Notice of the ordinary meeting of the

Sports and Recreation Committee

Kōmiti Hākinakina, Papa Rēhia Hoki

Date:		Tuesday 10 December 2019
Time:		9.00a.m.
Location:		Council Chamber, Civic House
			110 Trafalgar Street
			Nelson

Agenda

Rārangi take

Chair                Cr Tim Skinner

Deputy Chair   Cr Trudie Brand

Members         Her Worship the Mayor Rachel Reese

                         Cr Yvonne Bowater

                         Cr Mel Courtney

                         Cr Kate Fulton

                         Cr Judene Edgar

Cr Matt Lawrey

Cr Brian McGurk

Cr Gaile Noonan

Cr Rohan O’Neill-Stevens

                         Cr Pete Rainey

                         Cr Rachel Sanson

                        

Pat Dougherty

Chief Executive

Quorum: 7

 

Nelson City Council Disclaimer

Please note that the contents of these Council and Committee Agendas have yet to be considered by Council and officer recommendations may be altered or changed by the Council in the process of making the formal Council decision.

Sports and Recreation Committee – Delegations

 

Areas of Responsibility:

·    Bylaws, within the areas of responsibility

·    Campgrounds

·    Marina

·    Modellers’ Pond

·    Natureland

·    Nelson Gondola Project and Koata Park

·    Parks and Reserves, aside from

o       Saxton Field (a matter for the Saxton Field Committee)

o       Greenmeadows Community Centre, Stoke Memorial Hall, and Tahunanui Community Centre (matters for the Community Services Committee)

o       Heritage Houses and their grounds (matters for the Community Services Committee)

·  Recreation and Leisure Facilities and Services, including swimming pool facilities and Waahi Taakaro Golf Course

·  Rural Fire Activities

·  Sports Fields, including Trafalgar Park and the Trafalgar Pavilion

·  The Trafalgar Centre

Delegations:

The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies. 

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters includes (but is not limited to):

·  Monitoring Council’s performance for the committee’s areas of responsibility, including legislative responsibilities and compliance requirements

·  Developing, approving, monitoring and reviewing policies and plans, including activity management plans and reserve management plans

·  Reviewing and determining whether a bylaw or amendment, revocation or replacement of a bylaw is appropriate

·  Undertaking community engagement, including all steps relating to Special Consultative Procedures or other formal consultation processes

·  Approving submissions to external bodies or organisations, and on legislation and regulatory proposals.

Powers to Recommend to Council:

In the following situations the committee may consider matters within the areas of responsibility but make recommendations to Council only (in accordance with sections 5.1.3 - 5.1.5 of the Delegations Register):

·  Matters that, under the Local Government Act 2002, the operation of law or other legislation, Council is unable to delegate

·  The purchase or disposal of land or property relating to the areas of responsibility, other than in accordance with the Long Term Plan or Annual Plan

·  Unbudgeted expenditure relating to the areas of responsibility, not included in the Long Term Plan or Annual Plan

·  Decisions regarding significant assets

·  Decisions in relation to the Nelson Gondola Project and Koata Park

 


Sports and Recreation Committee Minutes - 20 August 2019

 

N-logotype-black-wideSports and Recreation Committee

10 December 2019

 

 

Page No.

 

1.       Apologies

Nil

2.       Confirmation of Order of Business

3.       Interests

3.1      Updates to the Interests Register

3.2      Identify any conflicts of interest in the agenda

4.       Public Forum

4.1      Tahuna Beach Camp Inc. Presentation

4.2      Wakatu Group Riding for the Disabled - Funding

     

5.       Chairperson's Report                                                    7 - 8

Document number R13603

Recommendation

That the Sports and Recreation Committee

1.    Receives the report Chairperson's Report (R13603); and

2.    Appoints the following Elected Member to a liaison role as follows:

Organisation/Group

Liaison

 

Sport Tasman (Tasman Regional Sports Trust)

 

 Tim Skinner  

 

 

 


 

 

6.       Sports and Recreation Committee Quarterly Report to 30 September 2019                                                         8 - 39

Document number R12533

Recommendation

That the Sports and Recreation Committee

1.    Receives the report Sports and Recreation Committee Quarterly Report to 30 September 2019 (R12533) and its attachments (A2288173, A2288755 and A1664423).

 

 

7.       The Tahuna Beach Camp Inc: Update to Rules           40 - 58

Document number R10383

Recommendation

That the Committee

1.    Receives the report The Tahuna Beach Camp Inc: Update to Rules (R10383) and its attachment (A2231800); and

2.    Consents to the alterations to the Rules of the Tahuna Beach Camp Inc. contained in document A2231800.

 

 

8.       Review of Potential Fire Risk of Nelson City Council Reserves                                                                                59 - 91

Document number R10442

Recommendation

That the Sports and Recreation Committee

1.    Receives the report Review of Potential Fire Risk of Nelson City Council Reserves (R10442) and its attachments (A2255860 and A2279724); and

2.    Receives the Fire Risk Reduction Action Plan outlined in the report (R10442).

 

 

CONFIDENTIAL Business

9.       Exclusion of the Public

Recommendation

That the Sports and Recreation Committee

1.        Confirms, in accordance with sections 48(5) and 48(6) of the Local Government Official Information and Meetings Act 1987, that Hemi Toia and Joe Rainey remain after the public has been excluded, for Item 2 of the Confidential agenda (Nelson Cycle Lift Society – Accountability Report on Community Grant), as they have knowledge that will assist the meeting.

