells. This was an opportunity to whakawhanaungatanga and discuss the matter of the day pertaining to Māori within local government.

Whakaaro/reflections: Discussions identified areas for improvement and growth in Local Government spaces across Aotearoa, centring around more meaningful engagement with whanau, hapū and iwi across the board (from the approach to decision making, delivery to the experience of outcomes). Majority of Māori elected members present noted poor diversity, adding that they were the only Māori voice on their boards/councils and often the youngest member attending (mid to late 40s).

Key patai/questions: If our Far North District Council and Community boards choose not to support Māori wards – what other pathways are we proposing/investing in to ensure meaningful participation and engagement with whanau, hapū and iwi? How else will we ensure Māori have an authentic voice that is heard in the Far North?

Key kupu: Lonely voices, Priorities, Pakeha

Speakers

Our collective home - Sophie Handford.

Sophie talked about her role as the founder of School Strike 4 Climate NZ and coordinated the movement alongside other youth during its first year in which 170,000 young people marched to highlight the Climate Crisis. She first got interested in climate change after a letter from council to her parents about sea level rises that could affect her home. This sparked a flame to find out more about what was causing the water to rise. She graduated from Kāpiti College in 2018 and has now gone on to become New Zealand’s youngest elected Council member on the Kāpiti Coast District Council. As she is the Paekakariki - Raumati Ward Councillor, and also sits on the Paekakariki Community Board. She is determined to be able to say she has done everything in her power to create a more beautiful world for generations to come.

Whakaaro/reflections: Councillor Handford shared the whakapapa behind her journey to becoming an elected member for her Paekakariki communities- encouraging us to speak a legacy of acknowledgement, empowerment and love to our young people and for our environment. Enjoyed her insights into impacting change from the bottom up through the school strike 4 climate kaupapa – inspo for reclaiming our localism/Tino Rangatiratanga roots.

She had a team of 20+ volunteers supporting her campaign and is probably going to step down next term and mentor other people into local govt. Laid down a very clear challenge to act now for the planet.

A well prepared and presented session. Sophie is an inspiring young woman councillor. Her story is inspirational. Reinforced the need to ensure we encourage and support able young people to get involved in local government. However, given the time commitment required, combined with the low income payable to community board members, the ability for younger people with fulltime jobs to be involved as an elected community board member is difficult.

Key patai/questions: “What kind of ancestor will I be?”. Sophie asked us to consider this patai during her presentation. She was elected at 18, is now 20, and speaks with an awareness of someone much older. Hearing her words, challenged me to confront my own unconscious bias about young people becoming elected members – who am I to say they need my version of “experience, knowledge and skills” to be effective in this space. “What can you do for the collective good? How are Community Boards encouraging and supporting youth voice?”

Key kupu: Connection, Taiao, Vision, Intergenerational equity

From inconvenient truths to disastrous misconceptions – whistle blowing on the meaning of sustainability. – Ken Ross.

2. Ken’s presentation focussed on the world crisis where we in NZ are now consuming approximately 4 earths worth of resources every year. Ken talked about the history of climate change and that we are no longer sustainable as a planet. He discussed among other models the Doughnut economy whereby environment/nature is prioritised, then society, then the economy.

Whakaaro/reflections: Enjoyed Ken’s korero – nothing new to Māori, was interesting to see a lot of our Non-Māori attendees react to the confronting reality that we can’t keep screwing over Papatuanuku for money without consequences. Ken knows his audience well and brought home the practical and personal cost of internal disconnection. Very well researched and presented. The points Ken raised regarding the relative relationship between the economy, society, and the environment is a difficult one for community board members to influence in an effective way given the limited delegated authority that community boards have. He reflected on the 1972 Stockholm Declaration and how we are only now starting to take this seriously. His takeaway quote “we are carers of this planet”.

Key patai/questions: “Where are the mosquitoes? Where are the spiders?” Ken noted the demise of our eco-systems in simple, real ways. Do we care?

Ken’s challenges for the conference were “ What are we actively doing to ensure we are doing good for our environment? It is time for action. He quoted “You will find your purpose in life in selfless service to others”

Key kupu: Kuare, Western, Economy, Apathy

Ken Ross holds a double major B.Sc. in Zoology and Geography and an M.Sc. (Hons) in Behavioural Ecology. This eclectic mix of subjects has shaped him, somewhat intentionally, as a ‘Human Ecologist’. Human Ecology (how humans live within their lands) has been the theme of Ken’s life through careers in teaching, tertiary and adventure education and the maritime tourism industry.

In 2005, when the Far North District Council was setting up a ‘Community Development Department’, Ken grasped an opportunity to work in Community Development in the highly variable and sometimes, truly isolated communities of the Far North, and his passion holds him in this role today. Ken has a deep understanding of the ‘sustainability challenges’ facing humanity, the impacts of the 1989 Local Government Amalgamations on the communities of the Far North, and a unique perspective on how to ‘solve for pattern’ to ameliorate these challenges. It is probable, that well before you heard the word ‘Localism’ or even before it was coined, Ken was working with Far North communities and helping them to create Community Plans, in which their aspirations for ‘Tinorangatiratanga’, ‘Subsidiarity’ and higher levels of self-determination and community governance were being discussed and written into their respective Community Plans.

Hokonui Huanui - Lisa McKenzie

Lisa is a bubbly character, and passionate about shifting people towards their goals. The Hokonui Huanui project targets young people from 0-24, their whanau and caregivers. The Huanui is symbolic of a highway and the many on and off ramps we need. They look at early identification and responses, skills, and wellbeing, maximising resources and using navigators to navigate with health, social and employment services. It is a collaborative partnership with MSD, Police, Justice, Education, Health and the initiative started as a social sector trial, then morphed through a PGF grant and help from Health. They operate within an integration framework and have a job training hub for all the community.

Whakaaro/reflections: A well-presented passionate session. Lisa is very enthusiastic about the work she is doing, a real doer. Working collaboratively is the only way. Potential to copy and paste this model into Te Hiku as similar small-town issues. Potential for models like this to be adapted across the Far North District Council, to create synergy and better utilise resources. However, couldn’t see how Community Boards can have significant role is this area, given their limitations currently.

Key patai/questions: Lisa’s message to the conference was “How can communities be responsive and flexible to all who need support?”

Key kupu: Coordination, hope, collective outcomes for all

Lisa is currently employed as the Hokonui Huanui Lead. She has been involved in various socially focused community development initiatives in the Gore District over the last 20 years, including the establishment and development of the Community Networking Trust, developing policies and processes for the Youth Worker Trust, developing a model of service provision and delivery of the Family Innovations initiative, was the Gore District Social Sector Trial Lead and most recently supported the scoping, development and delivery of the Huanui project.

Lisa has worked at the coal face in the social sector with roles as a Youth Worker, Strengthening Families Coordinator, Field Worker, Family/Whānau Support Worker and as facilitator of various programmes. Working at the coal face, seeing common issues and opportunities for change drives her desire to be involved in community development, believing that often small adjustments to a system or process can have a significant positive impact. She is passionate about working collaboratively to maximise resource and get the best outcomes for individuals and the community.

4. Interconnected Communities through major disruptions and a returning CEO’s lens - Jim Harland

5. Jim’s presentation was on some of the major “disrupters” and reforms that are coming that will impact on your communities. He talked about the 3 waters, RMA changes, local government representation review, technology changes and the Quality of Life project.

Whakaaro/reflections: Interesting and stimulating. Jim is a clear supporter of the role community boards can have in their communities. Proposed reforms to local government will be potentially either positive or negative in setting the role of community boards in the future, and we need to be at the decision making table. Our combined Community Boards need to explore and make appropriate submissions to the Local Government reform process. Jim’s presentation was interesting in terms of his recent roles with both local government and Waka Kotahi NZ Transport Agency. Although he did not labour the point, I felt his view that Governments ultimate aim is to do another “three waters reform” and remove roading from local government control is potentially imminent and what would this mean for local government

Patai/Questions: Are we aware of the impact of these changes and challenges? How does transport fit into this picture? Who do you need a strong relationship with and how do you make this happen?

Jim is the newly appointed Chief Executive of the Waimakariri District Council. Prior to this Jim was the Director Regional Relationships - Southern, Waka Kotahi NZ Transport Agency. He has been involved in a number of projects including chairing the Visiting Drivers Project, the Kaikoura Restoration Liaison Group and the Road Controlling Authority Forum and was a member of the Stronger Christchurch Infrastructure Rebuilding Team Board. Jim led a Ministerial Road Maintenance Taskforce (2011-2012) and chairs the Road Efficiency Group which is responsible for implementing the findings. Before joining Waka Kotahi, Jim was Chief Executive of Dunedin City Council. This followed senior roles in local government and the private sector, specialising in strategic thinking, tourism, change management and leadership of complex projects. The World Health Organisation has used Jim's expertise in understanding and leading communities on several occasions to further their Healthy Cities Initiative.

Snapshot presentations

Snapshots of community projects from different boards. Playground and walking track in Otorohanga took the audience vote.

Whakaaro/reflections:

An interesting insight into some of the work being undertaken by various community boards around the country all delivered in 7 minutes each.

The Otorohanga story was a great tale of adversity, the whole project was funded through a fine for an environmental breach, the community rallied and with local donation made this extraordinary feature park happen. Many similar projects and challenges to those here in the Far-North. Pleased to note that the work of the Kerikeri Domain working group, for example, was more probably bigger and comprehensive than many of the projects highlighted.

Engaging Iwi - Matu-Taera Coleman-Clark.

