AGENDA
Ordinary meeting of the
Nelson City Council
Thursday 22 February 2018
Commencing at 9.00am - to approve LTP Consultation Document to go to Audit
Council Chamber
Civic House
110 Trafalgar Street, Nelson
Membership: Her Worship the Mayor Rachel Reese (Chairperson), Councillors Luke Acland, Ian Barker, Mel Courtney, Bill Dahlberg, Kate Fulton, Matt Lawrey, Paul Matheson, Brian McGurk, Gaile Noonan, Mike Rutledge, Tim Skinner and Stuart Walker
Nelson City Council
22 February 2018
Opening Prayer
1. Apologies
Nil
2. Confirmation of Order of Business
3.1 Updates to the Interests Register
3.2 Identify any conflicts of interest in the agenda
4.1 Kim Hall
Document number M3204
Recommendation
That the Council
Confirms the minutes of the meeting of the Council, held on 14 December 2017, as a true and correct record.
6. Audit of Long Term Plan 2018-28 Consultation Document 34 - 292
Document number R8961
Recommendation
That the Council
Receives the report Audit of Long Term Plan 2018-28 Consultation Document (R8961) and its attachments (A1784383, A1911418, A1889191, A1895587, A1816122, A1915276, A1816478, A1911642, A1703725, A1914817, A1896597, A1765543, A1261457, A1784915) and;
Approves the draft Long Term Plan 2018-28 Consultation Document and supporting documents for audit.
Public Excluded Business
Recommendation
That the Council
Excludes the public from the following parts of the proceedings of this meeting.
The general subject 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(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
|
Item |
General subject of each matter to be considered |
Reason for passing this resolution in relation to each matter |
Particular interests protected (where applicable) |
|
1 |
Council Meeting - Public Excluded Minutes - 14 December 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
· Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
8. Re-admittance of the public
Recommendation
That the Council
Re-admits the public to the meeting.
Nelson City Council Minutes - 14 December 2017
Minutes of a meeting of the Nelson City Council
Held in the Council Chamber, Civic House, 110 Trafalgar Street, Nelson
On Thursday 14 December 2017, commencing at 9.04am
Present: Her Worship the Mayor R Reese (Chairperson), Councillors L Acland, Councillor I Barker, M Courtney, B Dahlberg, K Fulton, M Lawrey, P Matheson, B McGurk, G Noonan, M Rutledge, T Skinner and S Walker
In Attendance: Chief Executive (P Dougherty), Group Manager Infrastructure (A Louverdis), Group Manager Strategy and Environment (C Barton), Group Manager Community Services (C Ward), Group Manager Corporate Services (N Harrison), Senior Strategic Adviser (N McDonald), Manager Communications (P Shattock) and Governance Adviser (E Stephenson)
Apology/ies : Nil
Opening Prayer
Councillor Skinner gave the opening prayer.
1. Apologies
There were no apologies.
2. Confirmation of Order of Business
Her Worship the Mayor advised of one late item for the public excluded part of the meeting, which was not included in the agenda due to an administrative oversight and that the following resolution needed to be passed for the item to be considered:
2.1 Nelson Festivals Trust Chair Appointment
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Resolved CL/2017/549 That the Council Considers the public excluded item regarding Nelson Festivals Trust Chair Appointment at this meeting as a major item not on the agenda, pursuant to Section 46A(7)(a) of the Local Government Official Information and Meetings Act 1987, to enable a timely decision to be made.
Barker/Courtney Carried |
Her Worship the Mayor advised the meeting that:
· Agenda Items 12 – Trafalgar Park Corporate Boxes and 13 – Nelson Marina Strategy – Adoption of Strategy, would be considered after the Mayor’s report
· the recommendation in the agenda to confirm the 7 December 2017 Council minutes was not required
· there were no Youth Councillors present at the meeting.
Her Worship the Mayor acknowledged the Youth Council for its involvement and work in the last year and thanked staff.
3. Interests
Councillors Barker and Dahlberg subsequently declared an interest in Item 4 of the public excluded agenda – Tahuna Beach Camp lease and left the meeting for that item.
4. Public Forum
There was no public forum.
5. Confirmation of Minutes
5.1 9 November 2017
Document number M3092, agenda pages 22 - 41 refer.
Councillor Skinner requested a correction to his name on the first page of the minutes.
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Resolved CL/2017/550 That the Council Confirms the minutes of the meeting of the Council, held on 9 November 2017, as amended, as a true and correct record. Skinner/Walker Carried |
6. Status Report - Council - 14 December 2017
Document number R8783, agenda pages 42 - 50 refer.
Group Manager Infrastructure, Alec Louverdis, answered questions.
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Resolved CL/2017/551 That the Council Receives the Status Report Council 14 December 2017 (R8783) and its attachment (A1168168). Noonan/Fulton Carried |
7. Mayor's Report
Document number R8107, agenda pages 51 - 52 refer.
In speaking to her report, Her Worship the Mayor:
· acknowledged the arts community’s part in the Christmas display
· noted the importance of applying a good social enterprise model for Christmas
· thanked Project Manager Ian Wallace for his work on Trafalgar Street
· acknowledged sponsors and helpers for Nelson’s Christmas Celebration
· advised that a review of the Travel and Training Policy would take place in the new year
· spoke about the recording of sunshine hours, noting that there was officially no difference between Richmond and Nelson’s sunshine hours, the difference had been acknowledge by NIWA as due to the recording equipment.
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Resolved CL/2017/552 That the Council Receives the Mayor's Report (R8107). Her Worship the Mayor/Barker Carried |
8. Trafalgar Park Corporate Boxes
Document number R8761, agenda pages 137 - 148 refer.
Property Parks and Facilities Asset Manager, Andrew Petherham, answered questions.
A correction was noted to Attachment 1 (A1872900) that Dave McLeod was an Architectural Designer, not Owner/Architect.
Questions were answered on the appearance of the front of the building and on consent fees for the project. The officer’s recommendation was moved and seconded.
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That the Council Receives the report Trafalgar Park Corporate Boxes (R8761) and its attachment (A1872900); and Approves in principle the proposal by the Tasman Rugby Union to construct corporate boxes within the West Grandstand, North End, Trafalgar Park, subject to an agreement and detailed design that is to the satisfaction of the Chief Executive the Chair of the Sports and Recreation Committee including that: 1. Design, consent and construction be at no cost to the Council; and 2. The construction process be managed and undertaken by the Tasman Rugby Union; and 3. The Project Manager be approved by the Council; and 4. The construction contractor be approved by the Council; and 5. The corporate boxes be owned, insured and maintained by the Council; and 6. The corporate boxes be hired on a commercial basis to event organisers at Trafalgar Park, recognising depreciation and operating costs; and 7. The hirer may retain revenue earned from the use of the corporate boxes. Matheson/Noonan |
Councillor Lawrey, seconded by Councillor Fulton moved an amendment to include the Mayor in paragraph two of the motion, to satisfy his concerns regarding the appearance of the building.
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Amendment That the Council Receives the report Trafalgar Park Corporate Boxes (R8761) and its attachment (A1872900); and Approves in principle the proposal by the Tasman Rugby Union to construct corporate boxes within the West Grandstand, North End, Trafalgar Park, subject to an agreement and detailed design that is to the satisfaction of the Chief Executive the Chair of the Sports and Recreation Committee and the Mayor including that: 1. Design, consent and construction be at no cost to the Council; and 2. The construction process be managed and undertaken by the Tasman Rugby Union; and 3. The Project Manager be approved by the Council; and 4. The construction contractor be approved by the Council; and 5. The corporate boxes be owned, insured and maintained by the Council; and 6. The corporate boxes be hired on a commercial basis to event organisers at Trafalgar Park, recognising depreciation and operating costs; and 7. The hirer may retain revenue earned from the use of the corporate boxes. The amendment was lost. |
A further amendment was moved by Councillor Rutledge, seconded by Councillor Dahlberg for the removal of the word ‘consent’ from clause 1 of the motion and the addition of a further clause (8) agreeing that Council fund $5,000 towards the building consent fees.
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Amendment That the Council Receives the report Trafalgar Park Corporate Boxes (R8761) and its attachment (A1872900); and Approves in principle the proposal by the Tasman Rugby Union to construct corporate boxes within the West Grandstand, North End, Trafalgar Park, subject to an agreement and detailed design that is to the satisfaction of the Chief Executive and the Chair of Sports and Recreation Committee including that: 1. Design 2. The construction process be managed and undertaken by the Tasman Rugby Union; and 3. The Project Manager be approved by the Council; and 4. The construction contractor be approved by the Council; and 5. The corporate boxes be owned, insured and maintained by the Council; and 6. The corporate boxes be hired on a commercial basis to event organisers at Trafalgar Park, recognising depreciation and operating costs; and 7. The hirer may retain revenue earned from the use of the corporate boxes. 8. Nelson City Council grants Tasman Rugby Union up to $5,000 towards building consent costs from the Sports and Recreation budget. The amendment was lost. |
The substantive motion was put.
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Resolved CL/2017/553 That the Council Receives the report Trafalgar Park Corporate Boxes (R8761) and its attachment (A1872900); and Approves in principle the proposal by the Tasman Rugby Union to construct corporate boxes within the West Grandstand, North End, Trafalgar Park, subject to an agreement and detailed design that is to the satisfaction of the Chief Executive the Chair of the Sports and Recreation Committee including that: 1. Design, consent and construction be at no cost to the Council; and 2. The construction process be managed and undertaken by the Tasman Rugby Union; and 3. The Project Manager be approved by the Council; and 4. The construction contractor be approved by the Council; and 5. The corporate boxes be owned, insured and maintained by the Council; and 6. The corporate boxes be hired on a commercial basis to event organisers at Trafalgar Park, recognising depreciation and operating costs; and 7. The hirer may retain revenue earned from the use of the corporate boxes. Matheson/Noonan Carried |
Attendance: Councillor Rutledge left the meeting at 10.16am.
9. Nelson Marina Strategy - Adoption of Strategy
Document number R8788, agenda pages 149 - 212 refer.
Property Parks and Facilities Asset Manager, Andrew Petherham answered questions.
Attendance: Councillor Rutledge returned to the meeting at 10.21am.
The meeting agreed to record a vote of thanks to the Nelson Marina Advisory Group.
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Resolved CL/2017/554 That the Council Thanks the Nelson Marina Advisory Group for its time and effort in the development of the Nelson Marina Strategy. Noonan/Rutledge Carried |
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Resolved CL/2017/555 That the Council Adopts the Nelson Marina Strategy included in Report R8081 as Attachment 1 (A1860198), with minor amendments.
Noonan/Fulton Carried |
The meeting was adjourned at 10.28am and reconvened at 10.55am.
10. Approval of the Revenue and Financing Policy
Document number R8763, agenda pages 53 - 81 refer.
Group Manager Corporate Services Nikki Harrison answered questions.
The meeting agreed to add the words ‘in principle’ to the motion, on the basis that this was a draft policy which would be included as supporting information for public consultation on the Long term Plan.
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Resolved CL/2017/556 That the Council Receives the report Approval of the Revenue and Financing Policy (R8763) and its attachment (A1849376); and Approves in principle the Revenue and Financing Policy for concurrent consultation through the Long Term Plan 2018-28 consultation process.
Barker/Dahlberg Carried |
11. Policy on the Remission and Postponement of Rates for Maori Freehold Land
Document number R8765, agenda pages 82 - 88 refer.
Group Manager Corporate Services Nikki Harrison and Senior Strategic Adviser Nicky McDonald updated the meeting on consultation with interested parties and answered questions.
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Resolved CL/2017/557 That the Council Receives the report Policy on the Remission and Postponement of Rates for Maori Freehold Land (R8765) and its attachments (A1866276 and A1827012); and Approves the draft Policy on the Remission and Postponement of Rates for Maori Freehold Land for concurrent consultation through the Long Term Plan process.
Fulton/Dahlberg Carried |
12. Assumptions for the Long Term Plan 2018-28 – Item 10
Document number R7453, agenda pages 89 - 100 refer.
Group Manager Corporate Services Nikki Harrison and Senior Strategic Adviser Nicky McDonald answered questions.
The meeting agreed to add the words ‘in principle’ to the motion, based on the fact that assumptions may be better informed when the Central Government Climate Change Guidelines have been received.
Attendance: Councillor Lawrey left the meeting from 11.24am, to 11.27am.
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Resolved CL/2017/558 That the Council Receives the report Assumptions for the Long Term Plan 2018-28 (R7453) and its attachment (A1725210); and Approves in principle the significant forecasting assumptions in A1725210 for use in the 2018-28 Long Term Plan.
McGurk/Fulton Carried |
13. Civic House Accommodation
Document number R8730, agenda pages 101 - 136 refer.