 

Recommendation

That the Sports and Recreation Committee

1.        Excludes the public from the following parts of the proceedings of this meeting.

2.        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

Confidential Status Report Sports and Recreation Committee

 

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

2

Nelson Cycle Lift Society - Accountability Report on Community Grant Outcomes

 

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

3

Tahunanui Saturday Market Proposal

 

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

 

         

 


 

Item 7: Sports and Recreation Committee Quarterly Report to 30 September 2019

 

Sports and Recreation Committee

10 December 2019

 

 

REPORT R13603

Chairperson's Report

     

 

1.       Purpose of Report

1.1      To appoint an elected member to a liaison role.

 

 

 

2.       Recommendation

 

That the Sports and Recreation Committee

1.    Receives the report Chairperson's Report (R13603); and

2.    Appoints the following Elected Member to a liaison role as follows:

Organisation/Group

Liaison

 

Sport Tasman (Tasman Regional Sports Trust)

 

 Tim Skinner  

 

 

2.       Background

2.1      At its meeting on 14 November 2019, Council delegated responsibility to the appropriate Committees of Council, to determine Councillor Liaison appointments to external organisations and groups that are within the committees’ areas of responsibility, for this triennium.

2.2      The Sports and Recreation Committee has responsibility for the following appointments:

2.2.1   Sport Tasman (Tasman Regional Sports Trust)

2.3      The Mayor and Deputy Mayor considered that the Chair of Sports and Recreation Committee was the appropriate liaison person for Sport Tasman.

Author:          Tim Skinner, Chairperson - Sports and Recreation                           Committee

   

Sports and Recreation Committee

10 December 2019

 

 

REPORT R12533

Sports and Recreation Committee Quarterly Report to 30 September 2019

     

 

1.       Purpose of Report

1.1      To inform the Committee of the financial and non-financial results for the first quarter for the activities under its delegated authority.

 

 

2.       Recommendation

That the Sports and Recreation Committee

1.    Receives the report Sports and Recreation Committee Quarterly Report to 30 September 2019 (R12533) and its attachments (A2288173, A2288755, A2285161).

 

 

 

3.       Background

3.1      Quarterly reports on performance are being provided to each Committee on the performance and delivery of projects and activities within their areas of responsibility.

3.2      The financial reporting focuses on the year to date performance (1 July 2019 to 30 September 2019) compared with the year-to-date (YTD) approved capital and operating budgets.

3.3      Unless otherwise indicated, all information is against approved operating budget, which is the 2018/19 Long Term Plan budget plus any carry forwards, plus or minus any other additions or changes as approved by the Committee or Council. 

3.4      There are 13 projects that fall under the Sports and Recreation Committee that are included as part of the quarterly reporting. These have been selected if their budget is at least $250,000 for 2019/20, are multi-year projects with a budget over $1 million, or have been assessed to be of particular interest to the Committee.

4.       Key developments for the three months to 30 June 2019

4.1      General Reserves land purchases: Properties are under negotiation for purchase.

4.2      Sea Sports Building at the Marina: The previous preferred option of a new purpose designed building has been costed at $5.4 million which is understood to be beyond the achievable budgets of the Sea Sports Clubs and the Council.

4.3      As an alternative option, a basic upgrade of the existing rowing/sea scouts/sea cadets owned building, provision of new toilet and shower facilities and an adaptation of the ex ‘Totally Boating’ building for boat storage is now being worked on. Budget will need to be considered through the draft 2020/21 Annual Plan.

4.4      Saxton Field Champion Drive road entrance: Stage II will be designed this year and constructed in 2020/21. This will complete access from Champion Road past the Velodrome to the main area of Saxton Field. Additional car parking will be provided which, together with the first stage, will form a criterion cycling circuit.

4.5      Great Taste Trail - Tahuna Beach to Nelson Airport: Construction of the Tahuna Beach to Parkers Road section of the trail is nearing completion. Landscaping is continuing.

4.6      Maitai Mountain Bike Hub: This project has been put on hold pending the outcome of Ngāti Koata’s Recreation Management Strategy. This plan is currently under development with the intention to be completed this year. The plan covers Ngāti Koata’s land and includes public access which adjoins Council land (a draft will be presented to the Sports and Recreation Committee). The Nelson Mountain Bike Club is supportive of this approach.

4.7      Codgers Recreation Hub: This project on Andrews Farm is nearing completion. Planting, signage and access improvements have been undertaken. Improvements to the Riding for Disabled carpark are planned for 2019/20. With the delay of the Maitai Mountain Bike Hub construction there are concerns about parking congestion on the Brook Valley road with the Recreation Hub car park regularly at capacity. The Maitai Mountain Bike Hub has been planned to alleviate these parking issues.

4.8      Marina Hardstand: The marina hardstand development is ongoing. Design for the area has commenced, with concept design due in November so that a consent can be applied for in December. A separate report on the Marina Hardstand is being presented to this committee.

4.9      Miyazu Park Pond renewal: Officers are investigating methodology options with suppliers.

4.10    Trafalgar Centre: two new ovens for the kitchen have been installed which were funded from existing budget.

4.11    Through the Long Term Plan 2018-28 and Property and Facilities Asset Management Plan 2018-28, Council committed to the Clean Marina programme (which is run by the New Zealand Marina Operators Association). The Chief Executive has now signed the pledge regarding stage 1 of the programme which commits council to commence the process to become a “Clean Marina”.  Improvements identified through the programme will need to be considered for funding through the Long Term Plan 2021-31.