6. Engaging Iwi is a challenge for most Councils and this presentation shed some light on how this could become a useful and productive process for all.

Whakaaro/reflections:

A useful and interesting session. One member noted that during dinner several people at his table were irritated by the presentation and in one case felt personally offended by the comments made by presenters. This indicated that we still have a long way to go. Overall impression was that we need to listen and go out to Māori at the marae, whenua and be ongoing. Consultation is the end product – not the beginning!

Councils need to revise the terminology of roles we use when referring to Māori i.e. Māori Liaison officer. We do not Liaise with Māori , we engage.

Patai/questions:

How do we ensure Māori are engaged with effectively and in a way that is truly culturally appropriate and responsive. How do we ensure a continual korero?

Matu is an experienced teacher, kapa haka tutor and cultural advisor of Ngati Porou, Whakatohea and Te Arawa descent. Driven by his whanau and culture, he takes pride in providing the best information and knowledge as possible. As a Teacher/Cultural Advisor with Hokonui Rūnaka, his goals are to ignite the desire for Te Āo Māori and to help open closed doors for Rangatahi. Matu was also part of "Tuia", a rangatahi driven kaupapa for Rangatahi Māori, working with the Mayors’ Taskforce. In addition to his primary jobs, he also sits as an orator for many marae and a composer for many schools in Southland.

Workshops: Safer communities. – Jayne McAllister & Saniya Thompson

Jayne is the new coordinator for Safe in the South, she was previously a community advisor for Emergency Management Southland where she was assisting communities in community response planning and community resilience. Jaynes involvement with community is not been limited to her work, volunteering in different community organisations across the years she is now the elected Southland Area Chairperson for New Zealand Red Cross.

Jayne is a born and bred Southlander living in the metropolis of Invercargill with husband Ewan and a nowadays empty nest and a full fridge.

Saniya is a Community Connections Librarian at the Invercargill City Libraries and formerly a coordinator of Safe in the South. She was a key player in gaining accreditation of Invercargill City, Southland District and Gore District as an International Safe Community. Prior to coming to NZ from Moscow in 2014 she worked as the Director of International Affairs for the Russian Kickboxing Federation; through these experiences she truly appreciated the importance of community development and the challenges and rewards of successful cross-cultural communication. Saniya believes that her passion for the community can influence positive change. One of the ways of driving a positive change is through dance - in 2015 Saniya co-founded a pole and aerial dance studio in Invercargill where you will often find her on pole or other aerial apparatus defying the laws of gravity.

Whakaaro/reflections:

This workshop was a bit disappointing, and the issues they have in the south pale in comparison to those in the north. One good idea was a free tool engraving workshop, where they etched in the owner’s licence plate number.

LGNZ Update – Stuart Crosby

Stuart is the President of LGNZ since July 2020 and was the Vice President from July 2017 to July 2020. He represents Zone Two on National Council and is a Councillor for Bay of Plenty Regional Council. He has been an elected representative since 1986, serving as chairman on various committees, a period as Deputy Mayor and Mayor of Tauranga City Council. Stuart has a business background both in the electrical contracting and building industry. He now devotes all of his time to council and to the wider community.

Stuart spoke about the 4 pou of local government – socially, culturally, economically, environmentally, and how the inclusion of these signaled a new way forward. He talked of subsidiarity, finding the balance with the core services that are being centralised or have new ways of being implemented particularly water, roading and planning. There may be opportunities to collaborate with other government departments and grow initiatives like Mayors Taskforce for Jobs. Left this workshop feeling that perhaps government has a bigger agenda.

Essential that Community Boards feed into the review and reform of LGNZ. Considerations should be given to the other well beings, community boards are best placed to deilver on this. Remember that when it comes to the Three Waters, the ratepayers own the existing infrastructure and the ratepayers paid for it to be put there. How will the private water users of which there 90K in Aotearoa fit into the picture.

BEAD the change you want to see in the world – using creativity to impact the 17 biggest challenges of today - Bridget Williams.

Bridget is the enthusiastic founder of social enterprise, Bead & Proceed, (www.beadandproceed.com) which exists to educate people about the 17 UN Sustainable Development Goals (SDGs) and inspires action towards them through creativity. She talked about the Agenda 2030 and how each of us needs a plan of action.

Her passion for sustainability and using creativity as a tool for innovation has made her recognised SDGs expert, assisting businesses and organisations with SDG strategic alignment and target reporting. She employs these skills to help businesses make authentic sustainable change and is renowned for her energy and enthusiasm, ensuing all staff and clients are taken on an SDG journey.

As a former solicitor, Bridget thrives solving complex problems and practicing effective leadership in her governance roles. This includes being Deputy Chair of the Fendalton/Waimairi/Harewood Community Board and Trustee of the Christchurch Arts Festival.

Bridget is also Curator of the World Economic Forum Global Shapers Christchurch Hub and member of the Asia New Zealand Foundation Leadership Network, which has led her to become a creditable global change maker. Her efforts have been recognised and endorsed by the Rt. Hon. Helen Clark and the JCI Osaka Outstanding Young Person’s Programme.

Both her and Ken Ross talked about the book ‘The Limits to Growth’ from the 1970’s which talked about the current situation of a finite planet.

Whakaaro/Reflections:

A hugely passionate young lady. A very very competent presentation. Complemented Ken’s presentation very well. Again, an area that it is difficult for community boards to influence in a significant way. Common Bead themes were wai kai and equity, only downside was that the beads were manufactured in India (where’s the kiwi beads?).

The 17 biggest Challenges of today presented by Bridget Williams was inspirational. She asked every person to select 5 of the 17 UN goals listed below and work on these personally, embedding them into our lives for a more sustainable, caring future.

1. No Poverty

2. Zero Hunger

3. Good Health & Well Being

4. Quality Education

5. Gender Equality

6. Clean Water & Sanitation

7. Affordable & Clean Energy

8. Decent Work & Economic Growth

9. Industry Innovation & Infrastructure

10. Reduced Inequalities

11. Sustainable cities and Communities

12. Responsible Consumption and production

13. Climate Action

14. Life below water

15. Life on land

16. Peace Justice and strong institutions

17. Partnerships for the Goals

As a Council, if we could think of all of the above when decisions are being made this may have good outcomes for the communities that we serve.

Nga patai/questions: Her big question for the conference – “How do we get sustainable development to the forefront”. “How do we achieve the 5 P’s People – Planet – Prosperity – Partnership – Peace” and “Leave no one behind”

Localism – Malcolm Alexander.

Malcolm was CEO of LGNZ from 2012 to 2020 and before that had a career in the energy sector and the law. During his time LGNZ’s position on localism was developed which advocated for the empowerment of democracy at a local level through the transfer of functions and funding from central government to local government. Since his departure local government has experienced several governance crises, culminating, in the case of Tauranga City Council, with the removal of elected members. Elsewhere around New Zealand, many ratepayers are being faced with the prospect of double-digit rate increases at a time when incomes are stagnant and housing costs move beyond the reach of first home buyers. In such a world, is localism still relevant?

Whakaaro/Reflections:

A useful and thought-provoking presentation. Malcolm talked about then waning support for localism across the board, and this is becoming more evident with the introduction of 3 waters. He recommended that everyone needs to read the executive summary of the RMA reform as this encapsulate where NZ is going. He argued for local delivery having less impact on environment.

Again the theme of more centralisation of local government being the Government’s desired direction came through loud and clear. Felt that as a council we need to develop our thoughts on the reform process and ensure these are fed into the reform discussions.

7. Local Government Reform – Mike Reid.

Mike has been employed at LGNZ since 1996 during which time he has worked in a diverse range of policy areas including local governance, elected member development, legislative change, social policy, relationships with Māori and local democracy. Mike completed his PhD in public policy in 2011 and is currently on the board of the Institute of Governance and Policy Studies. He speaks regularly on local government matters and has published widely.

This session was to large extent hi-jacked by the Minister’s speech on the Friday morning announcing the reforms and the appointment of the advisory committee. It was attended by the LGNZ chair who also spoke. Strong feeling that local government has a fight on its hands to remain relevant and effective. I personally felt that LGNZ has one huge task in front of it, and that we as a council must be actively involved in that fight if we wish to remain a major force in our community.

Supporting small businesses to survive and thrive. – Sarah Collard.

Sarah is the founder of the largest Facebook Group in New Zealand, Chooice (formerly New Zealand Made Products) and the co-founder and Managing Director of the e-commerce version Chooice.co.nz. She has extensive knowledge and experience in youth participation, local government, and project & event management.

Sarah is a former elected member of the Manurewa Local Board, elected to Auckland Council when she was 20 years old and the Manager for Auckland Youth Voice, Auckland’s leading network for Youth Participation. She is also a Duffy Book Role Model for low decile schools, a Board member for the YWCA Auckland and a Board member for the Open Government Expert Advisory Panel with the Public Service Commission. Sarah is a two-time Kiwibank Local Hero Medal Recipient.

Whakaaro/Reflections:

Was interesting to hear about the creation and evolution of Chooice during Lockdown level 4 to now in level 1. Having bought several items from businesses listed on Chooice, I already had some working knowledge of its value for providing lifelines for a range of small businesses across Aotearoa. Chooice innovated a socially distanced online market space that allowed small grass roots businesses (many dealing with cash only transactions) to elevate to an online platform during shifting COVID levels and regulations regarding essential items.

Sarah mostly talked about her business. Diverted a little away from her theme “Supporting small businesses to survive and thrive”. This is an area we as a council could be, and should be, very actively involved in. Her presentation was very passionate and very well presented.