Group Manager Corporate Services Nikki Harrison and Project Manager Lois Plum answered questions.
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Resolved CL/2017/559 That the Council Receives the report Civic House Accommodation (R8730) and its attachments (A1811490, A1869434, A8169430, A1872484, A1868366, A1869620); and Approves the high level implementation plan for Civic House Floor one outlined in Attachment 2 (A1869434); and Approves the use of Civic House Level 6 for Council staff on a permanent basis; and Agrees to put future funding into the Long Term Plan 2018-28 for subsequent floor upgrades outlined in the Attachments 4 and 5 (A1869430 and A1872484) and supports the potential sequence of upgrades and costs; and Commits to further investigate the option outlined in Attachment 6 (A1868366) of moving the Council Chamber to the ground floor taking into consideration the activation on Trafalgar Street; and Approves reviewing the potential to offset the costs of the upgrades with consolidation of property assets. Rutledge/Dahlberg Carried |
14. Administrative Matters Report
Team Leader Governance, Robyn Byrne, answered questions.
Councillors raised concerns about the recording of non-attendance to reconvened meetings when a conflict of interest had been declared. Ms Byrne advised councillors to contact the Governance Advisers if in doubt.
Document number R8103, agenda pages 213 - 233 refer.
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Resolved CL/2017/560 That the Council Receives the report Administrative Matters Report (R8103) and its attachments (A1722167, A1743623, A1876003, A1645289 and A1819249); and Confirms the approval of the fixing of the seal in relation to those documents and the warrants of appointment detailed in the Schedule of Documents Sealed (A1819249); and Updates the Delegations Register to reflect that all powers relating to the Brook Waimarama Sanctuary Trust applications for further funding from the provision set aside in the Annual Plan 2017/18 are referred to Council; and Updates the Delegations Register to reflect that the Trafalgar Centre is the responsibility of the Sports and Recreation Committee. Matheson/Barker Carried |
15. Commercial Subcommittee - 16 November 2017
Document number M3136, agenda pages 234 - 238 refer.
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Resolved CL/2017/561 That the Council Receives the unconfirmed minutes of a meeting of the Commercial Subcommittee, held on 16 November 2017. Barker/Courtney Carried |
16. Joint Committee - 7 November 2017
Document number M3088, agenda pages 239 - 248 refer.
|
Resolved CL/2017/562 That the Council Receives the unconfirmed minutes of a meeting of the Joint Committee, held on 7 November 2017. Barker/Noonan Carried |
17. Hearings Panel - Other - 9 November 2017
Document number M3105, agenda pages 249 - 251 refer.
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Resolved CL/2017/563 That the Council Receives the unconfirmed minutes of a meeting of the Hearings Panel - Other, held on 9 November 2017. Matheson/Skinner Carried |
18. Civil Defence Emergency Management Group - 14 November 2017
Document number M3115, agenda pages 252 - 255 refer.
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Resolved CL/2017/564 That the Council Receives the unconfirmed minutes of a meeting of the Civil Defence Emergency Management Group, held on 14 November 2017. Her Worship the Mayor/Walker Carried |
19. Joint Shareholders Committee - 14 November 2017
Document number M3117, agenda pages 256 - 260 refer.
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Resolved CL/2017/565 That the Council Receives the unconfirmed minutes of a meeting of the Joint Shareholders Committee, held on 14 November 2017. Barker/Courtney Carried |
20. Audit, Risk and Finance Subcommittee - 14 November 2017
Document number M3123, agenda pages 261 - 268 refer.
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Resolved CL/2017/566 That the Council Receives the unconfirmed minutes of a meeting of the Audit, Risk and Finance Subcommittee, held on 14 November 2017. Barker/Dahlberg Carried |
20.1 Health and Safety: Quarterly Report
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Resolved CL/2017/567 That the Council Notes the report Health and Safety: Quarterly Report (R7022) and its attachment (A1845583); and Acknowledges the assessment of critical health and safety risks contained in the attachment (A1845583). Barker/Dahlberg Carried |
20.2 Tax Risk Management Strategy
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Resolved CL/2017/568 That the Council Adopts the Tax Risk Management Strategy (A1847439). Barker/Dahlberg Carried |
21. Works and Infrastructure Committee - 16 November 2017
Document number M3128, agenda pages 269 - 275 refer.
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Resolved CL/2017/569 That the Council Receives the unconfirmed minutes of a meeting of the Works and Infrastructure Committee, held on 16 November 2017. Walker/Skinner Carried |
21.1 Capital Expenditure Programme - Requests for Change
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Resolved CL/2017/570 That the Council Approves with respect to project 2968 Orphanage Stream/Sunningdale Drive flood protection, that $84,159 from 2018-19 budget be transferred to the 2017-18 budget; and Approves with respect to project 1187 Neale Park sewer pump station upgrade, that construction work be re-phased over two years and $1,116,729 from 2017-18 budget be transferred to the 2018-19 budget; and Approves with respect to project 2624 Nile Street East Stormwater and flood protection, that construction work be re-phased to 2018-19 and $772,904 from 2017-18 budget be transferred to the 2018-19 budget. Walker/Matheson Carried |
21.2 Waste Assessment and Joint Waste Management and Minimisation Plan
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Resolved CL/2017/571 That the Council Approves the formation of a Joint Nelson City Council/Tasman District Council Working Party to advise both Councils on the review of the Nelson Tasman Joint Waste Management and Minimisation Plan 2012, subject to a reciprocal agreement by Tasman District Council; and Approves the Draft Terms of Reference as amended to reflect the removal of the words ‘co-opt and change of quorum to five, including two councillors from each council (A1831374); and Appoints Councillors Walker, Barker and Lawrey as Nelson City Council members of the Joint Council Waste Working Party; and Notes that the Joint Council Waste Working Party will report back to this Council’s Works and Infrastructure Committee to ensure that the Joint Waste Management and Minimisation Plan can be adopted by April 2018. Walker/Matheson Carried |
22. Sports and Recreation Committee - 21 November 2017
Document number M3152, agenda pages 276 - 286 refer.
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Resolved CL/2017/572 That the Council Receives the unconfirmed minutes of a meeting of the Sports and Recreation Committee, held on 21 November 2017. Skinner/Rutledge Carried |
22.1 Nelson City Council Easement - Bishopdale Reserve
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Resolved CL/2017/573 That the Council Grants the easement in gross, meaning granting the easement to Nelson City Council rather than to property, in favour of Nelson City Council over the area shown in blue on the plan (A1832806) of Bishopdale Reserve with all legal costs associated with the easement to be met by Nelson City Council; and Confirms the easement be agreed to under section 48(1)(d) of the Reserves Act 1977, acting pursuant to a delegation from the Minister of Conservation. Skinner/Rutledge Carried |
22.2 Capital Expenditure Programme - Requests for Change
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Resolved CL/2017/574 That the Council Approves, with respect to project 1074 Stoke Youth Park, that $52,660 from 2017-18 budget be deferred to the Long Term Plan 2018-28, and that overall project phasing and budget be considered in the Long Term Plan 2018-28. Skinner/Fulton Carried |
22.3 Saxton Field Footpath Easement - Radio NZ
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Resolved CL/2017/575 That the Council Requests to the granting of a blanket easement (easement in gross) in favour of Nelson City Council from Radio New Zealand. The easement in gross is granted not specifically to any parcel of land but exclusively to Nelson City Council. The easement area is shown in red on the plan Attachment One (A1837467) of the Saxton Fields Reserve with all legal costs associated with the easement over Saxton Fields Reserve to be met by the project budget; and Confirms the easement be agreed under section 48(1) (d) of the Reserves Act 1977, acting pursuant to a delegation from the Minister of Conservation. Skinner/Rutledge Carried |
22.4 Nelson Marina Strategy - Adoption of Strategy
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A separate report regarding this recommendation was considered as Item 13 on the Agenda. |
23. Planning and Regulatory Committee - 23 November 2017
Document number M3148, agenda pages 287 - 295 refer.
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Resolved CL/2017/576 That the Council Receives the unconfirmed minutes of a meeting of the Planning and Regulatory Committee, held on 23 November 2017. McGurk/Her Worship the Mayor Carried |
23.1 Compliance Strategy
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Resolved CL/2017/577 That the Council Approves the Compliance Strategy 2017 to guide staff and contractors in the exercise of enforcement obligations on behalf of the Council. McGurk/Her Worship the Mayor Carried |
23.2 Nelson Plan Resourcing
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Resolved CL/2017/578 That the Council Allocates an additional unbudgeted $600,000 for the development of the Nelson Plan in the 2017/2018 financial year; and Notes that some increases in the 2017/2018 financial year will be offset by reducing budget projections for 2018/2019 by $300,000 and savings in consultant costs by employing an additional staff member and as recruitment of vacancies is achieved. McGurk/Fulton Carried |
24. Community Services Committee - 28 November 2017
Document number M3168, agenda pages 296 - 304 refer.
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Resolved CL/2017/579 That the Council Receives the unconfirmed minutes of a meeting of the Community Services Committee, held on 28 November 2017. Noonan/Courtney Carried |
24.1 Nelson Festivals Trust Deed
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Resolved CL/2017/580 That the Council Approves the draft Nelson Festivals Trust Deed (A1867010), with the following amendment: · no casting vote. · two of the trustees to be appointed by the Council, on an ongoing basis. Noonan/Courtney Carried |
24.2 Community Investment Fund - Priorities and Review
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Resolved CL/2017/581 That the Council Approves that the Community Assistance Policy be renamed the Community Investment Policy; and Approves the amended Community Investment Policy (A1854528); and Approves the amended Terms of Reference for the Community Investment Funding Panel (A1854597); and Re-appoints the current Community Investment Funding panel community representatives (Graeme Thomas, Katy Steele, Rachel Saunders, Susan Hawthorne) for the 2018/19 funding allocations; and Notes that all four community representative roles will be re-advertised prior to 2019/20 funding allocations; and Approves the Community Investment Fund priorities (A1833653) for funding allocations to be made from the fund in 2018/19. Noonan/Courtney Carried |
24.3 Establishment of Nelson Whakatu Menzshed
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Resolved CL/2017/582 That the Council Approves the granting of a Community Lease for Nelson Whakatu Menzshed at 236 Haven Road as outlined in red on Attachment one (A1860796) of report R8694 for a period of one year at an annual rent of $532 + GST; and Approves the completion of necessary electrical works (funded from the $10,000 set aside for development of a Menzshed in the 2017/18 Annual Plan) to the building prior to commencement of a lease; and Approves the release of residual funding from the $10,000 set aside in the 2017/18 Annual Plan to the amalgamated Menzshed group to assist with further establishment costs. Noonan/Courtney Carried |
25. Hearings Panel - Other - 29 November 2017
Document number M3175, agenda pages 305 - 307 refer.
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Resolved CL/2017/583 That the Council Receives the unconfirmed minutes of a meeting of the Hearings Panel - Other, held on 29 November 2017. McGurk/Walker Carried |
26. Governance Committee - 30 November 2017
Document number M3179, agenda pages 308 - 315 refer.
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Resolved CL/2017/584 That the Council Receives the unconfirmed minutes of a meeting of the Governance Committee, held on 30 November 2017. Barker/Dahlberg Carried |
26.1 Statement of Expectation 2018/19 - Bishop Suter Trust
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Resolved CL/2017/585 That the Council Confirms the general matters to be included in the Bishop Suter Trust Statement of Expectation letter as those identified in paragraphs 4.1 to 4.14 of report R8745; and Confirms the specific matters to be included in the Bishop Suter Trust Statement of Expectation letter as: • Development of a five year strategic plan, that; - Articulates a clear vision for the Suter; and - Identifies issues, opportunities and costs associated with delivering on that vision, including: o Opportunities to increase third party funding o Ensuring the staff have the right skills and capacity o Demonstrates Commitment to the principals of good asset management o Optimising the Governance Group’s skillset and blend; and • Development of a Governance succession plan; • Cybersecurity; and • Sustainability; and • Recovery planning, in particular a request to identify potential hazards and how recovery is planned for these hazards. Barker/Dahlberg Carried |
26.2 Statement of Expectation 2018/19 - Nelson Regional Development Agency
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Resolved CL/2017/586 That the Council Confirms the general matters to be included in the Nelson Regional Development Agency Statement of Expectation letter as those identified in paragraphs 4.1 to 4.14 of report R8745; and Confirms the specific matters to be included in the Statements of Expectation letters as: · Cybersecurity; and · Sustainability; and · Recovery planning, in particular a request to identify potential hazards and how recovery is planned for these hazards. · Revised performance measures. Barker/Dahlberg Carried |
26.3 Draft Rates Remissions Policy
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Resolved CL/2017/587 That the Council Approves changes to the Rates Remission Policy for concurrent consultation during the submission process for the Consultation Document to the Long Term Plan 2018-28. Barker/Dahlberg Carried |
27. Regional Transport Committee - 27 November 2017
Document number M3166, agenda pages 316 - 320 refer.