5.       Financial results

Profit and Loss by Activity

 

 

 

·    The “Total Operating Budget” differs from the “Total Annual Plan Budget” in that it includes carry forwards and reallocations made after the final approval of the Annual Plan.

·    Base Expenditure is expenditure that happens year after year, for example yearly contracts or operating expenses.

·    Programmed Expenditure is planned, or there is a specific programme of works. For example, painting a building.

·    Unprogrammed Expenditure is reactive or unplanned in nature, for example responding to a weather event. Budgets are included as provisions for these expenses which are unknown.

·    The Profit and Loss reports presented above are shown by activity. These activities include some cost centres that are reported to other committees.

The Social activity includes the following cost centres:

§ Reported to Community Services:

·    Managing Heritage And Arts

·    Museum

·    Suter Gallery

·    Isel House

·    Melrose House

·    Broadgreen House

·    Founders Park

·    Historic Cemeteries

·    Arts & Heritage Grants

·    Heritage Incentives

·    Festivals

·    Street Decorations

·    Nelson Centre of Musical Arts

·    Theatre Royal

·    Community Services Planning

·    Nelson Library

·    Stoke Library

·    Nellie Nightingale Library Memorial

·    Marsden Valley Cemetery

·    Crematorium

·    Toilets (Free)

·    Toilets (Charge)

·    Greenmeadows Centre

·    Stoke Hall

·    Community Properties

·    Wakapuaka Recreation Centre

·    Trafalgar St Hall

·    Community Housing

·    Social Indicators

·    Employment Assistance

·    Community Liaison: Development

·    Community Liaison: Grants (Ca)

§ Reported to Sports and Recreation Committee:

·    Maitai Club

·    Motor Camp Tahuna

·    Maitai Camp

·    Brook Camp

The Parks and Active Recreation activity includes the following cost centres:

§ Reported to Community Services Committee:

·    Community Programmes

§ Reported to Sports and Recreation Committee:

·    Public Gardens

·    Neighbourhood Parks

·    Park Trees

·    Conservation Reserves

·    Landscape Reserves

·    Esplanade & Foreshore Reserves

·    Heritage, Landscape, Local Trees

·    Walkways

·    Sports Parks

·    Recreation Planning

·    Natureland

·    Trafalgar Centre

·    Saxton Field Stadium

·    Saxton Oval Pavilion

·    Golf Course

·    Pools

·    Recreation Liaison

·    Play Facilities

·    Marina

·    Saxton Field

·    Regional Community Facilities

 

 

 

 

 

 

5.1       STAFF COSTS

5.1      Staff costs are overall ahead of budget by $13,000, or 3%, across Sports and Recreation, including operating staff expenditure behind budget by $36,000 and capital staff expenditure ahead by $50,000. Staff costs include all expenditure relating directly to the employment of staff, as well as some overheads which are allocated to cost centres on the same basis as staff time.

5.2      Individual variances in the cost centres are noted below where significant. In each case, these variances may be the result of actuals occurring in a different cost centre than budgeted, timing, or cost variances (overspends or underspends).

 

5.2    YEAR TO DATE VARIANCES BY COST CENTRE

5.3      Public Gardens expenditure is less than budget by $13,000. Insurance costs are under budget by $10,000.

5.4      Neighbourhood Parks expenditure is less than budget by $56,000. Staff operating expenditure is behind budget by $7,000. Several items are behind budget due to timing, including property maintenance contract costs ($8,000), policy consultants for Parks and Reserves AMP ($18,000) and replacement planting ($18,000).

5.5      Park Trees expenditure is less than budget by $14,000. Property maintenance costs are behind budget due to timing.

5.6      Conservation Reserves income is greater than budget by $13,000. Unbudgeted income of $16,000 has been invoiced to the Brook Valley Community Group in relation to the court settlement (no payment has yet been received). Conservation Reserves expenditure is greater than budget by $52,000. This is a timing variance – Brook Sanctuary payments are ahead of budget by $107,000 due to timing, and programmed maintenance costs are behind budget by $51,000 due to timing. Waterworks caretaker reserve expenditure is behind budget by $20,000.

5.7      Landscape Reserves expenditure is less than budget by $49,000. Several items are different from budget due to timing, including Maitai Area mountain bike trail grade 2-3 ($93,000 behind), unprogrammed maintenance ($14,000 ahead), and Sir Stanley Whitehead Fire & Reserve closures ($15,000 ahead, work relates to on-going plant establishment after the fire).

5.8      Esplanade & Foreshore Reserves income is greater than budget by $88,000. Unbudgeted income of $100,000 has been received from the Ministry of Business, Innovation and Employment (MBIE) for responsible camping initiatives. Esplanade & Foreshore Reserves expenditure is less than budget by $37,000. Replacement plantings are scheduled for autumn 2020 ($40,000). Modellers Pond maintenance is behind budget by $6,000. Insurance costs are over budget by $13,000, which represents an overspend of the full year budget.

5.9      Heritage, Landscapes and Local Trees expenditure is greater than budget by $15,000. This variance relates to timing of programmed maintenance.

5.10    Sports Parks expenditure is greater than budget by $20,000. Staff costs are behind budget by $16,000. Sportsfield water by meter charges are ahead of budget by $16,000 due to timing. Programmed maintenance costs are ahead of budget by $20,000. The budget for these costs sits in another cost centre, and this will be aligned going forward.