Nga patai/Questions: For many, Chooice provided the only means for whanau to access home grown bulk solutions to sanitiser and masks when they weren’t readily available in local supermarkets. Chooice also enabled a social space to celebrate our unique identity and ingenuity here in Aotearoa – uplifting the spirits of its members( 500,000+) and making the choice to support small, support local – personal. How do we continue to support and grow socially connected online opportunities in the future?

Key kupu: Innovation, Digital Self-determination, Response, Stability

8. Taste of Gore – Jim Geddes

Jim is currently the Head of the Arts and Heritage Department of Gore District Council. He headed the development of the Hokonui Heritage Centre in Gore and was instrumental in establishing the Eastern Southland Gallery, which in 2003 underwent a major redevelopment, with a new wing added to house the John Money and Ralph Hotere Collections. Currently he is working on the planning of a major expansion to Gore’s Arts & Heritage Precinct, and (thanks to a generous gift from Auckland’s Muka Studios), the establishment of a professional lithographic studio and artist-in-residence facilities in an historic former church.

Very interesting, a lovely insight into Gore and the surrounding Hokonui district, the maunga, awa and whenua. Demonstrated what a relatively small local authority can achieve in the arts. Could do with a bit of his energy in the Far North, and a coordinated multi-platform approach.

Summary

An enjoyable informative and relevant conference interspersed with the LGNZ announcement made for a politically interesting few day. Was useful meeting and talking to other community board members. Many shared the frustrations’ we have and which we are addressing through our combined community board working party.

Some concern with the current Government’s intention on local government reform. Three waters, fluoridation, changes to the RMA, roading reforms, Māori wards controversy, and the abolition of DHBs are all examples of government’s lack of confidence in, and commitment to, local democracy.

Grew a renewed appreciation for our own council, and empathy for the struggles that others have that we don’t. Learned a lot about how other community boards run their meetings, grant funding applications, set up their agendas and manage their external communications and social media accounts. For example, Bay of Islands – Whangaroa ward, community board members do not have admin access to our own Facebook page. When we have asked for access (so we can post panui, updates, photos and news of our achievements etc) council staff tell us that they are the only ones who can update/manage our community board face book page. It was interesting then to find that different community boards around Aotearoa manage their own social media pages themselves- with one elected member taking on the responsibility of posting updates to Facebook etc with all other members then sharing that update onto their individual community/subdivision pages. Simple, direct, consistent, and clear messaging – determined by the board, not staff.

At all levels, this conference was about partnership – the impact of its presence and absence. We heard every speaker talk about partnership, particularly with Māori. When I spoke with other elected members from around Aotearoa, they shared their own council’s struggles and successes when they engaged or did not engage with Māori. There was an overwhelming acceptance that we cannot do what we have always done. The time for change has come. Local government is a pakeha dominant space entrenched in pakeha norms, behaviours, and aspirations. We left with a renewed hope that pakeha will continue to embrace Māori participation and partnership on whanau, hapū and iwi’s terms – unhindered by Pakeha projections (however well-meaning or intentioned). Our Treaty partners may need to practice stepping back from their world view to allow space for Māori norms, behaviours and aspirations within local government. An important opportunity to build awareness, tolerance, and practice of peace.

Accommodation was lovely and warm, but very far from the venue, and this could have been logistical nightmare, but our hosts were very accommodating. The kai was great, the local Taste of Gore event was exceptional, who knew they knew how to cook paua perfectly.

All in all, a useful, informative 3 days in lovely Gore.

Ordinary Council Meeting Agenda

1 July 2021

7.2 Road Controlling Authorities Forum - Deputy Mayor Ann Court

File Number: A3250439

Author: Casey Gannon, Meetings Administrator

Authoriser: Aisha Huriwai, Team Leader Democracy Services

TAKE PŪRONGO / Purpose of the Report

For Council to receive the Road Controlling Authorities Forum report which Deputy Mayor Ann Court attended. The theme for June’s forum was: Working Together to Meet Our Future Funding Challenge.

WHAKARĀPOPOTO MATUA / Executive SummarY

The Road Controlling Authorities Forum (RCAF) is a closed, non-political Incorporated Society of road asset managers and roading professionals from all Territorial Authorities (except the Chatham Islands), Department of Conservation and Waka Kotahi the New Zealand Transport Agency.

The RCAF vision is to assist road-controlling authorities to make informed decisions, The purpose of the RCAF is to exchange information and provide updates on sector working group activities, proposed legislation, new standards and guidelines, highway and procurement strategies and other issues relevant to road controlling authorities and other member organisations.

TŪTOHUNGA / Recommendation

That the Council receive the report Road Controlling Authorities Forum - Deputy Mayor Ann Court.

tĀHUHU KŌRERO / Background

The forum kicked off with a Safety Note:

Waka Kotahi Relationships Manager Auckland/Northland spoke about his experience of being called to a work-place serious harm injury. He asked the audience “as roading managers, are your talking with your contractors and the people at the coal face to understand how the job actually happens? Often these meetings inspire better outcomes as you may learn what the challenges are that lead to mistakes happening, often your staff can tell you how to do things better, faster, safer. Talk to your teams, be visible and understand the risks your workers are facing.”

Keynote Speaker: Hon Michael Wood, Minister of Transport

· Minister Wood cancelled at late notice. His presentation was advertised as addressing:

Ø GPS 2021 Working together to meet the implementation challenges

Ø Funding

Ø Road to Zero

Ø Emissions reduction

· A six-minute video was played in lieu and a panel of three speakers stood up to talk about the how we as a sector could help with meeting the Ministers goals of a carbon neutral network and the challenges of maintaining the network in the face of significant funding constraints. I was privileged to be one of the panel members.

· Take out messages from the Ministers video:

Ø Everyone no matter their age or ability should be able to move around our network safely

Ø The scale and pace of delivery is proving exceptionally challenging

Ø Speed Management Plans will be required to be introduced which will link infrastructure, planning, speed management and speed camera placement

Ø Transport needs to become mode neutral

Ø Waka Kotahi have 11 activity classes. Projects can be funded across classes so do not limit your business case to one criteria

Ø The NZ UP-Grade Programme has to be rebalanced and refocused to address the Governments objectives in meeting their climate change goals and housing objectives whilst at the same time managing debt in a responsible manner.

Note: Elected members will be aware that this rebalance and refocus removed the four laning between Auckland and Northland.

Chief Financial Officer, Waka Kotahi: Howard Cattermole

· Mr Cattermole presented on the affordability challenges for the NLTP:

Ø National Land Transport Fund (NLTF) revenue is sourced from FED (Fuel Excise Duties), Road User Charges (RUC), Motor Vehicle Registrations, Tolling and Other (Predominantly Ground Leases)

Ø No increases to FED and RUC have been proposed for this NLTP (National Land Transport Programme) period

Ø There is a sum total of $500m available over three years to be allocated at the Waka Kotahi boards discretion to fund above the lower levels of the activity classes

Ø There is a sum total of 10% available for new projects

Ø Budgets for road maintenance cannot be supported

Ø The GPS sets the upper and low funding ranges for each activity class.

o This is challenged by a high level of existing commitments

o No cash surplus to carry forward

o Asset base growing in scale and complexity

o Revenue impact of the new clean car scheme

o Cost inflation

o The addition of rail and coastal shipping as fundable activities

Ø The activity class ranges for the coming NLTP can only be supported at the lower end of the activity bucket due to significant funding constraints.

· The future outlook is uncertain.

· Moving forward it is expected heavy rail will be fully transitioned into the NLTP.

· More investment is required than we have funding for in the NLTP, so the Crown has chosen to use appropriations to boost the fund.

· Two of the Governments priorities which needed to be funded are Let’s Get Wellington Moving (LGWM) and the Auckland Transport Alignment Project (ATAP)

· The board of Waka Kotahi are not happy with some of the decisions they have had to make. Quote of the day “Making the lease worst decision.”

Road Efficient Group: Update on the One Network Framework:

· The One Network Framework (ONF) provides better integration of transport and land use planning taking into account movement and place functions.

· It will support how our transport systems deliver enduring outcomes and community wellbeing, the development of multi modal networks and how we make investment decisions.

· It will inform investment decisions moving forward

· AMPs are a means to end, which is to enable communities to live their best lives.

Digital Engineering: David Darwin: Lead Advisor Investment Planning

· Opportunities for digitisation of transport activity management and clarifying the roles of Business Intelligence Modelling (BIM). Cr Vujcich would have loved this one.

Kiwi Rail: Chief Operating Officer: Todd Moyle

· Ten Year Vision / Opportunities / Investing in our Future

· JAS (Japanese Agricultural Standard) is a tool used to measure the cubic meter of logs. Globally a JAS is at record prices. They cannot be harvested and shipped fast enough.

· Two new interislander ferries are to be procured. They will be hybrid so will be fully electric through the sounds with charging facilities to be installed at Picton. The new vessels will be physically march larger so a significant spend will be required to upgrade facilities at Wellington and Picton. Did you know that crew live on live off? (7 days on 7 days off)

· Five prisoners from Ngawha have been taken through the rail induction process and have recently graduated. They will be offered employment opportunities with Kiwi Rail upon release. Kiwi Rail spoke fondly of this experience and their aspirations for this opportunity to become BAU.

· The Kiwi Rail Investment Program (RNIP) is under development and due for release shortly

New Speed Setting Rule Change

· Waka Kotahi and the Ministry of Transport are currently consulting on a draft Setting of Speed Limits Rule that will give effect to a new regulatory framework for speed management and transitioning to safer speed limits around schools.