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Resolved CL/2017/588 That the Council Receives the unconfirmed minutes of a meeting of the Regional Transport Committee, held on 27 November 2017. Matheson/Noonan Carried |
28. Exclusion of the Public
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Resolved CL/2017/589 That the Council Excludes the public from the following parts of the proceedings of this meeting. The general subject 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(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows: Courtney/Barker Carried |
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Item |
General subject of each matter to be considered |
Reason for passing this resolution in relation to each matter |
Particular interests protected (where applicable) |
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1 |
Council Meeting - Public Excluded Minutes - 9 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)
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2 |
Status Report - Council - Public Excluded - 14 December 2017
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Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7 |
The withholding of the information is necessary: · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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3 |
Nelmac Statement of Expectation 2018/19
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Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7 |
The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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4 |
Tahuna Beach Camp lease
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Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7 |
The withholding of the information is necessary: · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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5 |
Nelson Festivals Trust Chair Appointment
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Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7 |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person |
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6 |
Commercial Subcommittee Meeting - Public Excluded Minutes - 16 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities
|
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7 |
Joint Committee Meeting - Public Excluded Minutes - 7 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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8 |
Civil Defence Emergency Management Group Meeting - Public Excluded Minutes - 14 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person
|
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9 |
Joint Shareholders Committee Meeting - Public Excluded Minutes - 14 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(b)(ii) 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 |
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10 |
Audit, Risk and Finance Subcommittee Meeting - Public Excluded Minutes - 14 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person
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11 |
Works and Infrastructure Committee Meeting - Public Excluded Minutes - 16 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)
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12 |
Sports and Recreation Committee Meeting - Public Excluded Minutes - 21 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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13 |
Planning and Regulatory Committee Meeting - Public Excluded Minutes - 23 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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14 |
Community Services Committee Meeting - Public Excluded Minutes - 28 November 2017 |
Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7. |
The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person
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The meeting went into public excluded session at 12.00pm and resumed in public session at 1.23pm.
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Re-admittance of the Public |
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Resolved CL/2017/607 That the Council Re-admits the public to the meeting. Her Worship the Mayor/Fulton Carried |
The meeting was adjourned until 1.44pm, at which time Councillors Barker and Dahlberg left the meeting.
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Exclusion of the Public |
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Resolved CL/2017/608 That the Council Excludes the public from the following parts of the proceedings of this meeting. The general subject 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(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows: Her Worship the Mayor/Skinner Carried |
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Item |
General subject of each matter to be considered |
Reason for passing this resolution in relation to each matter |
Particular interests protected (where applicable) |
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4 |
Tahuna Beach Camp lease
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Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7 |
The withholding of the information is necessary: · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
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The meeting went into public excluded session at 1.45pm and resumed in public session at 2.29pm.
29. Re-admittance of the Public
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Resolved CL/2017/590 That the Council Re-admits the public to the meeting.
Her Worship the Mayor/Skinner Carried |
There being no further business the meeting ended at 2.29pm.
Confirmed as a correct record of proceedings:
Chairperson
Date
Item 6: Audit of Long Term Plan 2018-28 Consultation Document
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Council 22 February 2018 |
REPORT R8961
Audit of Long Term Plan 2018-28 Consultation Document
1. Purpose of Report
1.1 To approve the draft Consultation Document and supporting documents for the Long Term Plan 2018-28 for audit.
2. Recommendation
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Receives the report Audit of Long Term Plan 2018-28 Consultation Document (R8961) and its attachments (A1784383, A1911418, A1889191, A1895587, A1816122, A1915276, A1816478, A1911642, A1703725, A1914817, A1896597, A1765543, A1261457, A1784915) and; Approves the draft Long Term Plan 2018-28 Consultation Document and supporting documents for audit.
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3. Background
3.1 Council is required to consult with the community on our 10 year plan through a Consultation Document. The Consultation Document must “provide an effective basis for public participation in local authority decision-making processes” relating to the Long Term Plan. It needs to explain key issues, provide options for consideration and give information on how Council proposals will impact on rates and debt. It needs to include a summary of Council’s Financial Strategy, its Infrastructure Strategy, changes to funding arrangements (which include changes to development contributions), changes to levels of service and changes to rates and debt levels.
3.2 The Consultation Document must contain a report from the Auditor General on whether it meets its purpose and regarding the quality of the underlying information and assumptions.
3.3 Council is also required to make available for audit, and subsequently to the public, supporting information that was used to develop the Consultation Document and that is necessary for an audit opinion to be formed.
4. Discussion
4.1 In developing the Long Term Plan 2018-28, Council has held more than a dozen workshops over the past year to discuss key issues and approaches, including consideration of a new city vision and priorities. This is in addition to the many committee workshops to provide feedback on asset and activity management plans. This work has been supported by an extensive pre-consultation to ensure a solid understanding of the community’s needs and expectations.
4.2 Most recently Council held workshops 30 January – 1 February 2018 to test preferences and generate feedback on what could be included in the final proposal to the community for the 10 year work programme. Officers have since worked closely with the Mayor to develop the content of a workable Plan that fits within Council’s rates and debt caps. The attached draft Consultation Document includes the key issues on which to consult the community.
4.3 In addition, attached are supporting documents which have not yet been approved by Council. These are:
· Community Outcomes (A1911418 – the explanatory statements that sit under the 8 community outcomes are currently under review);
· Council Activity Summaries (A1889191, A1895587);
· Financial Strategy (A1816122) and Financial Strategy charts (A1915276);
· Infrastructure Strategy (A1816478);
· Statement on Fostering Maori Participation in Council Decision Making (A1703725);
· Funding Impact Statement (A1911642);
· Development Contributions Policy (This is being processed through a separate process with a Council workshop scheduled for 15 February 2018);
· Additional financial information - (A1914817, A1896597), (other financial information to be tabled at the meeting);
· Liability Management Policy (A1765543);
· Investment Policy (A1261457);
· Council Controlled Organisations (A1784915);
4.4 The Forecasting Assumptions, Rates Remission Policy and Revenue and Financing Policy were approved by Council on 14 December 2017. Amendments to the Rates Remission Policy, Postponement of Rates, Development (and Financial) Contributions Policy and new information relevant to the Waimea Dam project will be consulted on in parallel with the Consultation Document.
Reduction in Uniform Annual General Charge (UAGC)
4.5 Due to an increase in the proportion of fixed charges from stormwater, water etc, the 2018/19 rating year would see an increased rating burden on lower value properties. It is recommended that the current balance between lower and higher value properties be maintained by adjusting the proportion collected via the UAGC.
4.6 The UAGC is currently 15% of rates collected (excluding water). It is a fixed charge for services that every property receives, irrespective of its land value. It also functions to reduce the extremes of rates paid for the highest and lowest valued properties.
4.7 To avoid the increased burden on lower valued properties it is recommended that Council reduce the proportion of rates collected through the UAGC to 14%. The charge was $428.80 including GST per separately used or inhabited part of a rating unit for the 2017/18 year. It would be $411.90 for 2018/19 if the change is adopted and $441.32 if it is not.
Priorities
4.8 The draft Consultation Document includes four priorities of Infrastructure, Environment, CBD Development and Lifting Council Performance. The final priority is included to recognise the need for continuous improvement in the organisation and for a programme of work to build the ability to work innovatively and collaboratively with partners and to foster strong engagement with the community. There is funding of $75,000 to be added in years three and four to resource this work, as well as a further review of Council’s performance through the LGNZ Excellence Programme in year one. The improvements to Civic House and additional staff are included under this priority.
New Funding
4.9 A few projects requiring extra funding have emerged since the 30 January workshop. Some of these have been entered into the draft documents pending discussion through this report. Others, where no funding is presently included in the draft Plan, have been assessed by staff for the impact on budgets and it is considered that they can be included without causing any significant impact on rates. These funding adjustments can be accommodated during the audit process.
4.10 There is further work needed to better quantify costs resulting from Council’s decision to retire part of its forestry portfolio and consider alternate uses. There is also a question as to where operational expenditure should be charged. However given the significant cost of this work it is prudent to make a provision in the Plan while we work through that process. Therefore additional funding of $2.17 million operating expenditure (inflated) and $2.2 million capital expenditure (inflated) has been added the Parks and Active Recreation Activity for the retiring of forestry blocks and their conversion to landscape reserve.
4.11 An extra $3.25 million total funding across the 10 years of the Plan has been added to the Disaster Recovery Fund with a view to having the Fund in a more robust position at the end of the period. An extra $150,000 is included in 2020/21, climbing to $500,000 in 2023/24. The Fund is currently carrying debt from the December 2011 event but this extra funding would take the balance at Year 10 to $13.1 million compared to $9.9 million (assuming no major events in the meantime).
4.12 Additional funding has been added across a range of capital projects for testing, investigations and feasibility at a rate of $150,000 plus inflation per year. Also the contingency for projects has been increased by $3.5million across the first five years of the Plan.
4.13 Funding of $5,000 per year has been added for the Nelson Community Patrol and some small amounts of approximately $3,000 per year in total added to the estimates provided at the workshop for exhibitions and activities at Broadgreen House and Isel House.
Marae maintenance funding
4.14 One aim Council has frequently expressed is to build effective, long-lasting, and genuine relationships/partnerships with iwi/ Māori. There is a feeling that progress in this area has been slower than hoped. Therefore Council may wish to consider including in the Consultation Document a project that gives a tangible signal of the desire to make real progress over the life of the Plan.
4.15 A practical project would be to assist with marae maintenance costs as some other councils do. Such a project would support the ability of iwi/Māori in Nelson to maintain appropriate infrastructure for their communities in a cost-effective and efficient way.
4.16 A policy or framework for funding support would need to be developed by Council setting out elements such as expected outcomes, eligibility criteria for projects etc. The first step would be to work with the marae to develop an asset management plan for its built assets. If this project was of interest to Council $30,000 could be included in the first year of the Long Term Plan for development of an asset management plan with an ongoing amount of $20,000 in subsequent years for undertaking physical works.
Waimea Dam
4.17 New information on Nelson’s future water supply has emerged in the form of an Opus report considering drought impacts for Nelson’s future water supply under various population growth and demand scenarios (to be tabled at the meeting along with a summary of its contents). The report also looks at the possible impact of Nelson City needing to supply water to the Wakatu industrial estate and Nelson residential areas adjacent to Champion Road, should Tasman District Council cease to do so. This report shows that under certain scenarios by the middle of this century Nelson would be at risk of water shortages in drought conditions.
4.18 Officer advice is that the community should be given the opportunity to further submit on the Waimea Dam proposal in light of the new information. Existing submitters would be informed of the report and invited to provide additional feedback if desired. The wider community would be informed through the Consultation Document which now contains a section explaining the new information and the extra opportunity to submit on the Dam. Hearings of new submissions and deliberations would be held as part of the Long Term Plan hearings and deliberations process.
4.19 To not allow further submissions on this new information would open Council up to the risk of a challenge to its process.
4.20 As the Long Term Plan process would now form part of the special consultative procedure for consideration of a contribution to the Waimea Dam the $5 million proposed will need to be included in financial statements, in year three. This approach is consistent with the advice from Audit New Zealand at the Audit, Risk and Finance Subcommittee on 13 February 2018.
Commercial Differential
4.21 The draft Consultation Document proposes a reduction in the commercial differential for the CBD and Stoke commercial centre, to reduce the burden on businesses and keep our CBD competitive compared to other centres that do not have such a charge. This reduction, the net effect of which is residential property rates rising by approximately 0.4%-0.9%, would occur in each of the first five years of the Long Term Plan.
CBD Enhancement
4.22 In addition to the $200,000 capex already in the draft budgets an amount of $70,000 opex per year has been added to the CBD Enhancement Fund. The operational funding recognises that there opportunities to activate the CBD, including through working with partners, which cannot be met with only capital funding.
Natureland/Brook Sanctuary
4.22 Although there is a further discussion to be had about future support for Natureland once the funding review report has been received, the draft financials include an allocation. It is important for the community to be given a realistic proposal to comment on and it seemed unlikely that all funding would cease. Likewise there is ongoing funding included for the Brook Sanctuary above the baseline operational grant of approximately $70,000 per year. There is an opportunity to adjust the allocations during the process of auditing the draft Consultation Document depending on further Council decisions.