5.11    Natureland expenditure is greater than budget by $14,000. This variance relates to timing of the grant payment.

5.12    Trafalgar Centre income is greater than budget by $11,000. Rental income is behind budget by $20,000. Income is expected to catch up to budget as the year progresses into the busier season. Venue hire recoveries of $28,000 have been received against a nil budget, and are offset by venue hire expenses of $23,000. Trafalgar Centre expenditure is greater than budget by $32,000. Staff operating expenditure is behind budget by $6,000. Venue hire expenses of $23,000 are offset by income as discussed above. Insurance ($6,000) and depreciation ($7,000) are over budget.

5.13    Saxton Field Stadium income is greater than budget by $25,000. This is a timing variance relating to the receipt of Tasman District Council’s operational contribution.

5.14    Golf Course expenditure is greater than budget by $28,000. Commissions are over budget by $28,000. This is due to additional invoices received from the club which were not expected and which relate to 2018/19. Discussion have been held with the Golf Club management to improve the process and avoid this happening again.

5.15    Marina income is less than budget by $24,000. Hardstand travel lift income is under budget due to decreased capacity in the hardstand as a result of the redevelopment project, which is running behind schedule. Marina expenditure is greater than budget by $28,000. Staff operating expenditure is ahead of budget by $6,000. Costs across the marina are over budget including the Hardstand Management Fee ($4,000), refuse collection ($4,000), and unprogrammed maintenance ($8,000). These cost overruns may exacerbate as the year continues. Programmed maintenance is ahead of budget by $13,000 due to timing.

5.16    Saxton Field income is greater than budget by $88,000. Tasman District Council recoveries are ahead by $87,000 due to timing.

5.17    Tahuna Motor Camp income is less than budget by $69,000. This variance relates to timing of income receipts. Tahuna Motor Camp expenditure is greater than budget by $13,000. Professional advice of $10,000 has been incurred against a nil budget and will be 50% recovered from the camp.

5.18    Brook Camp income is greater than budget by $10,000. Camp fees are over budget across the camp site types. Brook Camp expenditure is less than budget by $22,000. Staff operating expenditure is behind budget by $6,000. Service delivery costs are behind budget due to timing ($24,000). Electricity expenditure is over budget by $4,000 due to increased use during winter.

 

Terms used

Ahead/behind – this indicates that the variance is due to timing, or that it is not yet known whether the variance will continue for the full year. This should be clarified in the commentary.

Over/under – this indicates that a budget has been overspent or underspent, and that it is likely there is an actual cost saving or overrun. This should be made clear by the commentary.

Less/greater – these header terms are used to describe the total variance to budget for a cost centre and account type.

 

 

 

 

 

 

 

 

 

 

Capital Expenditure (including capital staff time, excluding vested assets)

 

 

6.       Commentary on capital projects

6.1      There are 12 capital projects within the Sports and Recreation Committee delegations, that are included as part of the quarterly reporting. Six of these are over $250,000 for 2019/20 and three are included as they are over $1m over three years.

6.2      Project status is analysed based on three factors; quality, time and budget.  Based on consideration of these three factors the project is summarised as being on track (green), some issues/risks (yellow), or major issues/risks (red). Projects that are within 5% of their budget are considered to be on track in regards to the budget factor. These projects are reported on in Attachment 1 (A2288173).

6.3      The variances shown between the YTD Actuals and YTD Capital Budget within the above graph are explained in the project sheets in relation to the most significant variances above.

7.       Commentary on operational projects

7.1      There is one non-capital project in 2019/20 (Modellers Pond Solution) within the Sports and Recreation Committee delegations which is included as part of the quarterly reporting. This project has been selected for quarterly reporting as it makes an important contribution to Council’s work programme. The project sheet is also appended in Attachment 1 (A2288173). Note that the $3,200,000 budgeted for 2020/21 is capital expenditure, which requires iwi approval and will be consulted on through the Annual Plan process.

Other notable achievements, risks and issues or matters of interest 

7.2      The key risk for the Parks and Facilities team relates to achieving delivery of the capital programme. As in previous years, there is an ongoing risk regarding the Reserve development programme which is reliant on external factors such as the time that subdivisions are released and the Reserve ownership passed to Council, therefore this budget is difficult to determine.

7.3      The market for construction projects is proving to be very challenging with budgets not meeting the market price for jobs. This uncertainty leads to either delays while additional budget is sought or the projects being deferred to subsequent years.

7.4      Budgets which are allocated as grants to community organisations are reliant on the organisation’s capability to deliver on the work programme, such as the Mountain Bike Club and the Taste Trail Trust.

7.5      Projects which rely on Iwi consultation may require additional time while the process of consultation is worked through with the relevant Iwi. This is relevant to the Modellers pond solution, for example.

7.6      Programmed condition assessments on facilities may find issues with aspects of the facility that may require urgent works, which in turn interrupts planned works.

7.7      Stoke Hall earthquake strengthening requirements are currently being assessed. This may require investment to bring the building up to code. Findings will be reported to the Committee.

Venue Hire Fund

7.8      The Venue Hire Fund was established in the last Annual Plan to assist eligible community groups in paying the venue hire fees at Nelson City Council venues. The fund has a pool in the current financial year of $30,000. The fund is administered by Nelson Regional Development Agency on behalf of Council.