· We received an almost identical presentation the following week at the Regional Land Transport Committee Meeting.

· There is a significant amount of work required to be done at both the Council level and at the Regional Land Transport Committee level to achieve the very ambitious timeline (2024)

· We will be requesting a presentation to the community boards (Andy Finch will take the lead)

Road Works Site Health and Safety Programme

We had a very sobering presentation on the worksite health and safety challenges experienced by our contractors on a daily basis. There have in recent years sadly been deaths and serious injuries attributable to bad driver behaviour at work sites.

Peter Silcock, CEO Civil Contractors New Zealand Inc spoke on the work being undertaken to update the Worksafe Good Practice Guide, COPPTM Review, TTM Training and Competency.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Steps

The implications of the changes to the NZ Up-Grade Program have significant consequences for Northland. The Regional Land Transport Committee will be considering the impact of this announcement at their August meeting.

The implications of the funding challenges are not unique to the Far North but given the impending funding constraints for maintenance, operations and renewals, coupled with our current network condition, we need to have visibility of the consequence of under investing in our network. In due course a report from the NTA will be received.

Indicative investment level for the 2021-24 NLTP

The Waka Kotahi Board has endorsed indicative investment for continuous programmes as shown in the table below, with a comparison of the recent bid you put forward and the funding allocated to you at the start of the 2018-21 NLTP.

Activity class	2021-24 programme bid - requested total (Gross $)	2021-24 programme with indicative funding approval (Gross $)	2018-21 forecast allocation in August 2018 (Gross $)
Local roads maintenance	$105,670,000	$88,428,000	$73,221,000
Road safety promotion	$5,679,000	$5,364,000	$3,415,000

The final investment decision for the ranked capital projects of regional significance alongside our own low-cost low risk (LCLR) projects will not be released until late August early September.

There is some risk with this timing due to its impact on staff being able to finalize the work programme, including completing design, procurement and contract award in time for 2021/22 construction season.

All presentations are available to view on the RCA website: http://rcaforum.org.nz/

PĀNGA PŪTEA ME NGĀ WĀHANGA TAHUA / Financial Implications and Budgetary Provision

The final investment decision for the ranked capital projects of regional significance alongside our own low-cost low risk (LCLR) projects will not be released until late August early September.

There are no financial implications or requirements for budgetary provision in receiving this report. The cost to ratepayers in sending Deputy Mayor Court to this forum was $1,072 inclusive of GST.

Āpitihanga / Attachments

Nil

Welcome to the latest summary report of Council activities

Introduction from Shaun Clarke, Chief Executive

This reporting period showed our mission of Creating Great Places and Supporting Our People coming to life through the significant engagement exercises we ran. March saw staff and Elected Members lead the Navigating Our Course consultation. We hosted 22 events in 18 communities during March seeking feedback on the Long Term Plan, Far North 2100, draft District Plan and Representation Review. A key issue for our residents was rates and the rates review. Not only were we out on the road listening to communities, about 80 of the 770 people and organisations who made submissions to our Long Term Plan 2021-31 spoke at hearings in Kaikohe and Kaitāia. There was a lot of time, effort and energy put into listening to our communities and I’d like to thank staff and Elected Members for their efforts.

In addition, about 9000 property owners in the Far North received letters from the Council about Significant Natural Areas (SNAs) on their land. Council now have a statutory obligation to identify unique landscapes, species and habitats and manage them in a new District Plan. Northland Councils collaborated on a project last year to map SNAs in the region. The new maps have identified that 42% of our district contains potentially sensitive environments, an increase from about 30% in the 1990s. Consultation is ongoing through to June on this topic.

The Regional Land Transport Committee also sought community feedback on a Draft Regional Land Transport Plan 2021-2027 and a Draft Regional Public Transport Plan 2021-2031. Consultation on the plans which address a range of critical regional issues, including connectivity, route resilience and economic and tourism development concluded the end of March.

We received our 2021 CouncilMARK™ assessment report which showed how far we have come as a Council. Local Government New Zealand assessors spent two hours with Elected Members and the Strategic Leadership Team outlining key findings from their assessment last year. The assessors commented we had come a long way since we were first assessed in 2017, despite having unique challenges as a local authority. They also said we should be proud of the report which evaluates our governance, service delivery, financial management and community engagement.

Some of the feedback we received in this report is that we have made huge strides internally in getting good systems, processes and foundations laid but our stakeholders have yet to see the impacts of that. The Strategic Leadership Team (SLT) spent a day together to consider how we might address that by being more ‘up and out’ focused. We engaged with all People Leaders firstly to share with them our initial thinking, which they further developed and have jointly workshopped. The results of this work will come to SLT in June.

The SLT have kept engagement with staff up through a series of Your Voice sessions. These were an open forum for all staff to participate in to shar their thoughts on the Your Voice survey results and areas to focus action planning on. Almost 250 staff attended these sessions; over 70% of staff who chose to attend a session to discuss what it is like to work at FNDC. Teams are now putting their action plans together, with SLT developing theirs in May. We had the privilege of acknowledging nine staff through the Love Your Work awards, all recognized for going above and beyond and living our Values. I’d like to acknowledge the kind words of Deputy Mayor Ann Court to staff at the awards session. We also held a morning tea for all new starters, forty-one of which were invited. We recognise in a digital working environment it’s critical to maintain face-to-face contact and this was a chance for new staff and SLT to have an informal chat over coffee and cake.

Local government reforms in resource management and three waters, along with the housing crisis we are facing, remain big ticket items. The Department of Internal Affairs (DIA) ran a briefing workshop at the end of March on three waters for Zone 1. Local Government NZ (LGNZ) is engaging closely with the sector and central government, and the Northland Councils jointly discuss through the Northland Forward together programme. DIA also had their Housing & Resource management specialist run a briefing for staff on Resource Management reforms which was well attended. While there is still much uncertainty, we are doing what we can to be informed and prepared for what reforms may bring.

COVID has dominated international headlines for over twelve months now, however it was a potential tsunami in early March which caused concern for the Far North. On 5 March a tsunami warning was issued by National Civil Defence following a M8.0 earthquake near the Kermadec Islands. All east coast areas from Whangarei to the Bay of Islands were asked to evacuate immediately to higher ground. This was then extended to all coastal areas of Northland. The threat did not eventuate into a significant tsunami but following the incident and our response a debrief allowed for some ‘lessons learned’.

Other achievements during this period included –

· The first stage in the $7 million Te Hiku Revitalisation project got underway with spectacular artwork and landscaping along Dalmatian Alley in Kaitāia almost complete.

· Following several years of opposition, the Environment Court confirmed an agreement that takes the sensitive issue of wastewater discharges into Doubtless Bay out of the Environment Court system and provides a framework for us to work together on a solution. The agreement establishes a working group of Council, hapū, and community members tasked with exploring alternative options, including land-based wastewater disposal. This agreement is a step-change in the way we work with communities and hapū and we hope to continue this relationship well beyond our search for a disposal solution.

· We received the first substantial autumn rain which meant flows in the Awanui River rose above the minimum consent level set by Northland Regional Council. The final water restrictions in Kaitaia were lifted.

· A five-year lease agreement between the Council and the group was signed which sees Te Puna O Kupenuku pay a peppercorn rent of $1 per annum to lease the Rawene campus, with a five-year right of renewal.

· Good progress in completing the roading capital works programme for 2020/21, with most works awarded and expenditure tracking at or near forecast.

· The completion of our 30-year Infrastructure Strategy.

Operational performance during this period saw –

· 138.50% increase in financial interactions at Service Centres

· 52.43% increase in calls to the Contact Centre

· 21.67% decrease in AskUs emails received

· 151.35% increase in building inspections booked

· 100.99% increase in visits to Service Centres

· 50% increase in i-SITE visitor numbers

· 173% increase in i-SITE retail revenue

· 35% increase in i-SITE transaction spend

· 62% increase in i-SITE transaction numbers

· 5.4% increase in digital library use, reflecting ongoing customer uptake of the increased range of digital content

· 0.5% increase in book checkouts, reflecting an active school holiday period, and the busiest month of March since 2018

· 700 Animal Management RFS received with an average of 97.5% for urgent RFS and 95% non-urgent

· For the 2020/2021 registration period, there are now 8,707 dogs registered

· 76 dogs were impounded across the District with 12 dogs rehomed through the Council’s website

· 64 food business verifications were completed and 45 proactive alcohol license Good Host Visits (GHV) were conducted

· 77% of all licensed premises in the district have now had GHV’s

· 225 noise complaints received in the March/April period, with 128 received in April.

· Noise complaint response rates average.2% for urban areas and 83.3% for rural areas

· 172 infringements for stationary vehicle offences have been issued

· 144 Resource Consent applications received

· 83% of Resource Consents processed within timeframes was achieved in March and 94% in April 2021

· Discounts applied to consent processing for 2020/2021 to the end of April is $43,768.88. For the same period last year there had been $179,958.79 applied

· Building Consents received for March (210) and April (172) were higher than last year for both months

· 99.29% (March) and 100% (April) of consents were granted within statutory timeframes

· 99.66% of building consents were issued within the legislative timeframe of twenty working days during the 2020/21 Financial Year

· The average number of days to issue a consent for the same period is 12.29 working days (against the 20-day statutory requirement) and 32.61 calendar days

· Code Compliance Certificate compliance for March and April is 100%

· 75 Building Warrant of Fitness (BWOF) audits were undertaken

· 37 Notices to Fix were issued for breaches of the Building Act and 4 Infringements were issued for building-related breaches

· A total of 23 Certificates of Acceptance were approved.