Elma Turner Library
4.23 Community feedback is invited on the scope of the Elma Turner Library redevelopment, emphasising the important role it will play in activating the riverside precinct. The draft Consultation Document refers to an estimate of $14 million for the redevelopment (based on using the existing building with extra space from the ex-Mediterranean Foods site) but emphasises the considerable uncertainty as to final costs and the possibility of that figure increasing or decreasing depending on the eventual scope.
5. Options
5.1 Development of a Consultation Document is a legal obligation under section 93 of the Local Government Act 2002. Council can choose to delay the release of the draft Consultation Document and supporting information to Audit New Zealand but that would put at risk the remainder of the timetable for completing the Long Term Plan within statutory timeframes.
6. Conclusion
6.1 It is recommended that the draft Consultation Document and supporting information be approved for audit.
Nicky McDonald
Senior Strategic Adviser
Attachments
Attachment 1: A1784383 - Consultation Document ⇩
Attachment 2: A1911418 - Community Outcomes ⇩
Attachment 3: A1889191 - Activity Sections: Part 1 ⇩
Attachment 4: A1895587 - Activity Sections: Part 2 ⇩
Attachment 5: A1816122 - Financial Strategy ⇩
Attachment 6: Additional information - A1915276 - Financial Strategy charts ⇩
Attachment 7: A1816478 - Infrastructure Strategy ⇩
Attachment 8: A1703725 - Maori contribution to decision making processes ⇩
Attachment 9: A1911642 - Funding Impact Statement 2018-28 LTP ⇩
Attachment 10: Additional financial information - A1914817 - Projects greater than $100k ⇩
Attachment 11: Additional financial information - A1896597 - Financial Prudence graphs ⇩
Attachment 12: A1765543 - Liability Management Policy ⇩
Attachment 13: A1261457 - Investment Policy ⇩
Attachment 14: A1784915 - Council Controlled Organisations ⇩
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Important considerations for decision making |
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1. Fit with Purpose of Local Government Under the Local Government Act 2002 section 93(c) Audit New Zealand is required to provide an opinion on whether the Consultation Document meets legislative requirements. |
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2. Consistency with Community Outcomes and Council Policy The Consultation Document is an essential part of the development of the Long Term Plan 2018-28 which will set out Nelson City Council’s 10 year work programme. |
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3. Risk Approval of the Consultation Document and supporting information for audit is low risk as it is a procedural matter for the Long Term Planning process. |
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4. Financial impact There is no financial impact from referring the Consultation Document and supporting information for audit. |
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5. Degree of significance and level of engagement This is a low significance decision as it only allows the documents to be reviewed by Audit New Zealand and the public will subsequently be able to provide feedback on them through a special consultative procedure. |
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6. Inclusion of Māori in the decision making process 1. Iwi have been consulted on the content of the Long Term Plan through a hui on the 20 October 2017 and subsequent sharing of further information. |
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7. Delegations The Council has the responsibility for considering the Consultation Document and supporting information. |
Item 6: Audit of Long Term Plan 2018-28 Consultation Document: Attachment 3
Council structures its work programme around eleven activities:
· Transport
· Water supply
· Wastewater
· Stormwater
· Flood Protection
· Solid waste
· Environment
· Social
· Parks and active recreation
· Economic
· Corporate
If you are interested in finding out more about a particular project this section is a good place to start. The key projects and budgets for the 10 years of this Plan are included in the relevant activity sections.
What has changed since the 2015 Long Term Plan? Solid waste has moved from within the Environment activity and is now a stand-alone activity, recognising the joint landfill operation with Tasman District Council. Civil defence emergency management has moved from the Environment activity to Corporate, which is a more appropriate location. Capital expenditure for central business district enhancement is included in the Economic activity, which is the activity these projects most directly contribute to.
The activity sections are set out in a consistent way. There is a brief description of what each activity covers - what we do. Then follows discussion of the rationale for Council’s involvement - why we do it. The challenges Council faces in delivering the activity are next and then the priorities give more detail on key projects. The service levels explain the standard to which Council aims to deliver and how it measures progress towards targets.
The drivers of capital expenditure show where the main capital costs lie. Assumptions specific to that activity are followed by a section on impacts and risks of the activity and how those risks are mitigated.
At the end of each section is the relevant summary financial information that sets out the forecast budget for the next 10 years.
[BELOW FOR GRAPHIC DESIGNER – for image, not text]
Each activity section begins with some keywords for a word cloud to convey the breadth of what is covered in each Council ‘activity’. See example below (using old data from a previous LTP)
[key words for word cloud: 251 km sealed roads, 17 km unsealed roads, 97 bridges, culverts, 419 retaining walls, 380 km footpaths and cycleways, data collection, technology change, on street parking, cycle lanes, public transport, traffic control, parking control, 8 off-street car parks, 1100 off street parking spaces, road safety, 4,538 street lights, road signs, traffic signals]
Transport
WHAT WE DO
Council provides transport infrastructure for Nelson city, including the roads and paths used for driving, parking, cycling and walking. Services include road safety, traffic and parking control, and public transport.
WHY WE DO IT
Council aims to provide a transport network, now and into the future that enables the safe and efficient movement of people and goods throughout Nelson. Enabling regional freight and tourism movements is essential for economic wellbeing and the city’s amenity. A well-designed transport system is critical to creating a liveable city.
Council aims to minimise the risk of transport disruption as a result of:
· natural hazards such as earthquakes and flooding
· increasing traffic movements and congestion
· road maintenance and renewals.
CHALLENGES
1. Natural hazards and climate change
The transport network is essential for all other utilities to get up and running rapidly after a disaster, so needs to be resilient to natural hazards such as earthquakes and flooding and the consequences of climate change such as storm surge and coastal inundation. Council responds to this challenge by focusing resources on maintaining and developing alternatives routes to arterial roads, emergency response and repair and integrating the Civil Defence Emergency Management Lifelines Plan into the Transport Asset Management Plan. Council has a robust inspection and renewals programme to ensure Council gets the best value for money for its transport assets.
2. Existing network capacity
An increase in tourism and commercial vibrancy has seen growth in the number of car and freight users and additional demands on the existing road network including the primary freight corridors to Port Nelson and the airport. Council has a Regional Transport Plan with Marlborough and Tasman District councils that prioritises transport projects and responds to this and other challenges. A key project is to progress the Nelson Southern Link Investigation to better understand the appropriate response to increasing levels of congestion and forecast growth, in tandem with the Rocks Road walking and cycling project. Other projects are a partnership with our neighbours and the New Zealand Transport Agency that consider the best form, function and hierarchy of the Richmond and Stoke South transport network, and improvements to the safety and resilience of the SH6 Blenheim to Nelson route.
3. Renewal funding
Over recent years Council has significantly increased its investment in looking after and renewing its existing assets with the main areas of increased expenditure on sealed road resurfacing and the replacement of bridges and retaining walls. However, there is some uncertainty over the New Zealand Transport Agency’s level of co-investment in these renewal activities, which will not be resolved until after this Plan is completed. Council responds to this challenge by having a prioritised renewals programme based on improved monitoring and data analysis to identify where the focus is most needed. We regularly update and assess the Road Asset Maintenance Management database.
4. Growth
The Infrastructure Strategy considers how we will provide and pay for infrastructure to enable growth, and explores opportunities to reduce these costs. To support the growing city, Nelson needs infrastructure that is able to readily adapt to changes in demand. The biggest challenge is to provide a transport network that is safe, enables economic development and allows residents to travel efficiently day to day. Unfortunately, increasing congestion due to limitations in the network is constraining growth, increasing travel times, limiting other travel options and causing safety concerns.
The approach signalled in the 2018 Infrastructure Strategy for Transport includes:
· implementing projects that enable growth and improve travel time reliability on key journey routes
· investing in initiatives that provide and promote transport choice
· integrating the Southern Link with the local network, as the project proceeds
· adopting new technology where it helps us solve issues or meet objectives.
In addition to the money collected by Council through development contributions, more funding is required to cater for the transport demands associated with population growth and development and to help ensure the region has a well-designed transport network that supports a liveable city. Better data collection and analysis, monitoring of demand and growth assumptions and road surface issues will help Council plan for and respond to growth. The Top of the South councils, in partnership with the New Zealand Transport Agency, have collaborated to develop a joint Regional Land Transport Plan that aims to provide the community with an efficient, safe and resilient road network.
The key problems and benefits from solving those problems that face land transport in the Top of the South were collaboratively determined. The following key problems were identified for a coordinated response:
· Constraints on the transport network are leading to delays affecting freight, tourism, business and residential growth
· Lack of redundancy, limited alternative routes and susceptibility of the network to the impacts of climate change and high impact natural hazards increases the risk of losing community connectivity and impacting the economy
· Roads and footpaths do not currently meet the needs of our ageing population, walkers and cyclists thereby creating barriers to those wishing to use alternative modes of transport.
5. Southern Link
Under the high growth scenario, construction of a new state highway corridor would be brought forward into the timeframe of the 2018-28 Long Term Plan. Transport infrastructure between Nelson and Richmond would need to be planned and designed to respond to any change to the state highway.
To support this growing city, Nelson needs a transport network that is safe, enables economic development and allows our residents to travel efficiently day to day. Unfortunately, increasing congestion is currently constraining our growth, reducing the city’s amenity, causing safety concerns and simply not meeting our community’s expectations for a liveable city. Level of service indicators are showing the problems experienced during peak times are now extending into off peak times in the morning and afternoons.
Council supports the Nelson Southern Link Investigation continuing and indeed it is essential that we make progress on this project if we are to address problems in the transport network. The Draft Regional Land Transport Plan includes funding for the design and other associated pre-implementation activities for the project. The Investigation is a New Zealand Transport Agency project but Council is seeking progression of the Southern Link and Rocks Road projects as soon as practical.
The New Zealand Transport Agency has indicatively ranked the Southern Link project second as part of the Top of the South Regional Land Transport Plan significant activities. The next stage will be development of a Detailed Business Case. This Long Term Plan has been built on the assumption that this project will proceed and we look forward to working with central government and the Transport Agency to that end.
6. Technology
Technological change will result in new, currently unknown demands on the transport network to support ride and car share apps and the use of driverless cars. Council wants to do more work in coming years to respond to this change. There are opportunities to use new technology to manage parking demand, encourage more use of electric bikes and cars, trialling and use of autonomous vehicles, and for Nelson to lead the change to a transport system that meets the needs of an ageing population.
Our existing bus ticketing system, is nearing the end of its technological life cycle and a replacement system is needed as soon as possible. A consortium of nine regions has agreed to work together to jointly procure an interim single ticketing solution that will meet immediate ticketing needs for bus services only. This interim solution is expected to be in place for about five years until it is replaced by a New Zealand Transport Agency-driven National Ticketing Programme solution for all of New Zealand’s local government public transport providers.