7.9      The application form and associated processes have been finalised. The total allocated budget as at end of September 2019 is $8,568 and total remaining budget as at end of September 2019 is $21,432. The following events have been approved for funding to date:

·    Sri Krishna Mandir New Zealand – Diwali - $388 – Community event to celebrate Diwali. Entertainment, Indian and Nepali dance performances, traditional music, and food.

·    Netball Mainland – Tactix games - $1,686 – Three year agreement reached with Netball Mainland committing to bring at least one premiership game per year.

·    Nelson Tasman Chamber of Commerce Business awards - $4,000 – Silver sponsorship for the annual business awards – as per last year which the mayor approved $7,500 sponsorship.

·    Cawthron Foundation Scitec event - $2,494 – kids science event originally booked in the Northern Extension; received numerous entries, event needed to be moved to the stadium. 

8.       Status Reports

8.1      The status report is attached as Attachment 3 (A2285161). Commentary is provided under section 7.9.

9.       Workshop Update

9.1      There were two workshops held in this quarter – management options for the Brook Valley Holiday Park and the Maitai Valley Motor Camp, and the Vegetation Management Strategy, both held on 2 July 2019.

10.     Key Performance Measures

10.1    As part of the development of the Long Term Plan 2018-28 Council approved levels of service, performance measures and targets for each activity.  There are eight performance measures that are within the Sports and Recreation Committee’s delegations.

10.2    Final results for each measure will be reported on through the Annual Report 2019/20, however this report includes an indication of progress for those measures where an assessment of current performance is available at this stage.

10.3    A number of performance measures cannot be reported on until the end of the financial year, accordingly the scale to report on the performance measures is as follows:

·    Achieved

·    On track

·    Not achieved

·    Not on track

·    Not measured yet

11.     Quarterly Review of Key Performance Indicators

11.1    Six of the eight measures are on track, one is noted as not on track which is the patronage at the Trafalgar Centre. The target for the year is 70,000 visitors with 11,945 being achieved in the first quarter. The winter months traditionally represent a quiet time for events, therefore it is expected numbers will increase. One of the Key Performance Indicators measures the Resident’s Satisfaction Survey and is measured in the last quarter.

11.2    Attachment 2 (A2288755) lists all performance measures, their status and commentary.

12.     Conclusion

12.1    The review of performance for the first quarter of 2019/20 for the Sports and Recreation Committee is included in this report, with project reports, status reports and performance measure updates attached.

 

Author:          Rosie Bartlett, Manager Parks and Facilities

Attachments

Attachment 1:  A2288173 Project Sheets - Quarter 1 2019/20 - Quarterly Report - Sports and Recreation - Oct2019

Attachment 2:  A2288755 Key Performance Indicators - Quarter 1 2019/20 - Quarterly Report - Sports and Recreation - Oct2019

Attachment 3:  A2285161 Status Report  Committee open - Quarter 1 2019_20 - Quarterly Report - Sports and Recreation - Oct2019

 

 

 


Item 7: Sports and Recreation Committee Quarterly Report to 30 September 2019: Attachment 1

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Item 7: Sports and Recreation Committee Quarterly Report to 30 September 2019: Attachment 2

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Item 7: Sports and Recreation Committee Quarterly Report to 30 September 2019: Attachment 3

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Item 8: The Tahuna Beach Camp Inc: Update to Rules

 

Sports and Recreation Committee

10 December 2019

 

 

REPORT R10383

The Tahuna Beach Camp Inc: Update to Rules

     

 

1.       Purpose of Report

1.1         To consent to changes to the Rules of the Tahuna Beach Camp Inc.

 

 

2.       Recommendation

 

That the Committee

1.    Receives the report The Tahuna Beach Camp Inc: Update to Rules (R10383) and its attachment (A2231800); and

2.    Consents to the alterations to the Rules of the Tahuna Beach Camp Inc. contained in document A2231800.

 

 

3.       Background

General background

3.1      Tahuna Beach Camp is a Council-owned holiday park which draws around 200,000 visitors per annum. The camp is leased to Tahuna Beach Camp Incorporated (TBCI), with the current lease running until June 2021. In recent years, there has been a focus by Council on strengthening its partnership with the TBCI Board, to build TBCI’s ability to undertake its governance role. This has included the appointment of a Business Adviser to the TBCI Board, John Murray, whose term runs until June 2020. The cost of this support is $40,000 p.a. shared equally with the TBCI.

3.2      The camp is performing well financially:  the Camp paid Council $289,000 in rent and $33,000 in interest during the 2018/2019 year.  Over and above these payments the Camp made a $558,000 cash surplus which was used to reduce the Council debt by $91,000 and to further build reserves for planned investment in the Camp assets.

3.3      The TBCI held its Annual General Meeting (AGM) on 25 September 2019 and the following appointments were made to its Board.

3.3.1   Elected Members:

·   Stan Holland (Chairperson, re-elected)

·   Steve Cross (re-elected)

·   Jess Bagge (new appointment)

·   Paul Dayman (new appointment)

3.3.2   Co-opted Members: 

·   Dennis Christian (new appointment)

·   Oliver Jones Allen (new appointment)

3.4      Representatives of the TBCI Board and Council’s Business Adviser to the Board, John Murray, will be present for this agenda item and ready to answer questions.