· 61 pool inspections were carried out the fail rate for this period was still around 30%

· A 30% increase in Hokianga Ferry fare revenue so far this financial year, thanks to COVID-19 and the strong domestic tourist market

· Roading contractors exceeding 90% compliance with maintenance. contracts in the first six months of 2020/21

Governance

Workshops

The months of March and April were busy with the following workshops:

· Long Term Plan

· Long Term Plan Pre-Deliberations

· District Plan Hazard Mapping

· Kaikohe District Sportsville

· Strategic Planning with FNHL

· Big Ideas Lab (two workshops)

· Elected Member Away Day and S35A

· 3 Waters with LGNZ

· Placemaking and Spatial Planning

· CouncilMARK Debrief

· Representation Review

The workshop format is invaluable in providing an overall strategic direction, which in turn allows Members at formal Council meetings to make informed decisions.

Community Board Workshops

A Combined Community Board Workshop was held during the month of March, where the main topic of discussion centred around the Te Waka Eke Noa engagement campaign, the work of the Community Board Working Party and the upcoming Community Board Conference. Community Board members, along with Mayor and Councillors can expect a full report on key highlights from Conference at the next available Council meeting. There were several key topics identified for the upcoming workshops (June and September) and officers are working on setting these agendas in place.

Training

The month of March and April were quiet in terms of training. The engagement campaign which ran the entire month of March, coupled with LTP deliberations and the high number of workshops meant that no training was undertaken (apart from Risk Essentials by Councillor Vujcich). Officers are about to commence the process of inviting elected members to discuss their development plans for 2021-22 with an invitation to Community Board members to also engage in a similar, albeit scaled down, process so that training opportunities can be managed effectively.

Action Sheets/Decision Tracking

The ‘Council Decision Tracking Assessment for the 2020 Calendar Year’ report was received at the 5 May 2021 Assurance Risk and Finance Committee Meeting.

Officers will continue to ensure actions are updated and communicated back to members. Democracy Services staff are working through publishing both the ‘Register of Resolutions’, and Current Action Sheets for each meeting into LGHub for Elected Member reference. The process is that Current Action sheets with overdue actions will be emailed to Elected Members twice per meeting cycle, with each set of meeting minutes, and each agenda.

CEO Office

People and Capability

Creating Great Workplaces – Remote Working

The Great Workplaces project team is currently in evaluation stage and is expected to report to SLT in July with office usage statistics. Requested equipment was allocated and distributed to hybrid remote working staff. JBC Level Two has been reconfigured to accommodate the new way of working, increasing meeting rooms and a cohesive layout for permanent office-based staff, a few more tweaks are to be made to allow for an informal collaboration space.

Leader Development

Throughout March, 32 people leaders were engaged in individual discussions about the capability development of their team. Development priorities were examined, revealing some common areas across the teams. Other key themes that emerged from the discussions included resilience, difficult conversations and the difficulty in allocating time for new learning. The information gained from these detailed conversations with our people leaders will inform the 2021 strategy for leader development across FNDC.

“Your Voice” Survey 2020 – Group Sessions

Following the distribution of the “Your Voice” survey results to all teams, two group sessions were held in each of the main centers. These six open discussion sessions were led by the Chief Executive and members of the SLT. Enthusiastically attended, these sessions provided an opportunity for all FNDC people to speak their minds and get a committed response. The feedback gathered at these sessions was added to that from the survey, providing a powerful information base for the action plans within the groups.

CEO Office

The People & Capability Department has undergone consultation, confirming structural changes within the department that will better align the team to the organisation’s “up & out” focus. While the process is not completed this has impacted several individuals and the vacancies created have been advertised.

The new leader's induction took place in April in the new Kaikohe collaboration space, this session highlights key processes that the leaders will need to participate in as a start of their FNDC leadership journey.

Infrastructure & Asset Management Group

All FNDC NTA staff have been re-seconded to the NTA for another three years, letters were sent to staff in early May.

A Programme Darwin steering group had seen set up and is collaborating in preparation to present the Programme at a townhall session on Friday 21 May.

Strategic, Planning & Policy

The Strategic Planning and Policy department have had several resignations, with concerns for retaining existing staff as they see development opportunities outside of FNDC. This has left vacancies for: Team Leader Māori Development, Māori Development Advisor and Policy Planner.

Corporate Services Group

Acting-Up opportunities have continued, resulting in developing leadership capabilities across the groups. The General Manager – Corporate Services Group has continued to lead the Strategic Planning & Policy Group, while this position is being recruited. The Manager – Community & Customer Services is currently acting as General Manager - Corporate Services Group, with backfill provided by the Business Improvement Specialist.

The Council Chief Digital Officer resigned and is heading to Dunedin as Chief Digital Officer of WellSouth Primary Health Network.   His last day is 4 June. 

The reinvigorated recruitment campaign for the two-year fixed term Principal Advisor – Sustainable Procurement position has been successful, with a new appointment commencing in May 2021.

District Services Group

The Building Services Department undertook a functional review with a revised structure implemented on 5 April 2021. The IANZ audit report played a significant part in the consideration of the structural arrangement for the building related functions. The Building Compliance team has moved from Environmental Services, with administrative support now reporting to and aligned with Building Consents, Building Inspections and Compliance. This has resulted in team members having a higher level of awareness of the statutory timeframes for the respective work streams and a better level of accountability, which has resulted in part to a 100% Compliance rate for both Building Consents and Code Compliance Certificates.

Staffing, Salaries and Training

Current Staffing Levels

Actual Full Time Equivalent (FTE) at 30 April 2021	Annual Plan Establishment (FTE)
343.50	382.85

· The figure for the Actual FTE is based on permanent staff numbers

· Established FTE is based on permanent position numbers

Salaries and Training

Financial Performance as at 30 April 2021	YTD Actual	YTD Budget	YTD Actual vs Budget	Annual Budget
Salary Costs	$24,735,392	$24,599,083	-$136,309	$30,452,195
Training Costs	$326,728	$717,625	$390,897	$901,179
Trainings as a % of Salaries (Sector average is 4%)	1.3%			3.0%

Vacancies

Department	FTE Available
CEO/Communications/People & Capabilities	2.0
Corporate Services	5.0
District Services	12.00
Infrastructure & Asset Management/NTA	7.0
Strategic Planning & Policy	5.0
FNDC TOTAL (FTE) * includes part time & full time EST Position Vacancies	30.0

Customer Service

Customer Experience Programme

Customer Satisfaction

We have launched our new digital first customer feedback surveying platform and have experienced some amazing results. The volume of data and the insights we are obtaining are substantially better than our old system. This is allowing us to understand the moments that matter to customers and help us to identify improvement opportunities.

The system has tools where we can engage with customers as needed, workflows for customers to receive call backs and the ability for teams to have internal dialogue - all contributing to a lift in customer centricity. The users' feedback has been overwhelmingly positive and staff engagement with the system is high. Teams are using the tool to celebrate our successes, feedback to the customer as required and discuss improvement opportunities internally that are linked to specific comments.

All service request teams and applications are now live. Our venues will soon be added by using on site QR codes.

Property File Requests and LIM’s have are now incorporated into the programme. A lot of organisation effort has gone into setting these electronic systems up for these teams and the feedback from their customers is that they are very satisfied. Their scores are 4.13 and 4.32 respectively (scores are out of 5). Comments from customers are highlighting further improvement opportunities.

Note: The survey approach has changed in the new system and venues are yet to be added. Results to date are showing a lift in our performance and the larger volume of response has removed some fluctuations we experienced in the old system.

Customer Satisfaction (new system, scale out of 5)

Net Promotor Score (reputation benchmark, scale –100 to +100)

The below graph highlights the monthly Customer Satisfaction results and volume of responses from the old and new systems.

Health, Safety & Wellbeing (HSW)

Summary of Activities

1. H&S inspections undertaken at the new Northern Animal Shelter - Kaitaia with Infrastructure Capital Works team and contract partners.

2. The CEO and Manager – HSW attended an on-site risk review of Opua Cycle Trail, this was just one action on our lists of risk mitigations to ensure we are doing everything practicable to keep people safe.

3. Customer Conflict Awareness training delivered to 78 front line staff in April across 6 sessions.

4. Remote Working Risk Assessment reviews for those staff working under hybrid model have been undertaken, 68% completed at the time of this reporting period. Date and Promise to have all completed committed to by People Leaders by 14 May 2021.

5. Lone Worker Safety Solutions & Vehicle GPS Project – phase 2 installations to 15 vehicles scheduled for 3 May with end user training scheduled for 10 May 2021.

6. Investigation involvement post the Hobson Ave, Kerikeri incident. This incident was notified by the contractor to WorkSafe. Final report expected in May.

PeopleSafe Stories Types during the reporting period

PeopleSafe 12 Month Rolling Incident Rate

During the two-month reporting period there were 17 PeopleSafe incidents/events told, covering 27 story types. The average number of incidents per month has increased by one and now sits at 8.5 incidents/month.

Communication

Activity summary

Publicising the Navigating Our Course consultation was a communication focus for the Council during March and April. Other communication issues included the easing of water restrictions, the tsunami warning on 5 March and a water quality incident affecting properties at Waipapa.