COMMUNITY OUTCOMES
Council’s transport activity contributes primarily to the following community outcomes:
· Our urban and rural environments are people-friendly, well planned and sustainability managed
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our communities have access to a range of social, educational and recreational facilities and activities
· Our region is supported by an innovative and sustainable economy
· Our unique natural environment is healthy and protected
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Improving collection and analysis of data to inform future decision making and prioritisation at $x over the 10 year period
· City Parking – Council is intending to retain the first hour free parking with subsequent fees to increase to $2 per hour to raise additional funding to support the CBD
· Stoke foothills road network – Investigation of priorities for required transport projects at a cost of $x over xx years
· Bridge and retaining walls – Inspection and renewal programme to ensure resilient structural infrastructure. $x has been allocated over the xx year work programme
· Supporting development of the Southern Link Investigation
· Re-sealing programme – Council’s priority is to ensure an appropriate level of service, making sure the road pavements are kept waterproofed, and to maintain safety through required skid resistance levels. $x has been allocated across the ten year work programme
· Investment in roads - Supporting the Nelson Southern Link Investigation to ensure the city has an effective arterial network which includes state highways and securing New Zealand Transport Agency funds for our region
· Cross town links – $x has been allocated to improve central city cycling and walking facilities, including along Nile Street
· The Tahunanui cycle link – planned programme of works for implementation in 2019/20 at a cost of $x
· A Stoke East/West connection to improve cycling and walking routes from the Stoke foothills into central Stoke and the Railway Reserve. This is an integrated project with planning beginning in 2018/19 and construction currently programmed for 2022/23
· Repainting of the Collingwood St bridge is planned for 2019 at a cost of $x
· Gloucester St cycle facilities – planning for a project that would connect to the Southern Link (if it proceeds) through St Vincent St. This cycle link needs attention whatever eventuates on St Vincent St and will be integrated with stormwater work on Gloucester St
· The continuation of the footpath programme with $x per year to renew footpaths
· Consideration of upgrading all roads with an asphalt cement surface to increase durability and reduce noise. Such a project would be at the full cost to Council (i.e. no New Zealand Transport Agency funding) of $x in year 20xx
· The parking meter renewal project, will provide a study into smarter options for parking in the CBD.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
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What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
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Year 1 |
Year 2 |
Year 3 |
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A safe road network |
Change from the previous financial year in the number of fatalities and serious injury crashes on the local road network |
2016 - 15 serious injury crashes and
one fatality |
One fewer fatality and serious injury crashes on the local road network compared to previous year |
0 |
-1 |
-5 |
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Smooth sealed road network |
Average quality of ride on a sealed local road network, measured by smooth travel exposure by One Network Road Classification |
90% in 2016/17, 92% in 2015/16 (target 87% in 2015/16 and 2016/17) |
The following Smooth Travel Exposure targets are not exceeded, in each year: One Network Smooth Travel Exposure Target Road Classification
Regional 90% Arterial 85% Primary Collector 80% Secondary Collector 80% Access 75% Low Volume 75% |
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Maintenance of sealed local road network |
Percentage of the sealed local road network resurfaced |
5.6% in 2016/17, 7.4% in 2015/16,
4.8% in 2014/15 |
Not less than 3% and not more than 8.5%, in each year |
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Good quality smooth footpath surface |
Percentage of footpaths that fall within the level of service standard for condition of footpath, as in Asset Management Plan |
93% of footpath network with condition rating of 3 or less, 95% in 2014 (only two surveys to date) |
95% or more of the footpath network by length has a condition rating between 1 and 3 (1-excellent/3-good/5-very poor) |
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Accessibility - Providing transport choices via public transport and, Efficiency – Maximise movement of people via public transport |
NBus patronage |
2014/15 415,326 annual number of passengers 2015/16 414,212 annual number of passengers 2016/17 426,237 annual number of passengers |
4% increasing trend over time |
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Efficiency – Maximise movement of people via walk and cycle modes |
Percentage of the community that travel to work by walking or cycling |
2013 Census - 18.3% of commuters made up of walker/joggers 9.6%, cyclists 8.7%. 2016 Residents Survey - 21% walked or cycled. 2017 Residents Survey - 19% walked or cycled. |
Year 1 – 20% combined of all journeys to work by walking or cycling Year 2 – 20% combined of all journeys to work by walking or cycling Year 3 - 21% combined of all journeys to work by walking or cycling Year 4 – 25% combined of all journeys to work by walking or cycling |
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Responsiveness to service requests |
Percentage of customer service requests relating to roads and footpaths to which Council responds within five working days |
78% in 2016/17, 82% in 2015/16 |
80 % of service requests responded to within five working days |
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DRIVERS OF CAPITAL EXPENDITURE
The main capital expenditure drivers for the region over the next three years are:
· ensuring a resilient and innovative transport network
· planning integrated and sustainable developments to respond to population growth and ageing population needs
· walking and cycling projects to encourage communities to be more active
A proportion of capital expenditure will be allocated from regional funding, as explained in detail in the Regional Land Transport Plan.
ASSUMPTIONS
As well as the general assumptions that apply as the basis for forecasting budgets across Council’s work, the following specific assumptions apply to Council’s transport activities. It is assumed that:
· National and regional funding identified in the Regional Land Transport Plan will be supported in the National Land Transport Programme
· New Zealand Transport Agency financial assistance rates will increase from the current 49% to 50% in 2018/19 and a further rise of 1% to 51% in 2019/20
· Integration of the
Nelson Southern Link project with the local road system has not been included but a detailed
business case is planned to be completed by 2019/20 with implementation to
follow
· Tasman District Council will contribute $80,000 per year to the Nelson / Richmond passenger transport service and $80,000 to the total mobility service
· The patronage of public transport will continue to meet Council’s 45 – 55% target for Fare Box Recovery and this proportion will enable Council to continue to support the public transport level of service
· The public transport SuperGold central government bulk funding allocation will reimburse total costs incurred by Council for administering the scheme
· Energy prices will not
increase or decrease significantly over the next three years with a consequent
effect on vehicle use or shifts to other modes of transport
· Tasman District Council will continue to promote free parking in Richmond
· Parking meter revenue is collected at a level of approximately $x each year
· Free parking for the first hour will continue over the period covered by this Long Term Plan, with an increased rate of $2 per subsequent hour.
IMPACTS AND RISKS
· Since 2014 there has been a continued upward trend of increased traffic volume along some of our main arterial routes such as Main Road Stoke and Waimea Road. The traffic volume trend is being monitored to inform future capacity requirements. Council is developing better localised traffic modelling capabilities and is working with NZTA on arterial models. The Nelson Southern Link Investigation updated the Regional Transport Model in 2015/16 to better understand future regional and arterial traffic demand
· Following the recent significant growth in traffic volume, Council has subsequently received complaints during the morning and afternoon peaks about the routes that provide an alternative to the arterials of SH6 and Waimea Road. This traffic that is avoiding the arterial routes is typically known as “rat running”. Customer complaints often express a concern for safety due to the rat running traffic often travelling fast as well as a loss of amenity from increased traffic noise
· Access to ongoing NZTA funding will require Council to develop a better understanding of its transport assets and specific asset deterioration curves. Our understanding of carriageway surface ages and conditions has recently improved enough to know that there is a backlog in road surface renewals. This cost is being spread to catch up over a 10 year period; this should reduce the annual cost to around $x on average over 40 years
· If the Nelson Southern Link project goes ahead it might have an impact on Rocks Road retaining its current state highway status. Any proposal to make Rocks Road a local road would be subject to negotiations with NZTA
· Incompatibility of users on some
parts of the network. For example, the issue of narrow footpaths and the safe
travel of mobility scooters has been mitigated through the construction of the
wider, smoother and flatter footpaths in acknowledgment of the ageing
population.
TRANSPORT FUNDING IMPACT STATEMENT
TRANSPORT COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
SUMMARY OF CAPITAL EXPENDITURE OVER $100,000 IN ANY ONE YEAR
[key words for word cloud: Maitai Dam, Roding Dam, 334 km water pipes, water treatment plant, 46 km trunk mains, Maitai pipeline, Roding pipeline, 36 reservoirs and tanks, 2,559 hydrants, 91 maintenance holes]
Water supply
WHAT WE DO
Council supplies high quality water to households and businesses through a piped network. The water supply system includes dams and weirs on the Maitai and Roding Rivers, the water treatment plant and the network of pipes and storage reservoirs throughout the city.
Water is metered to ensure it is used efficiently and costs are shared fairly between water users.
WHY WE DO IT
Water supply is a major part of Council’s core business because human health and disease prevention, tourism and other industries are all reliant on having a safe, reliable water supply.
Council aims to reliably and efficiently supply water to residents and businesses while also ensuring the ecological, recreational and cultural values of the Maitai and Roding Rivers are recognised and enhanced.
CHALLENGES
7. Water losses
Council has an ongoing project to track water losses in the network. These losses are as a result of leaks from broken or impaired pipes or earthquake damage, in both the public network and through privately owned water pipes. Losses also result from flushing of the network to clear sediment build-up, water used by the Fire Service and water used in construction. The losses from the public network results in a 20-30% difference between the volume of water leaving the water treatment plant and the amount actually used by the community. A better understanding of where the water is being used is expected to develop in the next three years as contractors and the Fire Service are asked to meter the water they use.
8. Maitai River water quality
A Council priority is to improve river and stream water quality and quantity. During drought conditions water is released from the Maitai Dam to the Maitai River to ensure sufficient river flows to support ecological and recreational values. This water can be of a lower quality than the natural river water because it is lower in oxygen over the summer months, therefore Council has decided to aerate and mix the dam water to improve the river water quality.
9. Maitai Dam water quality
Usually water for the Nelson city supply is taken directly from the Roding River and the south branch of the Maitai River. However, during storm conditions the Roding and south branch water can have too much sediment to be used, so water is taken from the Maitai Dam instead. The Water Treatment Plant doesn’t work as efficiently when processing this water, as the ultra-filtration membranes have to remove more organic material. Long term, it is important for the city to be able to rely on the Maitai Dam as a raw water source especially in summer periods when river flows are low and in emergencies. A budget to investigate the option to pre-treat the water via a primary clarifier is included in this Long Term Plan. Another option is to accept that the filtration membranes will have a shorter lifespan and to allow for more frequent replacement. Both of these options will be considered in more detail before a final decision is made.
10. Discoloured drinking water
Some
of the water supply network consists of cast-iron pipes, and water can become
discoloured when iron and manganese deposits are loosened while passing through
these pipes, leading to customer dissatisfaction. This is being addressed
through more detailed investigation into the conditions that allow the deposits
to move and operational changes at the water treatment plant. Longer term the
renewal of the older cast iron pipes will address the issue. There are
approximately 48kms of cast iron pipes in the network and Council has a long
term renewal programme for these over the next 3 to 4 decades at a cost of
$20-$30 million.
11. Natural hazards and climate change
Changing weather patterns due to climate change, damage resulting from ground shaking and liquefaction, storm events and other natural hazards have the potential to cause significant and long term disruption to the community and result in a loss of services to affected areas. Council is taking several steps to improve resilience through having an interlinked network that can redirect water throughout the city and improve the earthquake resistance of pipes and reservoirs. Numerous water storage reservoirs around the city hold a total of approximately one day’s supply of drinkable water. The water treatment plant can use a variety of raw water sources in the event of an emergency. The recently duplicated water pipeline from the Maitai Dam down the Maitai Valley to the treatment plant and City also provides security against such damage.
COMMUNITY OUTCOMES
Council’s water supply activity contributes primarily to the following community outcomes:
· Our unique natural environment is healthy and protected
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our communities are healthy, safe, inclusive and resilient
· Our region is supported by an innovative and sustainable economy.
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Water Treatment Plant - renewal of the last two trains of ultra-filtration membranes in 2018/19 at a cost of $x
· Replacing residential water meters - residential water meters installed in the mid-1990s have reached the end of their useful lives and Council is planning to begin a large-scale replacement project. Renewal of commercial and industrial water meters started in 2014/15 and is approximately 50% complete. The project also includes back flow prevention to protect the water supply from the risk of contamination from sources within the pipe network. A total of $x has been allocated across the 10 year work programme for residential meter replacement
· Replacing ageing pipes - including asbestos cement and cast iron pipes, within a budget of approximately $x over the next 10 years
· Fire-fighting flows – local areas where changes in the way the Fire Service measures access to water to fight fires are being identified for upgrading
· Atawhai storage reservoir – current storage capacity for the Atawhai area is sufficient to provide one day’s drinkable water but to accommodate future growth a second reservoir is needed. This project would be undertaken in conjunction with work on the Atawhai trunk water main in 2021/22
· Maitai Dam aeration project – planning to improve the quality of water released from the Maitai Dam into the Maitai River in times of drought will begin in the next three years, with project construction in 2022/23
· Water leak reduction programme – Council will continue to search for and repair leaks and quantify unaccounted for water and has budgeted $x over the next 10 years for this.
Waimea Dam
Council initiated a special consultative procedure in 2017 to seek community feedback on a proposal to contribute to the Waimea Dam project. As new information relevant to that decision has been subsequently received, the Consultation Document for the Long Term Plan 2018-28 now invites further community feedback on the project. The Local Government Act 2002 requires, that in this circumstance, the draft Plan be consistent with Council’s proposal as circulated in 2017. The draft Plan therefore contains an allocation of $5 million in 2020/21. Decision making on this proposal will be undertaken as part of the deliberations on the Long Term Plan.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
|
What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
||
|
Year 1 |
Year 2 |
Year 3 |
||||
|
Quality – good quality water |
The extent to which drinking water supply complies with: a) part 4 of the drinking water standards# (bacterial compliance criteria), and b) part 5 of the drinking water standards# (protozoal compliance criteria) |
Complied 2016/17 Complied 2015/16 Protozoal compliance is not measured for distribution as treatment plant removes any at source |
100% compliance with parts 4 and 5 of the drinking water standards
|
|||
|
Total number of complaints per 1000 connections about any of the following: - drinking water clarity - drinking water odour - drinking water pressure or flow - continuity of supply
|
21 complaints per 1000 connections in 2016/17 35 complaints per 1000 connections in 2015/16 |
No more than 50 valid complaints per 1000 connections |
||||
|
Reliability – a reliable supply |
Average drinking water standard consumption per day per resident |
288L/person per day in 2016/17 |
Normal demand less than 500L per person per day. This includes both domestic and commercial-industrial |
|||
|
% real water loss from the system |
23% in 2016/17 29% in 2015/16 |
Real water loss less than 25% |
||||
|
Customer service – prompt response |
When attending a call-out in response to a fault or unplanned interruption to the system, the following median response times will be measured: a) attendance for urgent call-outs: from the time notification is received to the time service personnel reach the site |
Median 21 minutes in 2016/17 28 minutes in 2015/16
|
a) Contractor to attend urgent call-outs in a median time of 30 minutes or less
|
|||
|
b) resolution of urgent call-outs: from the time notification is received to the time service personnel confirm resolution of the fault or interruption
|
Median 107 minutes in 2016/17 105 minutes in 2015/16
|
b) Contractor to resolve urgent call-outs in a median time of 480 minutes or less
|
||||
|
c) attendance for non-urgent call-outs: from the time notification is received to the time service personnel reach the site |
Median 54 minutes in 2016/17 56 minutes in 2015/16
|
c) Contractor to attend non-urgent callouts in a median time of 120 minutes or less
|
||||
|
d) resolution of non-urgent call-outs: from the time notification is received to the time service personnel confirm resolution of the fault or interruption |
Median 330 minutes in 2016/17 346 minutes in 2015/16 |
d) Contractor to resolve non-urgent call outs in a median time of 24 hours or less |
||||
# Ministry of Health (2008), Drinking-water Standards for New Zealand 2005 (Revised 2008), Wellington, Ministry of Health
DRIVERS OF CAPITAL EXPENDITURE
The following factors drive the requirement for capital expenditure on water supply:
· The need to continue to renew older pipe network assets, including reduction of water losses and unaccounted for water
· Providing acceptable firefighting flows
· Reducing the higher water pressure areas in the network
· Microbiological and chemical water quality issues that have been identified as needing improvement
· Addressing risks of backflow contamination
· The need to continue to improve security of the network against the risk of hazards.