Recent Council decision

3.5      At its meeting on 6 March 2019 the Council resolved:

Agrees to extend the lease to the Tahuna Beach Camp Society Inc (TBCI) until June 2021 subject to the TBCI agreeing to amend its constitution to ensure best practice governance methods are adopted; and

3.6      The decision by Council to extend the lease reflected the positive assessment of developments at the Tahuna Camp. This came after many months of work by the new TBCI Board, supported by Council, to make a series of improvements to its governance and operations. The Tahuna Camp is now in a stronger position, with a solid financial position, a refreshed Board, supported by newly co-opted members.

3.7      There remain a number of issues to address in the future, including:

3.7.1   Ensuring compliance by the Camp and residents in relation to all regulatory and legislative requirements. The camp management and Council are working on this.

3.7.2   The need for investment in the camp’s infrastructure, as identified by past reviews.  This will need to be picked up in Council’s forthcoming activity management plans.   

3.8      The focus of this paper is to seek the Council’s agreement to the TBCI’s recently reviewed Rules (i.e., its constitution).  Council’s lease with the TBCI requires that “the Lessee shall not alter the Lessee’s rules without the prior written consent of the Lessor” (clause 33 of the lease).

4.       Discussion

4.1      Council’s Business Adviser to the Tahuna Beach Camp Inc (TBCI), John Murray, advises that the amendments to the TBCI’s Rules have been made following review by the TBCI Board. These changes were adopted at an Annual General Meeting (AGM) of the TBCI held on 25 September 2019.

4.2      A copy of the new Rules is included as Attachment 1 (A2231800), with the most substantive changes highlighted in yellow.  Changes include a number of provisions which seek to broaden the skill set and expertise of the Board and limit the potential for conflicts of interest (see clause 7.1). Council retains its right to appoint a representative to the Board if it wishes (it has not done so in recent years). Clause 14 of the Rules continues the protection for Council that, if the TBCI winds up, the assets of the camp become the property of the Council after liabilities have been discharged. 

4.3      In addition, the Board has adopted a Conflicts of Interest Policy and a Related Party Transaction Policy. Together with changes to the Rules, this confirms a positive direction for governance of the Tahuna Camp and underlines the value contributed by the appointment of a Business Adviser to assist the Board.

4.4      In reviewing the revised Rules officers focused on what issues if any they posed for Council as lessor (minor matters of clarity or editing have been passed to the TBCI).  Following legal advice, Officers raised two main questions with the TBCI Board:

4.4.1   New Clause 6.1: The Board can appoint a Chair who is not necessarily an elected Board member.

4.4.2   New clause 7.1: There is a change in how the Board is composed with four elected members and two co-opted members.

4.5      Officers raised with the TBCI the question of whether these changes introduced a risk; ie, that a non-elected person could become a Board member or even the Chair.  Council’s Business Adviser to the TBCI, John Murray does not agree with this concern:

 

The amendments made to the Constitution by TBCI are deliberate and are aimed at achieving the ability to form a Board with the skills, capability, and competence to run the Camp in conjunction with NCC’s objectives.

 

The selection of the Chair by the Board members means that the right person with the appropriate governance skills and leadership skills can be appointed to the role, and not be based on the whim of Society members.

 

The Election of 4 Board Members keeps the democratic ethos of the Society alive.

 

The mandatory requirement to appoint 2 more co-opted Board Members based on skills and ability means that the Board must consider its needs and appoint accordingly.

 

The ability to form a capable Board is now somewhat enhanced.

 

So based on these changes, the risk to NCC that an ineffective TBCI Board is put in place by the rules in the new Constitution, is somewhat reduced and is now considered to be LOW.

 

NCC will be aware that it is not possible to remove this risk completely; therefore the ability to appoint a Business Adviser through the Lease further mitigates this risk to an acceptable level. 

 

The residual risk to NCC is therefore assessed as very low and acceptable.

4.6      Officers support the position advised by Mr Murray: we accept that the appointment of non-elected members to the Board provides a mechanism for the TBCI to expand the range of governance skills available for its decision-making.  The proposed Rules improve the governance of the Board.  While the changes to the Rules do not eliminate all risk, we concur with Mr Murray that the residual risk is low and there are mitigations that can be applied if future issues arise (such as the appointment of a business advisor through the lease).

5.       Conclusion

5.1      Council’s lease with the TBCI requires that “the Lessee shall not alter the Lessee’s rules without the prior written consent of the Lessor” (clause 33 of the lease). The new Rules are a clear improvement and this report recommends that Council gives that consent.

6.       Next Steps

6.1      Officers will write to the TBCI under the lease to confirm its approval of the TBCI’s new Rules.

1.1  

 

Author:          Roger Ball, Group Manager Community Services

Attachments

Attachment 1:  A2231800 - The Tahuna Beach Camp (Inc) Constitution and Rules

 

 

Important considerations for decision making

1. Fit with Purpose of Local Government

Supporting improvements to the governance arrangements of the Tahuna Beach Campground Inc (TBCI) will promote the social, economic and environmental wellbeing of Nelson residents and visitors in the present and for the future.

2. Consistency with Community Outcomes and Council Policy

The recommendation is consistent with the Community Outcomes of Council. In particular,

·    Our region is supported by an innovative and sustainable economy — providing a range of camping options in Nelson supports our tourism sector.

·    Our communities are healthy, safe, inclusive and resilient — supporting improvements to the governance arrangements of the TBCI will help ensure visitors and permanent occupants have a positive experience in line with the Outcome.

 

3. Risk

 Consenting to the new Rules helps to mitigate risk because it strengthens the governance of the TBCI and the relationship between Council and the TBCI’s Board. 