Media releases

The team issued 16 media releases during the eight-week reporting period. Three of these were about the lifting or easing of water restrictions. Two were about a boil water notice for Waipapa properties. The other 11 were about:

· The Council processing more resource consent applications within statutory timeframes

· The opening of the Kerikeri Men’s Shed which was partly funded by the Council’s Infrastructure Fund

· The Navigating Our Course consultation

· The Council’s new northern area animal shelter

· The appointment of Darren Edwards to the General Manager – Strategic Planning and Policy position

· A working group established to explore upgrade options for the Taipa wastewater scheme

· Grants allocated by Te Hiku and Bay of Islands-Whangaroa Community Boards

· The Council’s decision to lease the former NorthTec campus at Rawene to a community education group

· The Far North Youth Council which is seeking new members

· The Council’s 2021 CouncilMARK™ assessment report

· The temporary closure of a fuel facility at Pukenui Wharf which the Council is upgrading

Twelve of these media releases were published in two or more local newspapers, so the team was successful at getting Council’s messages into the public domain:

· 4/16 media releases were published in four local newspapers

· 2/16 media releases were published in three local newspapers

· 6/16 media releases were published in two local newspapers

· 4/16 media releases were published in one local newspaper

Media enquiries

The team responded to 40 media enquiries in March and April. As with the previous reporting period, the top topic of enquiry was Council water supplies, which accounted for six enquiries. Other main subjects of interest were new rating proposals and roading issues.

Social media

The Communications and Engagement Teams were active on social media, particularly Facebook, during March and April. Outputs included:

· 92 Facebook posts, 56 of which were about the Navigating Our Course consultation. Other key content topics were the tsunami on 5 March and water restrictions

· 87 new Facebook page ‘likes’, increasing the number of people who ‘like’ the Council’s Facebook page from 6,152 to 6,239

Mayoral support

The team drafted eight Mayoral columns/blogs about:

· Placemaking projects in Te Hiku Ward

· The district’s response to the tsunami warning on 5 March

· Significant Natural Areas the Council has mapped for planning purposes

· The housing crisis and the Government’s Housing Acceleration Fund

· The Three Waters Reform Programme

· The death of Prince Philip Duke of Edinburgh

· The Local Government (Rating of Whenua Māori) Amendment Bill

· The District Plan Review

The team researched and wrote speech notes for the launch of Arvida’s Te Puna Waiora development in Kerikeri and for an Anzac Day service the Mayor attended. It also wrote a Mayoral testimonial for the Bald Angels Charitable Trust to include in its applications to funding agencies.

CEO support

The team produced nine editions of weekly newsletter The Weekender, as well as talking points for weekly videos to staff.

Other support and outputs

· Weekly, full-page adverts in four local newspapers in March about the Navigating Our Course consultation

· Fortnightly, full-page adverts in four local newspapers in April about new speed limits and maritime facility upgrades

· Supporting the Infrastructure and Asset Management Team’s response to a water supply incident at Waipapa

Strategy

Corporate Planning

Long Term Plan (LTP)

March activity for the LTP was centred around consultation as part of the Navigating Our Course engagement programme and planning opportunities for submitters to speak to their submissions at public hearings at multiple locations. Consultation finished in early April 2021, and the process of developing recommendations ahead of decision-making commenced.

Steady progress continues to be made on developing the LTP-proper for audit towards the end of May 2021.

Strategy Development, Bylaws and Policies

Far North 2100 District Strategy

In March 2021 Council consulted on a draft Far North 2100 strategy. The draft strategy envisaged how the Far North might look in 80 years’ time, based on our vision 'He Whenua Rangatira – a district of sustainable prosperity and wellbeing'.

Consultation closed on 6 April 2021 with 49 submissions received. Staff are analysing the submissions and are reporting back in an Elected Member and Community Board Chair workshop planned for 26 May 2021 on the outcome of the consultation and options going forward for a District Strategy.

Spatial Planning

Staff successfully conducted a workshop on placemaking and spatial planning with Councillors and Community Board Chairs on 15 April 2021. A primary objective of this workshop was to hear the views on what spatial planning is required by Council over the three-year period starting 1 July 2021.

Staff were asked to review previously developed and in progress place based plans and report back on the gap between these plans the direction setting and strategic outcomes that could come from proposed spatial plans for focus areas across the Far North District.

Staff are preparing the requested gap analysis and refining a set of criteria that will determine where and what form the spatial planning initiatives will take over the three-year period starting 1 July 2021. This will be reported back to the Strategy and Policy Committee once completed.

Climate Change

The first meeting of the Joint Climate Change Adaptation Committee was held at the Northland Regional Council Offices in Whangārei on 12 April 2021. The chair and deputy chair for the committee were elected and a request was made to each Council to develop a consistent policy for the remuneration of iwi representatives on the Committee. This policy is being developed as a collaborative effort between the respective democracy services and governance teams of each Council.

The committee also heard the regional climate change adaptation programme that is being developed jointly by each of the four Northland Councils. Progress on this will be reported back to each Joint Committee meeting.

Staff have initiated a policy project, following the policy development guidelines, aimed at embedding climate change mitigation and adaptation considerations into the management and governance decision making processes of the Far North District Council.

Regional Accessibility Strategy

Over the reporting period staff continued to provide support to the collaborative cross Council development of a Regional Accessibility Strategy that is being led by Whangārei District Council.

Parks and Reserves

Staff are planning a workshop on 10 June 2021 with elected members and community board chairs that will propose the modification and revision of the existing reserves policy. This will inform a draft parks and reserves policy that will be put to the Strategy and Policy Committee for approval to go out for public consultation.

Bylaw Programme

On 8 April 2021 Council approved that the Solid Waste Bylaw continue without amendment. The Council also agreed that the bylaw will be reviewed once new relevant legislation comes into effect.

Staff will be putting forward the following reports to the May 2021 Strategy and Policy Committee meeting

1. proposal for a Treated Water Supply Bylaw to go out for public consultation.

2. proposal to make a new parking bylaw and a new road use bylaw.

3. proposal to make a bylaw that addresses the problems related to the maintenance of on-site wastewater disposal systems in the Far North District.

Staff have commenced the research that will consider whether a bylaw is required to regulate the access and use of vehicles on beaches.

Policy Programme

Staff will be putting forward to the May 2021 Strategy and Policy Committee Meeting a proposal that the Committee recommend to Council that the Psychoactive Substances Local Approved Policy continue without amendment.

Staff have commenced a social impact assessment that is required to inform a review of the Class Four Gambling and Totalisator Agency Board venues policy.

Staff have commenced a review of the following eight policies commonly referred to in Council as ‘roading policies’:

1. Community initiated infrastructure roading contribution

2. Dust management policy

3. Limits of council responsibility for formation maintenance of roads

4. Private roads and rights of way

5. Road maintenance policy

6. Road mirrors private crossings policy

7. Road naming and property numbering

8. Road speed limits

Iwi/ Hapū Relationships

Māori representation

At its February meeting, Council resolved “to discuss with the community via informal consultation, to gauge community feedback on Māori representation and report back to 8 April 2021 Council meeting”.

To gauge community sentiment, staff ran an informal consultation process on Representation Review and Māori Wards during the month of March 2021. Responders had the following mechanisms to have their say – via an online survey, feedback forms, oral and email submissions.

From this consultation we received feedback from 511 community members (over 18). An overwhelming majority of 408 noted their support for the establishment of Māori Wards. The balance saw 91 against and 12 were void.

While this information was presented to the April 2021 Council meeting, it was left to lie on the table. A subsequent Notice of Motion was raised and resulted in an Extraordinary Council Meeting being scheduled for 4 May 2021.

Te Oneroa-a-Tōhe Board

Having formally notified Te Rautaki o Te Oneroa-a-Tohe / Ninety Mile Beach Management Plan in January, a formal blessing ceremony took place at Korou Kore Marae, Ahipara on 16 April 2021.

Council was represented on the day by Councillor Radich and supported by staff.

Work now begins on implementing the ‘desired outcomes’ of the plan. Staff have convened a working party that is responsible for developing an action plan for delivering on the outcomes of the plan; and a communications / education plan to raise awareness about the plan.

Iwi Local Government Authorities Chief Executives Forum (ILGACE)

On 3 March 2021 staff were notified that Sam Napia, Chief Executive Te Rūnanga-a-Iwi-O Ngāpuhi would be filling the co-chair vacancy left by Toa Faneva. The ILGACE meeting scheduled for March 2021 was cancelled due to the proximity of the announcement and the next meeting has been scheduled for May 2021.

Māori Business Awards

The Te Taitokerau Māori Business Awards 2021 took place in Kerikeri at the Turner Centre on 12 March 2021. This is the first time the biennial event, hosted by Te Hiringa Trust, has been held outside of Whangārei.

The Far North District Council sponsored the Best Not for Profit Māori Enterprise Award, with Hihiaua Cultural Centre Trust judged best in this category. North Drill Ltd was awarded the prestigious Taitokerau Māori Business of the Year, supreme award.

The evening was attended by Mayor Carter, Councillors Smith and Stratford supported by the Chief Executive Officer and staff.

Council workshop

Staff held a further workshop with Council on the provisions of the Local Government Act 2002 to enable better participation of Māori in its decision-making processes. Staff provided guidance and are working through the changes to the Working with Māori Policy Statement for the Long Term Plan.

Māori liaison

Staff continue to support the infrastructure team seeking consents on behalf of Council for; Kaitāia, Kaikohe, Kohukohu and Hihi wastewater treatment plants.

In particular, Te Hono have been developing tangata whenua consultation plans for the Kaitāia and Kaikohe plants, as well as providing advice on next steps for both Kohukohu and Hihi and have assisted with consultation.