ASSUMPTIONS
As well as the general assumptions that apply as the basis for forecasting budgets across Council’s work, the following specific assumptions apply to Council’s water supply activities. It is assumed that:
· Renewals will be continued at a rate that is sustainable, based on consideration of both staffing and financial resources
· While there are expected to be changes to weather patterns due to climate change in the longer term, it is assumed that Nelson’s climate will not face substantial change within the next ten years and there will be enough rain to meet our water needs. Factors such as climate change and population growth will receive increased analysis as the 30 year Infrastructure Strategy is reviewed in future years
· There will be reductions in water losses
· Water supply is expected to continue to be funded from water charges
· Council will provide education and promotion of the importance of water conservation, however the demand for water is expected to continue to primarily be managed through Council’s water charging system
· The service delivery strategy will be sustained for the term of this Long Term Plan
· The water treatment plant filtration membranes will continue to operate satisfactorily
· Council will retain its ‘Ab’ water grading
IMPACTS AND RISKS
· To ensure there is a safe supply of water, water supply catchment controls have to limit the range of recreational activities allowed in the Maitai and Roding valleys. For example, no swimming, boating or fishing is allowed in the Maitai Dam. The commissioning of the water treatment plant allowed the slight relaxing of some restrictions, but most are necessary to meet Ministry of Health water quality grading requirements
· Reduced flow rates occur in the Maitai and Roding Rivers below the water supply intakes. The amount of this reduction is controlled and monitored through adhering to Council’s resource consents to extract water
· Emergency water treatment is provided by a portable chlorinator using sodium hypochlorite held at the water treatment plant. It is a stand-alone unit, run by a small petrol generator and is sufficient to treat the full Maitai daily flow
· The high risk to trunk main pipes is from earthquakes where sections of key main pipes could be damaged. Council holds replacement pipe stocks to allow single repairs to each main. Aid would be required from other water supply authorities to reinstate trunk mains in the event of multiple major breaks
· The water treatment plant reservoir, and Clearwater, Stoke, Walters Bluff, and Observatory Hill Reservoirs are constructed to category 2 standards, able to withstand a 1 in 1000 year earthquake. All large reservoirs have automatic seismic shut off valves. When excess flow from the reservoir is detected, such as from a broken outlet trunk main, the outlet valve is automatically shut and an alarm is triggered
· Risks posed to water quality range from low to extreme. Completion of the water treatment plant in August 2004 reduced the risk to source water to very low levels. Extreme risk relates to possible backflow from premises into the water reticulation network, thereby putting other consumers in danger. Dual check valves are fitted to all residential connections. These will be replaced when the water meters are updated from 2018/19. Backflow preventers have been installed at all Nelson City Council drainage pump stations. Council has a continuing programme to install backflow preventers, in conjunction with replacing commercial and industrial water meters. The backflow prevention devices will be sourced and installed by Council with the costs recovered from all customers connected to the city water mains
· The Health (Drinking Water) Amendment Act 2007 requires large drinking water suppliers, such as Nelson City Council, to have Water Safety Plans. Nelson City Council has a Water Safety Plan approved by the Ministry of Health that is regularly updated. It includes measures for dealing with deliberate or accidental contamination of the water supply and implementing potential outcomes from the Havelock North contamination investigation.
WATER SUPPLY FUNDING IMPACT STATEMENT
WATER SUPPLY COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
SUMMARY OF CAPITAL EXPENDITURE OVER $100,000 IN ANY ONE YEAR
[key words for word cloud: 325 km of pipes, 25 pump stations, trunk mains, swallow mains, rising mains, 6,780 maintenance holes, 11 tanks, Nelson North Wastewater Treatment Plant, Bell Island Treatment Facility (50% share), Nelson Regional Sewerage Business Unit (50% share)]
Wastewater
WHAT WE DO
Council collects, treats and disposes of wastewater for the Nelson district. It operates and maintains a network of pipes and pump stations across the city that carry wastewater from Stoke and Tahunanui for treatment at the Bell Island facility, and from the rest of the city to the Nelson Wastewater Treatment Plant at Wakapuaka.
Nelson generates 16 million litres of wastewater a day, with the Nelson treatment plant at Wakapuaka treating around eight million litres and the Bell Island treatment plant in the Tasman district treating the other half.
Nelson City Council owns and operates the Nelson Wastewater Treatment Plant. A separate waste water facility at Bell Island is managed by the Nelson Regional Sewerage Business Unit of which the Nelson and Tasman councils are each 50% shareholders. This plant uses a series of five oxidation ponds to treat wastewater from Stoke, Tahunanui, the Wakatu Industrial Estate, Richmond, Wakefield, Brightwater and Mapua, as well as trade waste from some large industrial operations.
WHY WE DO IT
Wastewater infrastructure is a high priority for Council. Providing a piped wastewater system and wastewater treatment facilities is a core role of Council in order to prevent people from being exposed to diseases associated with wastewater and avoid contamination of the environment. Council aims to provide an efficient system that prevents wastewater from harming people, property or the wider environment.
CHALLENGES
12. Stormwater inflow and groundwater infiltration into wastewater pipes
There are two main causes of inflow and infiltration. If households’ stormwater pipes have been accidentally connected to the wastewater system instead of the stormwater system, rainfall ends up flowing into the wastewater system. Groundwater can also enter the wastewater system if underground stormwater and wastewater pipes are broken. Council will be undertaking work to investigate and communicate on this issue with affected households.
Inflow and infiltration of stormwater and groundwater into the wastewater network puts pressure on the network, and can lead to overflows during wet weather. A multi-year project began in 2015 to investigate inflow and infiltration issues across the city and develop a strategy to reduce them. Work to renew sections of the network found to be in poor condition and where there are environmental benefits began in 2017/18 and will continue over the next ten years to tackle this problem.
13. Untreated discharges to Nelson Haven
There is one pressurised pipeline (rising main) between Nelson City and the Nelson Wastewater Treatment Plant, which is located adjacent to the Boulder Bank to the North of the city. This pipeline was installed in the mid 1960’s and suffered from acid attack to the inside of the concrete pipes. In the early 1990’s the full pipeline was inspected and sections were repaired or replaced with more durable pipes. The repairs were expected to allow the pipeline to remain operational until approximately 2040-2050. In recent years, three minor failures of this pipeline have led to low volumes of untreated wastewater discharging directly into the Nelson Haven as a result of leaking fittings. The total volume of any such leak is hard to estimate precisely, but would be approximately 4-5 cubic metres. Council considers any discharge into the Haven should be avoided and has supported a range of projects aimed at inspecting and repairing any areas of weakness in the pipeline in the short term with the eventual aim of renewing the full pipeline in stages with construction starting on the first stage in 2027/28. Upgrading the two main pump stations at Corder Park and Neale Park are key components of the long term strategy to reduce pressures in the existing pipeline and improve operational performance, particularly in wet weather. The Corder Park pump station upgrade is already completed and work on the Neale Park pump station is underway.
14. Impact of climate change
The Nelson Wastewater Treatment Plant is low-lying and located in the coastal environment. That means it is particularly exposed to the effects of climate change, including sea level rise, flooding and storm surges. All new pump stations are designed to withstand expected sea level rise predictions for the service life of the pump station.
The potential impacts of climate change are covered in the Infrastructure Strategy, which outlines approaches to address challenges to infrastructure networks. Strategies to increases resilience to natural hazards also include reducing groundwater infiltration and stormwater inflows to the wastewater network. Other ways to respond to climate change include constructing more detention tanks and upgrading wastewater pipes.
15. Risks to the wastewater network from significant earthquakes
A significant earthquake would be likely to cause significant and long term damage to the wastewater network as a result of ground shaking and liquefaction. In response, Council is planning further hazard vulnerability studies with approximately $x budgeted over the next ten years for investigations. Much of this work will focus on the Nelson Wastewater Treatment Plant, pump stations and the piped network across the city. The studies are expected to lead to a range of specific projects to improve the resilience of the network to earthquakes. The focus will be on minimising damage so it can be quickly repaired with minimum impact on day to day operations. These projects will be identified in future long term plans.
COMMUNITY OUTCOMES
Council’s wastewater activity contributes primarily to the following community outcomes:
· Our unique natural environment is healthy and protected
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our region is supported by an innovative and sustainable economy
· Our urban and rural environments are people-friendly, well planned and sustainably managed
· Our communities are healthy, safe, inclusive and resilient
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Reducing inflow and infiltration – Council has made a long term commitment to reducing inflow and infiltration and this should lead to a steady improvement in wet weather flows. Council has committed to investigations to identify issues and carry out repairs. In particular Council’s contractors have begun an extensive programme of property inspections and camera inspections of wastewater pipes in an effort to track down sources of stormwater and ground water entry into the wastewater network. Property inspections have identified a number of locations where stormwater from buildings and yards has been directed into the network (inflow) and camera inspections of the mains have identified a range of pipe issues that allow groundwater to enter the network (infiltration). An accelerated programme is proposed with increased expenditure over the next ten years to address both inflow and infiltration. The ongoing work to renew sections of the wastewater network in poor condition began to target areas with high inflow and infiltration in 2017/18 and will continue as a focus area for Council with a budget of $x allocated. This will include an education programme to inform householders about how they can contribute e.g. by fixing household gully traps that can allow rainwater into the waste water system. The renewal programme will also continue alongside investigations into the opportunity to either upgrade trunk mains and pump stations or construct detention tanks to hold excess wet weather flows until rain events pass. There is also a catchment optimisation project to redirect some of the upper Wakatu/Enner Glynn catchment away from Gracefield Street and divert it to the Quarantine Road pump station
· Neale Park pump station upgrade – this is a key pump station on the network with all of the wastewater from the centre of the city and the Port areas directed to Neale Park. Upgrading became a priority following the December 2011 storm event when one of the older pumps was damaged beyond repair. The redevelopment, at a cost of $x, will allow for larger collection wells and improve odour control, particularly in summer. Construction has begun and is programmed to be completed in 2019
· Atawhai rising main – a programme of ongoing inspections is proposed with remedial work identified as part of the investigation
· Natural hazard security due to earthquakes, storm events and sea level rise – hazard vulnerability studies will focus on the Nelson Wastewater Treatment Plant, pump stations and the piped network across the city, linked with similar projects in the stormwater and water supply activities
· Compliance with National Policy Statement for Freshwater and other Central Government freshwater reforms - Council, iwi and the wider community are developing environmental standards for streams and rivers in Nelson based on the requirements of the National Policy Statement. These standards are expected to be the basis of rules in the proposed Whakamahere Whakatū Nelson Plan and will set the scene for water quality improvements into the future. Although rules are yet to be finalised, activities that impact on freshwater will need to respond to any changes in rules from the date of notification of the proposed plan which is expected to be in 2019.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
|
What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
||
|
Year 1 |
Year 2 |
Year 3 |
||||
|
Reliability – a fully operational wastewater treatment system |
Level of compliance of treatment plant with resource consent conditions |
100% compliance (were 15 odour complaints in 2015/16) |
100% compliance |
|||
|
Number of dry weather overflows from sewerage system, per 1000 connections |
8 in 2016/17 (down from 12 dry weather overflows in 2015/16) |
Fewer than 15 per 1000 connections |
||||
|
Response – appropriate to reported network issues |
These median response times are measured for overflows resulting from a blockage or other fault in the sewerage system: a) attendance time: from when notification is received to the time service staff reach the site, b) resolution time: from the time notification is received to the time service staff confirm resolution of the blockage or fault |
Steady over past two years Median response time of 202 minutes in 2016/17 |
Contractor to attend in median time of 60 minutes or less
Contractor to resolve issue in median time of 480 minutes or less |
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|
Quality - environmental protection |
Compliance with territorial authority’s resource consents for discharge from the sewerage system measured by number of: a) abatement notices b) infringement notices c) enforcement orders d) convictions in relation to those resource consents |
100% compliance i.e. none of the listed actions were identified by regulatory section in 2016/17, also none in 2015/16 |
100% compliance |
|||
|
The total number of complaints received about any of the following: a) sewage odour b) sewerage system faults c) sewerage system blockages, and d) Council’s response to issues with the sewerage system |
16 complaints per 1000 connections in 2016/17 (slightly fewer, was 19 the previous year)
|
No more than 20 valid complaints a year per 1000 connections |
||||
DRIVERS OF CAPITAL EXPENDITURE
The following factors drive the requirement for capital expenditure on wastewater:
· Renewing ageing reticulation pipes to avoid accumulating assets that are past their service life and risk accidental discharges if they fail
· Reducing inflow and infiltration of groundwater and stormwater in the network
· Reducing the risk of failure of the Atawhai rising main
· Improving the efficiency of the Nelson South network by re-directing flows to the Quarantine Road pump station and constructing a new pump station at Awatea Place
· Meeting higher environmental standards for fresh and coastal water in partnership with tangata whenua.