4. Financial impact

There are no financial consequences from the decision.

5. Degree of significance and level of engagement

This matter is of low significance as the decision will have minimal impact on the community, will not affect rates, and can be reversed.

6. Climate Impact

This decision will have no impact on the ability of the Council to proactively respond to the impacts of climate change now or in the future.

This decision is not likely to result in an impact on greenhouse gas emissions. 

Future capital investment should consider greenhouse gas emission reductions and adaptation requirements.

7. Inclusion of Māori in the decision making process

Māori have not been consulted in preparing this report.

8. Delegations

The Sports and Recreation Committee has the following:

5.7.1       Areas of responsibility:

·   Campgrounds

·   Parks and Reserves

5.7.2       Delegations:

·    The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies. 

 


Item 8: The Tahuna Beach Camp Inc: Update to Rules: Attachment 1

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Item 9: Review of Potential Fire Risk of Nelson City Council Reserves

 

Sports and Recreation Committee

10 December 2019

 

 

REPORT R10442

Review of Potential Fire Risk of Nelson City Council Reserves

     

 

1.       Purpose of Report

1.1      The purpose of this report is to present the Potential Fire Risk of Nelson City Council Reserves and outline a Fire Risk Reduction Action Plan.

2.       Summary

2.1      The Forestry Advisory Group requested a fire risk assessment be made of all Parks and Reserves plantations close to the city. LandVision completed the ‘Potential Fire Risk of Nelson City Council Reserves’ report for presentation to the Sport and Recreation Committee.  This report is attached (A2279724) and a summary of the report is provided along with an action plan to reduce fire risk on Council’s Reserves.

 

 

3.       Recommendation

 

That the Sports and Recreation Committee

1.    Receives the report Review of Potential Fire Risk of Nelson City Council Reserves (R10442) and its attachments (A2255860 and A2279724); and

2.    Receives the Fire Risk Reduction Action Plan outlined in the report (R10442).

 

 

 

4.       Background

4.1      On 30 July 2019 the Forestry Advisory Group (the Group) requested a fire risk assessment be made of all Parks and Reserves plantations close to the city (especially considering the recent Walters Bluff fire which had the potential to cause loss of life and property), with any recommendations to be made to the relevant committee. LandVision carried out this work and the outcomes are discussed in this report.

4.2      In addition, the Group asked the Parks and Facilities Business Unit to ensure that fire is a logged risk associated with their plantations — and the Business Unit has confirmed that fire is included in the risk register.

4.3      A summary report was presented to the Forestry Advisory Group on 10 September 2019 attachment 1 (A225860) which resulted in the following resolutions.

 

Resolved FAG/2019/001

 

That the Forestry Advisory Group

1.       Receives the report Forestry Update - Number 9 -  September 2019 (R10380) and its Attachments (A2256013, A2255860, A2257694, A2253872, A2251919 and A2251918); and

2.       Receives the fire risk assessment of forestry assets (A2256013) of Report R10380; and 

3.      Notes the fire risk assessment undertaken on Parks and Reserves assets (A2255860) of Report R10380.  

Murray/Her Worship the Mayor                                                     Carried

5.       Discussion

5.1      A full copy of the Potential Fire Risk of Nelson City Council Reserves report is provided as Attachment 2 (A2279724)

Summary of Potential Fire Risk of Nelson City Council Reserves

5.2      LandVision investigated 45 reserves across the Nelson City Council region, which resulted in the following classifications:

·    low risk (22 reserves)

·    medium risk (11 reserves)

·    high risk (9 reserves)

·    extreme risk (3 reserves).

5.3      The three parks rated as extreme risk are Walters Bluff, the Sir Stanley Whitehead Park and the Grampians Reserve. The main drivers for this risk category are the substantial volume of highly flammable vegetation combined with high accessibility and proximity to residential houses. These reserves are generally steep sites that assist the speed of a fire and have a predominantly north or northwest aspect.

5.4      The nine parks in the high risk category are highly accessible and well used, and include considerable levels of flammable vegetation. This includes the Brook, Maitai and Marsden Conservation Reserves, as well as the Pipers, Tantragee, Bolwell, Botanical Hill, Railway Reserve and Murphy North reserves.

          Fire Risk Reduction Action Plan

The recommendations from the Potential Fire Risk of Nelson City Council Reserves report for extreme fire risk and high fire risk reserves are currently in place or have been included and expanded on in the following action plan points.

5.5      Extreme fire risk

5.5.1   Grampians Reserve

·   Work programmes are in place to maintain existing fire breaks

·   Continue works on residential boundary clearance to reduce fuel load by improving fencing and increasing the grazing pressure on the lower slopes.  

5.5.2   Walters Bluff and Sir Stanley Whitehead Park

·   Continue to mow the grass close to tracks and bordering roads.

·   Investigation is underway on the establishment of a fire break below properties along Davies Drive and Whitehead Place. This will include the removal of vegetation that is highly flammable.

·   A future capital project will involve the replanting of the slopes in lower flammable vegetation.    

5.6      High fire

5.6.1   Brook, Maitai and Marsden Conservation Reserves

·   Work programmes are in place to maintain existing fire breaks.

5.6.2   Bolwell Reserve

·   Work programmes are in place to maintain existing fire breaks.

·   Continue current weed control and grass mowing maintenance

·   Continue the establishment of low flammable deciduous tree species plantings to limit the amount of under growth. 