The Whenua Māori Programme is an ambitious and exciting initiative, jointly lead by Māori Land Court (MLC) and Te Puni Kokiri (TPK), designed to stimulate social and economic development where there is a high concentration of whenua Māori. To date MLC, TPK, Far North District Council, Whangarei District Council and Kaipara District Council have met to consider how we might combine local authority initiatives, Māori entity interests, and with other stakeholders provide information and opportunities to our Māori Land Owners (MLO), through a series of 'Expo' days throughout Te Tai Tokerau. The ‘Expo’ is in the early development phase and currently the 3 Councils have only committed to providing venues. The proposed dates are in September 2021 (Saturdays). Te Hono will continue to participate in the working party.

Te Hono Māori Development Team had 164 queries inclusive of rate remission advice for the months of March and April 2021 along with 27 referrals to external agencies, mostly to the Māori Land Court for further information. The Team are still turning e all Requests For Service queries around in 1 day.

Te Hono met with colleagues in Finance to discuss the reviewed suite of rates remission policies. The policies were reviewed in consideration of the changes to legislation around Whenua Māori. Staff across the Council will continue to collaborate as we work through the significant changes that have come about to the Local Government Rating Act 2002.

Community Wellbeing

Community Development & Funding

Between 26 January and 7 April 2021, the Community Boards distributed $92,589.50 to 17 applicants. This included $20,000 to the Houhora Big Game and Sports Fishing Club for wharf refurbishment, $20,000 to St Clements Anglican Māori Church in Ahipara for church restoration, $12,800 to BaySports for Stadium refurbishment. 2 applications supported community development, 9 were for events and 7 were for infrastructure.

The Kai Ora Fund, the purpose of which is to enable Northlanders to eat nutritious and sustainably grown local food, closed on 24 March 2021. Started by the Far North District Council and MahiTahi PHO, the fund has grown year on year. The 2021 Kai Ora Fund is a partnership between MahiTahi Hauora, The Far North District Council, Te Puni Kōkiri, Northland Inc, Kaipara District Council, Northland District Health Board, The Ministry of Social Development, Whangārei District Council and Foundation North.

The Totara North Community Plan was completed and received by the Bay of Islands-Whangaroa Community Board. The plan was developed through a series of well attended community meetings, held between January and March 2021, and the draft document was socialised with the wider community at a ‘community day’ on Sunday 21^st March 2021. The Totara North Community has completed the Totara North Community Plan to address changing community needs and wants and captures their vision, values and goals.

Youth development has had some notable successes with 3 rangatahi being selected for Outward Bound, supported by the Community Boards and Mayors Taskforce for Jobs scholarships as well as 3 TUIA candidates being selected. TUIA aims to develop the leadership capacity of young Māori in communities throughout New Zealand and is a programme that involves the Mayor and Elected Members mentoring rangatahi on a one-to-one basis to encourage and enhance leadership skills. Council also supports TUIA candidates to attend wananga across New Zealand.

Sport Northland continue to deliver to Far North communities through various programmes and initiatives. Through the Top Energy WaterSafe Programme, 42 schools, 3,955 students and 324 teachers received dryland water safety sessions during term 4 in 2020. In addition to this, 33 schools will receive the wider programme (involving 4,000 students). A successful KiwiSport application resulted in skateboard ramps and obstacles placed at both Okaihau College and Taipa Area School. Both schools have agreed to be custodians of the equipment which is portable. It is hoped that in 2021 a skateboard event utilising this equipment can be organised.

Sport events are picking up after the majority were cancelled in 2020 due to C-19. Far North residents make up approx. 40% of participants across the events. The Kaitaia Run/Walk attracted 68% of Far North residents, the Paihia Run/Walk Paihia 39%, the Kerikeri Half Marathon 28% & the Conbrio 5km 51%. The attraction of 2,110 participants to the Far North for events represents an opportunity for the Far North to maximise the economic return of these short-term visitors. The Northland Waste Kerikeri Half Marathon continues to attract approx. 38% from outside Northland. Other initiatives include Green Prescriptions, He Oranga Pounamu, Active Workplaces, Strength and Balance, Community Connectors, and bringing great opportunities to Far North communities like working with Northland Rugby and Kaikohe Rugby Football & Sports Club to host Mitre 10 game v Waikato in Kaikohe.

District Planning

Development of the new District Plan

The draft District Plan was released for community feedback on 6 March 2021. The non-statutory engagement allowed for Far North communities to become aware of the new draft plan, understand how it may affect them and provide feedback on key issues.

Making available a draft district plan allows all of the community to get better acquainted with the new digital plan format – it’s scope and scale. How the plan now manages our significant resource management issues, and how this management approach may affect landowners individually.

Having a draft plan also allows for change before taking a proposed plan to the community.

On some topics, further engagement may be required before the proposed plan is notified. Feedback on the draft will assist us in determining how and where this is necessary. When all feedback is received and analysed, we will be in a better position to organise staff and resources to target any such process.

Engagement has been integrated with the development of the plan since 2016 and the Let’s Plan Together campaign. The draft policy framework was shared with communities in 2018 and 2019. This current stage of engagement shares the spatial planning product of applying the plan’s policies. This means that information is much more specific to places and properties. This opportunity for participation has been shared with all ratepayers via mail out and promoted in Far North media. The feedback period for the draft District Plan has been extended to 6 May 2021.

Iwi engagement will be taking place in May and June 2021.

Targeted engagement on Significant Natural Areas, which are also contained in the plan, will be taking place through May and June 2021.

Northland Forward Together

The Northland Forward Together Strategic Planning workshop was held on 29 March. Topics for discussion were RMA reform, three waters, solid waste, S-maps and working in the road corridor.

At the Chief Executives meeting on the 15 February 2021, the Chief Executives proposed placing Solid Waste Recycling as one of the four Priority Projects to replace the “Refinement of NTA”.

The Mayoral forum held on 1 March acknowledged that the Northland Transportation Alliance

(NTA) was now effectively ‘business as usual’ (although FNDC undertook to have further discussion on matters specific to it). However, it was essential that there were clear communications and updates from the NTA to each of the councils. The Mayoral Forum, rather than just Solid Waste Recycling, now be Waste Management and confirmed as one of the four areas of focus (in conjunction with Four Waters, Regional Economic Development and Climate Change).

The Mayoral Forum expressed concerns about withdrawal of Government Funding for some Te Tai Tokerau Projects. The Forum requested staff to engage with the Northland Provincial Growth Unit and provide feedback for the next Mayoral Forum. It was requested that the next report identify any projects that may have changed or not yet landed.

Corporate

Transformation and Assurance

Audit and Assurance

The Internal Audit and Assurance Programme for the 2021 calendar year has been rescoped and was presented to the March meeting of the Assurance, Risk and Finance Committee.

Risk

Regular reporting, to the Assurance, Risk and Finance Committee, on the top organisational risks and their treatment plans continues.

Four risk progress reports were included in the March 2021 Risk Management Report to the Assurance, Risk and Finance Committee. The Risk Progress Reports on ARF001 Climate Change Risk, ARF004 Asset Management, ARF009 Customer Service Delivery, and ARF013 Drinking Water Resilience were presented.

The first in a regular programme of deep dive risk sessions was held in March. The session explored the climate change risk.

A progress report on the risks associated with the programme of the externally funded “shovel ready” projects that form part of the Governments economic response to the COVID-19 pandemic was presented to the Assurance, Risk and Finance Committee in March.

Transformation

The Creating and Enabling Great Workplaces Programme is in an ‘Implementation’ phase. The new operating rhythm is being bedded in after a delay due to an increase in the COVID-19 alert level earlier in the year. The final phase of the programme is to undertake an evaluation that will check on staff experience and the extent to which forecasted benefits have been realised.

Digital Information Services

Executive Summary 

The period has seen several projects and activities being delivered or progressed to rollout. Of note is the start of our internal Digital Information Services Governance meeting that is aimed at providing internal teams an avenue for proposed enhancements and/or changes to the existing workplans.  This was particularly beneficial with the new Consentium platform what has been put in place as part of Kāinga Ora – Homes and Communities. 

The ICT Operations and Delivery team has progressed with several Cyber and ICT Security enhancements, most notability the introduction of multi factor authentication that are aimed at protecting our people from external threats and support the wider remote working system access. 

The rollout of the CiAnywhere Upgrade for HR has been progressing with the new environment upgraded and new functionality for people leaders released.  Work is still progressing with the remaining part of the phase one rollout as well as the review of Payroll.  Further enhancements are planned to be reviewed that would bring the full function into line.  These modules include H&S, Performance, Training and Risk. 

ICT Operations and Delivery: 

ICT Service Desk Requests 

The number of ICT Service Desk Requests received during the March-April 2021 period was 1,963. This number is up slightly from 1,747 which were received in the January-February 2021 period.  Overall, the number of requests lodged have trended downwards over the last 12 months. This is most likely due to staff getting more comfortable with working from home and other improvements that have been made to our systems. 

The number of outstanding requests yet to be resolved is 391. 111 of these requests are either awaiting the requester to respond, a vendor or the delivery of equipment. 

External Phone Calls (Microsoft Teams Calling)  

Work has further progressed to migrate external phone calls (making and receiving) from Skype for Business to Microsoft Teams Calling. The technical configuration and testing have been completed by Spark and our ICT team.  

Twenty ‘Early Adopter’ staff and the Digital Information Services team have been successfully migrated over to Teams. The remaining departments are scheduled to be migrated over in the week beginning Monday 17^th May 2021. 