ASSUMPTIONS
As well as the general assumptions that apply as the basis for forecasting budgets across Council’s work, the following specific assumptions apply to Council’s wastewater activities. It is assumed that:
· Renewals will continue at a rate that is sustainable taking into consideration the resource and finance required
· While there are expected to be changes to weather patterns due to climate change in the longer term, it is assumed that Nelson’s climate will not face substantial change within the next ten years. Factors such as climate change and population growth will receive increased analysis as the 30 year Infrastructure Strategy is reviewed in future years
· Wastewater activities of Council will be funded from wastewater charges and, consistent with Council’s financial policies, most of the capital expenditure will be borrowed. Development Contributions over the next 10 years will fund all of the increased provision of wastewater treatment that is due to population growth.
IMPACTS AND RISKS
The identified significant impacts the wastewater activity may have on the local community are overflows from pump stations, rising mains and network mains.
· Pump station overflows are generally reported and resolved promptly. Both network and rising main overflows are addressed by carrying out a high level of inspections. The duplication of the Atawhai rising main will reduce the risk of overflows from those sources
· The risk of wastewater overflows into waterways or onto land that could pose a hazard to the environment or public health is managed by strategies to upgrade key pump stations on the rising main, implementation of emergency response plans, the strategy of reducing inflow and infiltration, and Council’s commitment to enhancing pump station storage to meet its obligations under its ‘accidental discharge’ consent. The maintenance and response contract is monitored for compliance to ensure problems are addressed promptly. Renewal of ageing rising mains is programmed as they reach the end of their service lives. The upgrade of the Corder Park pump station and completion of the Neale Park pump station will significantly lower the risk of failure in the Atawhai rising main. Non-invasive testing of the Atawhai rising main will help to ensure that repair works can be programmed with urgency for any damaged areas of the pipe before it fails
· The risks associated with the operation of the wastewater treatment plants are assessed under the relevant asset management plan, prioritised and the appropriate response identified. Any response requiring a capital investment is identified within the budgets for future works. The risk of failure of the Nelson Wastewater Treatment Plant is being considered through a comprehensive condition assessment and as part of work on resilience to natural hazards and consequences of climate change
· In the longer term, climate change is expected to bring higher groundwater levels through rising sea levels and more intense rain events increasing the risk of inflows and infiltration potentially causing overflows from the network. Where overflows discharge to the wider environment this can pose a potential health hazard to people, particularly where the overflow enters places that people use for recreation or food gathering. This risk is being mitigated by ongoing work to identify properties where stormwater is directed to wastewater pipes and locations where pipes are damaged and groundwater is able to infiltrate the network. A substantial programme of repairing and renewing the damaged sections of the network is proposed every year for the next ten years. In addition, options for either upgrading parts of the network or constructing detention tanks at strategic locations around the city have also been included in the budget for the next ten years.
WASTEWATER FUNDING IMPACT STATEMENT
WATEWATER COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
SUMMARY OF CAPITAL EXPENDITURE OVER $100,000 IN ANY ONE YEAR
[words for word cloud: 161 km small pipes, 41 km large pipes, open channels, culverts, 4,563 maintenance holes, outfalls, sumps, 2 pump stations, 12 stormwater detention dams]
Stormwater
WHAT WE DO
The stormwater network includes pipes, open channels, and overland flow paths that convey stormwater to receiving rivers and streams, or directly to the sea.
In many parts of the city a fully reticulated system is not provided and individual properties discharge stormwater to on-site soakage or to roads as part of the primary drainage system.
The stormwater system also includes two pump stations and 12 detention systems. Detention dams are an increasing feature of stormwater management and play a vital role in holding back stormwater for gradual release into pipes and streams after a heavy rainfall event, when the system has more capacity to take the additional flows.
WHY WE DO IT
Managing the flow of stormwater prevents water from accumulating in low lying areas and potentially causing harm to people or damage to buildings, property or the environment.
Maintenance of
stormwater pipes reduces the risk of stormwater exiting the reticulation system
and infiltrating the wastewater network, which puts pressure on that system. Expanding the stormwater network
provides people with disposal options and reduces the likelihood of stormwater
being directed into the wastewater network. Controlling the flow of
stormwater on hillsides helps address land instability and reduces the
risk of landslides.
Council aims to manage stormwater runoff in a way that prevents harm to people, property and the environment. Any response will be based on what is feasible and affordable in any specific location.
CHALLENGES
16. Capacity of the stormwater network
Some areas of the city have ongoing stormwater drainage issues due to the varying standard of stormwater protection that has been required by Council over the decades and the expansion of the city into areas upstream of existing reticulation. An inadequate stormwater network can contribute to landslides, wastewater inflow and infiltration, and damage to buildings. The current and future impact of climate change is an expected trend for wetter winters and the other seasons being drier. More frequent heavy rainfall events will bring the need for either increased network capacity or a greater community acceptance of adverse impacts. Council is therefore prioritising works in areas at greatest risk.
17. Maintenance of the stormwater network
18. There is an extensive network of pipes and open channels (drains) across the city that Council does not own or maintain but may be legally considered to be public drains. Additionally, many secondary flow paths cross private property. The first step is to develop a consistent approach as to what would be considered a public drain and confirm this through the Land Development Manual currently under review jointly with the Tasman District Council. Following on from this is confirmation of maintenance standards for these drains and what budget provision will be required for ongoing operation and maintenance.
19. There are associated issues related to private drains within road reserve and across multiple private properties that are also not maintained by Council. As part of the approach outlined above, Council will confirm what, if any, private pipes in road reserve it will seek to re-define as public drains according to the requirements of the Local Government Act 2002.
20. Natural hazards and climate change
Damage as a result of ground shaking and liquefaction, climate change and storm events can cause significant and long term disruption to the community, and loss of services to affected areas. Council will respond to this challenge by building on the hazard vulnerability studies carried out by the Treasury in 2017. Much of this work is expected to focus on detention dams and pump stations, and piped network linkages to similar projects for the wastewater and water supply activities.
COMMUNITY OUTCOMES
Council’s stormwater activity contributes primarily to the following community outcomes:
· Our unique natural environment is healthy and protected
· Our urban and rural environments are people-friendly, well planned and sustainably managed
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our region is supported by an innovative and sustainable economy
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Urban streams and rivers – continuing to develop an inventory to assist in the management and protection of urban streams and rivers
· Stormwater disposal - ensuring sufficient options are available to allow for the on-going growth of the city, using a risk-based approach
· Saxton Creek, Orphanage Stream, York Stream and Little-Go Stream – completing work in progress at those sites at a cost of $x
· Compliance with the National Policy Statement (NPS) for Freshwater Management –ensuring Council complies with the Freshwater NPS, and other central government freshwater reforms such as the Clean Water Package and the draft Whakamahere Whakatū Nelson Plan.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
|
What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
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Year 1 |
Year 2 |
Year 3 |
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Environmental protection |
Compliance with resource consents for discharge from the stormwater system, measured by number of: a) abatement notices b) infringement notices c) enforcement orders, and d) successful prosecutions received in relation to those resource consents |
No contraventions identified in the previous three years to 2016/17 |
100% compliance with resource consents for discharge |
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Protection from damage to property |
a) The number of flooding events that occur
b) For each flooding event, the number of habitable floors affected per 1000 properties connected to the stormwater network |
One flooding event in 2015/16, none in 2016/17 No habitable floor damage in 2015/16 or 2016/17 |
No damage from flood events of a level that have a 50% probability of occurring in any one year
No more than 10 per 1000 properties with habitable floor damage from events that have a 5% probability of occurring in any one year |
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Response to stormwater system issues |
Median response time to attend a flooding event, measured from the time that notification is received to the time service personnel reach the site |
Median response time 25 minutes in 2016/17 48 minutes in 2015/16 |
Median response time less than 60 minutes |
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Customer satisfaction – minimise valid complaints |
Number of complaints received about the performance of the stormwater system, per 1000 properties connected to the stormwater network |
10 complaints per 1000 connections in 2016/17 17 complaints per 1000 connections in 2015/16 |
No more than 20 complaints per 1000 connections per year |
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DRIVERS OF CAPITAL EXPENDITURE
The following are the main drivers of capital expenditure needed for the stormwater network:
· There are still large parts of Nelson that do not have access to a reticulated stormwater system. Where these areas are developed on a good gravel base, on-site soakage has not caused any particular problems over the years. Where these areas discharge stormwater onto clay based sites where soakage is very limited, overland flow into open ditches quickly results
· Land stability issues, neighbour to neighbour relationships, public health issues arising from water ponding and insect breeding, together with the aesthetic and economic cost of maintaining open ditches, have led previous councils to support a programme of providing a reticulated stormwater network in the city. The Long Term Plan 2018-28 contains proposed budgets for the development of stormwater strategies across the city that will be used to identify appropriate stormwater disposal techniques and prioritise those areas where a piped network is still considered appropriate. Priority has been given to those areas with poor soakage, high levels of inflow and infiltration into the wastewater network, inundation and land stability issues.
Decisions on priorities for new works and renewal of assets for the stormwater network have been based on the following, and are anticipated to continue to be the primary drivers for capital expenditure:
· Known problem areas with flooding or inundation issues, especially where they are on steep hillsides
· New growth areas
· Secondary flow paths
· High levels of inflow and infiltration into the wastewater network
· Criticality of works
· Multiple network projects, for example a project combining road works, sewerage, and water assets
· In addition, the current and future impact of climate change is a driver of capital expenditure in areas of greatest identified risk.
ASSUMPTIONS
As well as the general assumptions that apply as the basis for forecasting budgets across Council’s work, the following specific assumptions apply to Council’s stormwater activities. It is assumed that:
· The most efficient, equitable, safe and cost-effective means of disposing of stormwater is a council-provided system for the Nelson urban area
· Stormwater reticulation will be designed for a storm event with a 6.67% probability of occurring in any one year, that is an event occurring on average once every 15 years, with roads and overland flow providing the flow path for larger events
· While there are expected to be changes to weather patterns due to climate change in the longer term, it is assumed that Nelson’s climate will not face substantial change within the next ten years. Factors such as climate change and population growth will receive increased analysis as the 30 year Infrastructure Strategy is reviewed in future years.
IMPACTS AND RISKS
There are potential negative impacts from providing the stormwater network such as:
· Stormwater construction works that can impact on roads and private property
· Stormwater that can become contaminated by substances on the land over which it flows. Industrial waste, tyre residues on roads and sediment are examples of contaminants that subsequently end up in waterways. These effects are to some extent reduced by Council’s initiatives under the Nelson Resource Management Plan, National Policy Statement for Freshwater Management and the Whakamahere Whakatū Nelson Plan, which is in preparation
· One risk mitigation is enforcement powers, which are available to Council through the Resource Management Act 1991 and can be used to prevent or respond to pollution
Extreme and high risks associated with the stormwater activity include:
· high intensity rainfall events
· climate change and sea level rise
· secondary flow paths
· areas with low impact design ceasing to function e.g. if low impact design features such as swales are not properly maintained
· stormwater contamination
Mitigation options include:
· ongoing expansion of the stormwater network
· increasing maintenance
· Council and community accepting low level risk in some locations
Capital spending, operations and maintenance budgets have been identified to address the majority of risks. There is a risk of hazardous substances causing stormwater contamination e.g. chemicals from weed control on reserves or paint from residential areas. To mitigate this risk Council funds education programmes targeting residential and industrial properties and is also reviewing its use of chemicals in reserves.