5.6.3   Botanical Hill

·   Continue current weed control and grass mowing maintenance

5.6.4   Murphy North Reserve

·   Continue current weed control and grass mowing maintenance

5.6.5   Pipers Reserve

·   Work programmes are in place to maintain existing fire breaks.

·   Continue the native revegetation and weed control programmes.

5.6.6   Railway Reserve

·   Continue current grass mowing maintenance along the edges of the cycle way. (Note: the section of the Railway Reserve at most risk of fire is above the cycleway is not owned by Council.)

5.6.7   Tantragee Reserve

·   Work programmes are in place to maintain existing fire breaks.

5.7      Low to medium fire risk

·   Monitor and take into account action notes in the Potential Fire Risk of Nelson City Council Reserves report. 

6.       Costs

6.1      No additional costs above the 2019/20 budget are expected to    implement the routine scheduled parks maintenance detailed in the report.

6.2      Additional capital budget will be required to carry out the items from the action plan for Walters Bluff and Sir Stanley Whitehead Park which are over and above routine scheduled parks maintenance. Officers are currently identifying these costs, and these will be included in the draft 2021/22 Annual Plan.

7.       Options

7.1      Two options are to:

·   do nothing and accept the fire risk in Council reserves; or

·   implement a Fire Risk Reduction Action Plan in accordance with the recommendations in the ‘Potential Fire Risk of Nelson City Council Reserves’ report.  

 

Option 1: Do Nothing (Not recommended)

Advantages

·   No cost

Risks and Disadvantages

·   Potential fire risk

·   Potential loss of vegetation and property

·   Public perception of Council not being proactive regarding fire risk

·   Potential for significant financial, ecological, recreational and amenity costs if a significant fire occurs. 

Option 2: Implement Fire Reduction Action Plan (Recommended)

Advantages

·    Reduced fire risk

·    Public perception of Council being proactive regarding fire risk. 

Risks and Disadvantages

·    Cost of implementing the Fire Risk Reduction Action Plan.

 

8.       Conclusion

8.1      In May 2019 the Forestry Advisory Group recommended LandVision undertake a fire risk assessment for Parks and Reserve assets, to be presented to the Sport and Recreation Committee.

8.2      Officers have considered the ‘Potential Fire Risk of Nelson City Council Reserves’ report and developed a Fire Risk Reduction Action Plan for Parks and Reserve assets.

9.       Next Steps

9.1      Officers will continue to implement the Fire Risk Reduction Action Plan.

9.2      Officers will continue to monitor the fire risk for Parks and Reserve assets.

9.3      Officers will identify costs associated with additional fire risk reduction actions, and these will be included in the draft 2021/22 Annual Plan.

9.4      Officers will work with Nelson Tasman office of Fire and Emergency New Zealand to identify any opportunities to further improve Council’s approach to fire risk assessment and actions.

Author:          Peter Grundy, Team Leader Parks

Attachments

Attachment 1:  Potential Fire Risk of Nelson City Council Reserves - summary (A2255860)

Attachment 2:  Potential Fire Risk of Nelson City Council Reserves (A2279724)

 

Important considerations for decision making

1.   Fit with Purpose of Local Government

Improved fire risk reduction in Nelson’s parks and reserves promotes the social, economic, environmental and cultural wellbeing of communities in the present and for the future.

2.   Consistency with Community Outcomes and Council Policy

This report and its recommendations contribute 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 communities are healthy, safe, inclusive and resilient.

3.   Risk

Approving the recommendations in this report will reduce the risk to public safety, Council assets and private property because it increases our understanding of fire risk and promotes efforts to reduce that risk.

4.   Financial impact

Additional capital budget will be required to implement the actions in the Fire Risk Reduction Action Plan which are over and above routine scheduled parks maintenance. Officers are currently identifying these costs, and these will be included in the draft 2021/22 Annual Plan. See section 6.

5.   Degree of significance and level of engagement

This matter is of medium significance. People who own or live in neighbouring properties have an interest in Council’s fire reduction practices as they affect their own safety and the security of their homes. Therefore, letters will be sent to the owners and occupiers of neighbouring properties for reserves listed as extreme fire risk, which will both provide details about the Fire Risk Reduction Action Plan and invite their feedback.

6.   Climate Impact

Adaptation

This decision will support Council’s wider efforts to proactively respond to the impacts of climate change now and in the future.   The occurrence of more extreme events, such as drought and large fires, has promoted a more proactive Council position, as evidenced by the attached report. Council seeks to better understand and respond to these conditions. 

The decision is not sensitive to higher emission scenarios or more rapid climate changes.

Mitigation

This decision is likely to result in no increase in greenhouse gas emissions.  Taking steps to protect forest is positive for mitigating climate change impacts.     

Leadership

There are opportunities for Council to increase awareness of issues raised in the report.

7.   Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

·    Delegations

The Sports and Recreation Committee has the following delegations to approve actions to manage fire risks in Nelson City Council Reserves.

Areas of Responsibility:

·    Parks and Reserves

·    Rural Fire Activities

Delegations:

·    Monitoring Council’s performance for the committee’s areas of responsibility, including legislative responsibilities and compliance requirements

·    Developing, approving, monitoring and reviewing policies and plans, including activity management plans and reserve management plans.

 

 


Item 9: Review of Potential Fire Risk of Nelson City Council Reserves: Attachment 1

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Item 9: Review of Potential Fire Risk of Nelson City Council Reserves: Attachment 2

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