Contact Centre Phone System Project  

Work is currently underway with Datacom to migrate the existing Contact Centre phone system to a new cloud-based SaaS (Software as a Service) system called Genesys Cloud. This will provide a better customer and employee experience and will integrate with Microsoft Teams.  The new platform will also provide greater options for remote working should future lockdowns or significant events affect the contact centre team currently based in Kaikohe. 

The hardware has been installed at Datacom and the system has been configured. The next step is to complete the Contact Centre staff training. 

Library RFID Project  

Work has progressed on the project to insert RFID (radio-frequency identification) tags into library books to enable the use of self-service kiosks in our Libraries. The project team are currently assessing and scoring tender submissions. 

Multi Factor Authentication (MFA) 

MFA has now been rolled out to all FNDC staff and contractors. We are currently working with the Elected Members to get them set up as well. We are using the Microsoft Authenticator app which is installed on your smart phone or a hard token can be supplied if necessary. 

MFA is used to ensure that when you log into a computer system you are who you say you are, by requiring at least two pieces of evidence to prove your identity. It adds a layer of protection to the sign-in process and reduces the risk of unauthorised access to sensitive data. 

CiAnywhere Human Resource Planning (HRP) 

The new internet browser version of CiAnywhere HRP and eRecruitment system has gone live. This enables staff to access their leave, timesheets, pay information, training bookings, etc. without having to be in the office or use Citrix. The system also includes an eRecruitment module that replaces the existing Scout Talent recruitment system. 

Penetration Testing 

Penetration testing (also called a pen test) is the practice of testing a computer system, network or web application to find security vulnerabilities that a cybercriminal could attack or exploit. Penetration testing has been completed by an independent specialist computer security company on our new CiAnywhere system to provide assurance that it is safe and secure.  

Contractor User Account Review 

A detailed contractor user account review took place in March/April to ensure that all contractors that have access to our systems are still valid. Processes have been improved to ensure that no contractor user accounts are still active when they are no longer required.  

Computer Security Incident Management System 

We have implemented a Computer Security Incident Management System to assist us in improving computer security incident response capabilities and to enable us to handle any incidents effectively. 

Computer security incident response has become an important component of ICT Security Frameworks. New types of security-related incidents are constantly emerging. Preventive activities based on the results of risk assessments can lower the number of incidents, but not all incidents can be prevented. An incident response capability is therefore necessary for rapidly detecting incidents, minimising loss and destruction, mitigating the weaknesses that were exploited, and restoring ICT services. 

The Computer Security Incident Management System includes: 

· Quick Guide to Incident Handling 

· Computer Security Incident Management Policy 

· Standard Operating Procedures for: 

o Incident Identification 

o Data Breach 

o Denial of Service 

o Inappropriate Use 

o Malicious Code 

o Ransomware 

o Unauthorised Access 

o Generic Incident Response 

· Manuals for Incident Response and Management 

· Incident Management Plan 

· Communication Strategy 

· Incident Response Form 

· Readiness Checklist 

· Training Scenarios 

· Resource References 

· Contacts List 

Cybersecurity Awareness Programme  

We have purchased an online Cybersecurity Awareness Programme from SSS (IT Security Specialists) and ALGIM that is being rolled out to all staff and elected members. Attackers are always looking for a way into Council systems, which is why it is important for everyone in our organisation to have a good awareness of information security.  The team are working on the configuration of the system, and communications will go out to all staff over the next few weeks. 

Data Insights and Programme Delivery: 

Online Services  

An initiative encouraging building and resource practitioners to become registered customers so that they can lodge building and resource applications online continues. We have targeted customers who frequently lodge applications and contact them as and when there is enough capacity for the Call Centre to process the registrations. Members of the Online Services project team will be supporting District Services at the Building Practitioners meeting in May to promote this further. 

The mobile inspection functionality for food business is in production including an end to end digital process for Administrators, Inspectors and customers. We are developing a solution that will automatically update inspection result to MPI with preliminary testing this month. 

The ability for Pathway inspection bookings to communicate automatically with Inspector’s Outlook Calendars is to be enabled in May. This will mean any addition, update or deletion of inspection bookings in Pathway will be automatically updated in the Inspectors Outlook calendar. Likewise, updates made in an inspector’s calendar will be passed back to Pathway. This is expected to reduce the amount of manual effort required by Administration Support teams by approximately two days a month. 

In the 2021/2022 dog registration year you will be able to make your dog registration renewal payment online. This gives convenience to our customers to make payments when it best suits them. Staff have more efficient processes to issue the tags when dogs are registered making them excited too. Tags will be posted out within 10 working days of receipt of payment. Note: this option is only for re-registering existing dogs. 

Digital Information Services have been asked to build a solution which will allow Consentium to provide Council with building application information that we are required to keep as a territorial authority. This information will need to be stored as property file information. We have used this opportunity to develop a solution which is consistent with existing processes and doesn’t create an administrative burden for Building Services staff. A prototype has been developed and reviewed internally, this will be presented to Consentium for feedback followed by testing and training. 

Permits and licenses which are also part of Stage 4 are on hold until the Consentium work has been completed. Permits and licenses are now planned to start early in June. 

Enterprise Data Warehouse (EDW) 

The reports for Vision 2020 have been developed in Power BI using the data directly from Pathway, these are being verified by the BI team before they are handed over to the Quality Manager for user acceptance testing. In parallel to this a raw vault has been built, this stores historical data from Councils’ systems, data is presented to the business vault so that business rules can be applied. 

Daily stand-ups with our specialist partner SQL Services has enabled close collaboration and ensured a quick response when clarifying questions and identifying the objects required for the reporting solution. Providing SQL Services access to Microsoft Teams has supported a quick turnaround of response times and enabled project agility. 

Information Management:  

  
Property File ePathway Applications 

Objective Support 

Support requests resolved:240 

Files and folders created and approved: 248 

Objective users’ changes/movements: 54 

Northland Information Management Professionals (NIMP) 

The quarterly meeting of Northland Information Management Professionals was hosted by FNDC on 7 May. Matters discussed: 

· The need for cohesive information management compliance messaging across the 4 councils and how we can share such resources. 

· Strategies for tackling Information Management Standard compliance issues and build.

· Relationships with internal stakeholders to ensure IM is embedded in new systems and processes. 

· Extending the networking group invitation to other Northland agencies subject to the Public Records Act. 

· Mailroom processes between councils.  

· Consentium. 

· Data quality and what poor data can mean for our legislative requirements to hold reliable trustworthy information. 

Business Intelligence and GIS 

Enterprise Datawarehouse  

The BI team has completed the review of the draft model. Clarification of vision 2020 requirements with the contractor to correctly populate the dashboard was done. A best practice workshop was held to inform the BI team of the key areas to keep in mind to ensure integrity of the Enterprise Datawarehouse.   

CiAnywhere Human Resources 

The BI team continued supporting People & Capability to configure CiAnywhere key processes and training for subject matter experts. Technical assistance from the BI team will be provided with the launch of new modules in production as well as further development of automated people movements process.  

Ask Nicely 

The BI team has continued the work on the Ask Nicely survey application, extending information extracted from Pathway to include RFS, E-Lim’s and Property files requests.  

QV Electronic data Exchange “Blue Slips”  

The BI team has continued work on the QV “Blue slips” process. This process will improve the accuracy of the property data and automate some of the manual tasks carried out by that team, allowing them to concentrate on other areas. The first will deployed shortly for testing by the users and refinement of their existing business process. 

Draft District Plan  

With the assistance of the GIS team the Draft ePlan went live early March.  

Open Data  

The GIS team has soft launched the FNDC open data portal. This enabled FNDC to efficiently make data available to the public with the use of an external portal. 

Operational Financial Performance - As at 30 April 2021

Achieved for the year:

As at 30 April 2021 the operational surplus, which excludes capital income, is $30.3 million against a planned $21.3 million. The Operational budget variance is therefore a 42% surplus. However, we have received considerable income in relation to MBIE Flood Program, ESEO, PGF and 3 water reform that were not in the budget, if these are excluded the variance drops to 25%.

Major savings are in general expenses for provision for doubtful debts which is an annualised process and savings in contractor & professional fees with a number of consultants not yet engaged across the organisation.

We are currently tracking above the forecasted operational income. This is due to PGF funds received for Lake Omapere for de-mobilisation costs, operational subsidy received to support capital projects and MBIE grant under the Te Tai Tokerau Worker Redeployment programme. Furthermore, we have received half of the Ministry of Business, Innovation & Employment grant for Twin Cost Cycle Trail and a NZTA subsidy for the July storm event.

[1] It should be noted that the Coastal Erosion Hazard Zones set out in the application AEE are based on the earlier 2017 release as opposed to the 2021 release because the more recent maps were not available at the time the report was prepared. The use of the older data does not materially affect the overall assessment of coastal hazard exposure.

[2] Ministry for the Environment (2017). Preparing for coastal change: A summary of coastal hazards and climate change guidance for local government.

Te Hiku Community Board	Kaikohe-Hokianga Community Board	Bay of Islands-Whangaroa Community Board
Adele Gardner (Chairperson)	Mike Edmonds (Chairperson)	Belinda Ward (Chairperson)
Jaqi Brown (Deputy Chair)	Emma Davis (Deputy Chair)	Frank Owen (Deputy Chair)
		Manuwai Wells
		Lane Ayr

He Take Ōkawa / Compliance Requirement	Te Aromatawai Kaimahi / 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.