STORMWATER FUNDING IMPACT STATEMENT
STORMWATER COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
SUMMARY OF CAPITAL EXPENDITURE OVER $100,000 IN ANY ONE YEAR
[key words for word cloud: 40 urban streams and rivers, 60,000 m2 urban stop banks, 24 tide gates, culverts, gravel removal]
Flood protection
WHAT WE DO
Council flood protection works include physical upgrades to rivers and streams to increase the volume of water they can carry, increasing the size of culverts, removing gravel in areas where it accumulates and reduces flow capacity, modelling, land use planning and management of detention ponds. This work aims to manage risks associated with flooding from rivers and streams during heavy rainfall events.
Sea water flowing upstream during high tides can also affect the extent of flooding, which is why Council’s flood protection assets include tide gates.
Council’s flood protection activity only relates to the rivers and streams in Nelson’s urban area. The special general charge for stormwater and flood protection is only levied on properties that benefit from these activities. This excludes properties greater than 15ha in area, and all properties located on the eastern side of the Gentle Annie Saddle.
WHY WE DO IT
The proximity of the Nelson foothills, and the location of commercial and residential development on the flood plains and close to waterways, mean that during heavy rainfall water levels can rise rapidly and often localised but intense flash flooding can occur.
Council’s flood protection system is intended to protect people and property from harm during extreme rainfall events while minimising the negative impacts of flood protection activities on the recreational and environmental values of waterways.
Council aims to build on work already undertaken and follow a risk based approach that balances affordability against risk impact, recognising that to provide complete protection for all properties would be unaffordable for our community. The results of the stream and river flood models that have been prepared in 2016/17 have been presented to community meetings. It is expected to finalise these models in 2018 in order to use the results to inform the draft Whakamahere Whakatū Nelson Plan. Interim statements will be added to Land Information Memorandum reports until such time as the models are completed.
CHALLENGES
21. Climate change
Existing flooding issues in the urban area are likely to increase as a result of climate change, sea level rise and more frequent and more intense rainfall events which are predicted to occur in the future. Council plans to respond to this challenge by modelling where flooding is likely to occur, and use this hazard information to inform future development rules in areas subject to flooding. Council also aims to refine a risk-based approach for decision making on flood protection. A risk based approach is expected to better align the probability and consequences of flood events with community values for streams and rivers, and the affordability of flood control schemes.
COMMUNITY OUTCOMES
Council’s flood protection activity contributes primarily to the following community outcomes:
· Our unique natural environment is healthy and protected
· Our urban and rural environments are people-friendly, well planned and sustainably managed
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our region is supported by an innovative and sustainable economy
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Waterways – Council will continue to have a focus on maintaining the capacity of existing waterways Any future upgrading of channel capacity will be undertaken following a risk based approach
· Maitai River flooding – the main priority is analysing Maitai River flood response options and identifying implications for the central business district of Nelson and the Wood caused by Maitai, Brook and York Stream flood flows
· Flood protection strategies – this work will identify areas with inadequate flood protection services. A more strategic approach is required to identify flood protection requirements across the city and to develop appropriate responses
· Community consultation - Council proposes to have an in-depth conversation with the community about a risk based approach to flood protection. It would recognise the likely changing weather patterns and flood risk over the life of this Long Term Plan, and the trade-offs between flood protection, stream and river values with affordability.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
|
What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
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|
Year 1 |
Year 2 |
Year 3 |
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|
Environmental protection, damage to people and property minimised, and a reliable flood protection network |
The major flood protection and control works that are maintained, repaired and renewed to the key standards defined in the Flood Protection Asset Management Plan |
No loss of current service potential in any urban streams 2016/17 |
Network maintained to current service potential |
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No flood events occurred which required repairs in 2016/17. Previous flood event damage repair underway or completed |
Flood event damage identified, prioritised and repair programme agreed with community |
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Repairs from storm events prioritised via repairs consent |
High priority work completed as soon as practicable |
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2016/17 flood repairs completed to maintain waterways |
Network components renewed to continue provision of original design service potential |
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Develop risk based Maitai flood response options |
New measure |
Year 1: Flood analysis and property impacts identified Year 2: Response options identified Year 3: Community engagement on response options Years 4-10: Implementation of response options |
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|
Develop city wide flood protection strategies |
New measure |
Year 1: Complete flood models for major streams Year 2: Prioritise flood response based on results of risk based analysis Year 3: Identify top priority response options Years 4-10: Engage with the community and implementation of options |
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DRIVERS OF CAPITAL EXPENDITURE
The main driver of the capital expenditure for flood protection:
· The risk of flood damage to people, property or the environment from extreme rain events.
ASSUMPTIONS
As well as the general assumptions that apply as the basis for forecasting budgets across Council’s work, the following specific assumptions apply to Council’s flood protection activities. It is assumed that:
· While there are expected to be changes to weather patterns due to climate change in the longer term, it is assumed that Nelson’s climate will not face substantial change within the next ten years. Factors such as climate change and population growth will receive increased analysis as the 30 year Infrastructure Strategy is reviewed in future years.
IMPACTS AND RISKS
There are potential negative impacts from providing flood protection such as:
· Channel upgrading works altering land use and ownership if property is required for the work
· Stormwater becoming contaminated by substances on the land over which it flows. Industrial waste e.g. oil, plastic or paint, tyre residues on roads and sediment are examples of contaminants that subsequently end up in waterways. These effects are to some extent reduced by Council’s initiatives under the Freshwater Plan, and asset management plans programmed for implementation over the next 10 years
· Unknown stormwater quality, largely depending on behaviours and decisions of residents, visitors and business operators, especially where they discharge a substance into the stormwater system. These effects are lessened by Council providing information, incentives, monitoring and controls to encourage the protection of environmental quality. Ultimately the co-operation of residents, visitors and businesses is essential to achieve improved environmental outcomes. Enforcement powers, when required to prevent or respond to pollution, are available to Council through the Resource Management Act 1991
The extreme and high risks in the flood protection activity are associated with:
· flood events
· secondary flow paths
· stormwater contamination
Mitigation options include:
· capital works to improve capacity using a risk-based approach
· increased maintenance
· identification and regular inspection of secondary flow paths
· increased regulatory activity to monitor the storage and use of hazardous substances under the Nelson Resource Management Plan
· Council and community accepting low level risk in some locations
· Council will also have a focus on the management of contracts and contractors to ensure efficient and effective response to flooding is maintained
Capital spending and operation/maintenance budgets have been identified to address risks. Further resources would be required to support the increased regulatory activity to address hazardous substances.
FLOOD PROTECTION FUNDING IMPACT STATEMENT
FLOOD PROTECTION COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
SUMMARY OF CAPITAL EXPENDITURE OVER $100,000 IN ANY ONE YEAR
[key words for word cloud: Nelson Tasman Regional Landfill Business Unit, York Valley landfill, Pascoe St transfer station, recycling collection, waste management, waste minimisation, rubbish collection, Joint Waste Management and Minimisation Plan, composting promotion]
Solid Waste
WHAT WE DO
Council manages the Pascoe Street Transfer Station, which receives domestic hazardous waste, refuse and separated green waste. Council also manages the recycling service to residential properties and promotes waste minimisation.
The joint responsibility for the management of both York Valley Landfill in Nelson and Eves Valley Landfill in Tasman has been transferred to the Nelson Tasman Regional Landfill Business Unit (RLBU), which became operational from 1 July 2017. York Valley Landfill has capacity for 15 more years of waste disposal. The landfill fees for the Joint Venture will be included in the Long Term Plan once confirmed by the RLBU in early 2018.
The focus of the Council solid waste activity over the next few years will be to consider the outcomes from the review of the Nelson Tasman Joint Waste Management and Minimisation (WMM) Plan. The Joint WMM Plan is being reviewed concurrently with the Long Term Plan process.
The joint landfill fees are set by Nelson City and Tasman District Councils. For 2018/19 they will be $x per tonne.
WHY WE DO IT
Good public health and wellbeing depends on the safe disposal of waste. Environmental protection also depends on promoting the reduction, reuse, recycling, and recovery of potential solid waste and compostable material. Council provides waste management and minimisation services to reduce the creation of waste, improve the efficiency of resource use, and to reduce the harmful effects of waste on people and the environment.
Managing landfill disposal on a regional level on behalf of Nelson and Tasman residents will result in better outcomes in all aspects of waste minimisation and management.
CHALLENGES
22. Waste generation
There are limits to both the Nelson and Tasman councils’ ability to influence waste generation within the region. To achieve significant change, all residents and businesses will need to take responsibility for their generation of waste and decisions regarding reuse, recycling and disposal. The councils support this change through incentivising recyclables collection, and providing a user pays household refuse collection service. To divert green waste from the landfill Council promotes composting, provides information and discount coupons for compost, worm farm or bokashi bins. Council plans to track household composting as an example of Council supporting the community to make a personal choice about avoiding the creation of waste. Council promotes minimisation and awareness of the ‘circular economy’ with a programme that includes, for example, recycling and waste reduction at events.
23. Demand for services
Increasing population, visitors and industry will increase demand for waste management and minimisation services. The approach taken in the Joint Waste Management and Minimisation Plan is to respond to the increasing demand by identifying the following waste streams for priority waste minimisation action:
· organics, including both garden and kitchen waste
· recyclable packing and paper
· inorganic and ‘special’ wastes
· timber and other construction and demolition waste, and
· hazardous waste.
COMMUNITY OUTCOMES
Council’s solid waste activity contributes primarily to the following community outcomes:
· Our unique natural environment is healthy and protected
· Our infrastructure is efficient, cost effective and meets current and future needs
· Our communities are healthy, safe, inclusive and resilient
· Our regional is supported by an innovative and sustainable economy
COUNCIL’S PRIORITIES FOR THE NEXT THREE YEARS
Priorities for the first three years of the Long Term Plan through until 2020/21 include:
· Nelson Tasman Joint Waste Management and Minimisation Plan 2018 – Council will contribute to achieving the outcomes of this Plan, which will set the waste minimisation and management priorities for the region over the next six years in conjunction with the Tasman District Council.
SERVICE LEVELS, PERFORMANCE MEASURES AND TARGETS
|
What Council will provide |
Performance measures |
Current performance |
Targets |
Targets years |
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|
Year 1 |
Year 2 |
Year 3 |
||||
|
Measures to encourage the community to reduce waste to landfill |
Quantity (kg) per capita, annually, excluding biosolids, material from H.A.I.L sites (contaminated land) and out of region waste e.g. Buller District |
598 kg per resident was disposed of at landfill 2016/17 January 2018 estimate NZ average was 734 kg per person per year |
Maintain or decrease the amount of waste (kg) per capita to landfill, per year
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Measures to encourage the community to increase composting of food and garden waste |
Proportion of households composting food waste and garden waste, from Survey of Residents |
From 2014 Survey of Residents: 67% composted food waste, and 73% composed garden waste |
Maintain or increase the % of households that compost food and garden waste compared to previous survey results |
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Support for the collection and recycling of e-waste |
Uptake of available subsidies for
recycling |
New measure |
Consistent or increasing uptake of available e-waste subsidies compared to the previous year |
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DRIVERS OF CAPITAL EXPENDITURE
The main driver of capital expenditure on solid waste is the demand for waste disposal, which in turn is driven by increasing population, tourist activity and industry.
ASSUMPTIONS
There are no assumptions specific to the Solid Waste activity other than the general assumptions that apply to all Council activities.
IMPACTS AND RISKS
There are potential negative impacts from providing solid waste management. The following outlines some of the major impacts and risk mitigation strategies:
· Pollution of the air, soil and groundwater from the York Valley landfill. This is limited through using best practice to meet resource consent conditions
· Greenhouse gas emissions from the landfill are reduced through capping the landfill site and extracting some methane for sale to be combusted
· The risk of gas collection system failure leading to a landfill fire, or hazardous waste not being identified, leading to impacts on human health and/or the environment is mitigated by regular monitoring.
SOLID WASTE FUNDING IMPACT STATEMENT
SOLID WASTE COST OF SERVICE STATEMENT
RECONCILIATION BETWEEN THE NET SURPLUS (DEFICIT) IN THE COST OF SERVICE STATEMENT AND SURPLUS (DEFICIT) OF OPERATING FUNDING IN THE FUNDING IMPACT STATEMENT
