Notice of the ordinary meeting of
Nelson City Council
Te Kaunihera o Whakatū
Agenda
Rārangi take
Mayor Her Worship the Mayor Rachel Reese
Deputy Mayor Cr Judene Edgar
Members Cr Yvonne Bowater
Cr Trudie Brand
Cr Mel Courtney
Cr Kate Fulton
Cr Matt Lawrey
Cr Brian McGurk
Cr Gaile Noonan
Cr Rohan O’Neill-Stevens
Cr Pete Rainey
Cr Rachel Sanson
Cr Tim Skinner
Quorum 7 Pat Dougherty Chief Executive Officer
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. For enquiries call (03) 5460436.
Council Values
Following are the values agreed during the 2019 - 2022 term:
A. Whakautetanga: respect
B. Kōrero Pono: integrity
C. Māiatanga: courage
D. Whakamanatanga: effectiveness
E. Whakamōwaitanga: humility
F. Kaitiakitanga: stewardship
G. Manaakitanga: generosity of spirit
Nelson City Council
17 December 2020
Karakia Timatanga
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 Arnaud Wylie - Natural Rights
4.2 5G-Free Nelson - Reference to 5G technology but primarily on the accountability and the responsibilities of public servants
Document number M15210
Recommendation
That the Council 1. Confirms the minutes of the meeting of the Council, held on 22 October 2020, as a true and correct record. |
Document number M15240
Recommendation
That the Council 1. Confirms the minutes of the meeting of the Council, held on 5 November 2020, as a true and correct record. |
5.3 12 November 2020 35 - 44
Document number M15261
Recommendation
That the Council 1. Confirms the minutes of the meeting of the Council, held on 12 November 2020, as a true and correct record. |
6. Recommendations from Committees
6.1 Infrastructure Committee - 19 November 2020
6.1.1 Infrastructure Quarterly Report
Recommendation to Council |
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That the Council 1. Approves additional unbudgeted capital funding of $320,000 for the Saxton Creek upgrade (Stage 3C) to allow the works between Champion Road and Main Road Stoke to be completed, noting that unbudgeted offsetting income of $113,000 was received from external parties in 2019/20.
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6.2 Forestry Subcommittee - 1 December 2020
6.2.1 Draft 2021-31 Forestry Activity Management Plan
Recommendation to Council |
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That the Council 1. Approves the amended Draft Forestry Activity Management Plan 2021-31 (A2072414) as the version to inform the Long Term Plan 2021-31; and 2. Notes that the amended Draft Forestry Activity Management Plan 2021-31 will be updated and, the final Activity Management Plan approved, after the adoption of the Long Term Plan 2021-2031.
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6.3 Environment and Climate Committee - 1 December 2020
6.3.1 National Policy Statement on Urban Development: Removal of minimum car parking rates from the Nelson Resource Management Plan
Recommendation to Council |
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That the Council 1. Agrees that the Nelson Resource Management Plan requirements for minimum on-site parking rates, including rules, assessment criteria, policies or objectives that have the effect of setting minimum parking rates, be treated as removed from the Nelson Resource Management Plan as from 1 January 2021 including consequential amendments in accordance with s.55 of the Resource Management Act. 2. Delegates to the Chair of the Environment and Climate Committee and the Group Manager Environmental Management, authority to approve the consequential amendments to the Nelson Resource Management Plan that flow from the removal of requirements for minimum on-site parking rates, including rules, assessment criteria, policies or objectives that have the effect of setting minimum parking rates, in accordance with s.55 of the Resource Management Act and to make those amendments as the Nelson Resource Management Plan work programme permits.
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6.4 Audit, Risk and Finance Subcommittee - 2 December 2020
6.4.1 Policy Review: Procurement Policy – A minor amendment to the Policy has been made, the updated policy is attached on agenda page 49.
Recommendation to Council |
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That the Council 1. Approves the amended Nelson City Council Procurement Policy (A2348654), effective from 1 February 2021.
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6.5 Community and Recreation Committee - 10 December 2020
6.5.1 Sport Tasman - Loan Agreement
Recommendation to Council |
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That the Council 1. Approves the cancellation of Sport Tasman’s future commercial lease obligations for Sports House, with effect from 1 July 2021, noting that a loan was never formally documented; and 2. Agrees to charge a community rent of $5,600 per annum from 1 July 2021, noting that Council has provided Sport Tasman rent relief through to 30 June 2021.
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6.5.2 Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage
Recommendation to Council |
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That the Council 1. Approves unbudgeted expenditure of $25,101 to provide a reduced rate of $35,000 for the Nelson Giants’ use of Trafalgar Centre between April and July 2021.
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6.5.3 Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows
Recommendation to Council |
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That the Council 1. Approves, in accordance with section 16(1) of the Reserves Act, the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded orange in Attachment 1 (A2097295) as Local Purpose (Community Purposes) Reserve under s23 of the Reserves Act 1977; and 2. Approves, in accordance with section 16(1) of the Reserves Act, the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded red in Attachment 1 (A2097295) as Local Purpose (Road) Reserve under s23 of the Reserves Act 1977; and 3. Delegates to the Chief Executive authority to: (a) prepare and approve a survey plan that defines the land classified in accordance with this report (R22506) and the 13 December 2018 report R9565; (b) prepare and place notices in the New Zealand Gazette that record the classifications of the land in accordance with this report (R22506) and report R9565; and (c) attend to registration of the published Gazette Notices against the Records of Title for the classified land.
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This report will be distributed separately.
8. Nelson Tasman Business Trust Presentation of Annual Report 2020 58 - 64
Document number R22542
Representatives of the Nelson Tasman Business Trust will be in attendance for this item.
9. Nelson Regional Development Agency Annual Report 2019/20 65 - 110
Document number R21462
Recommendation
That the Council 1. Receives the report Nelson Regional Development Agency Annual Report 2019/20 (R21462) and its attachment (A2440411).
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10. Events Strategy Implementation Update 111 - 123
Document number R22510
Recommendation
That the Council 1. Receives the report Events Strategy Implementation Update (R22510) and its attachment (A2507829).
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11. Annual Report 2019/20 124 - 140
Document number R21496 – At the time of printing the Annual Report had not been received back from Audit New Zealand.
Recommendation
That the Council 1. Receives the report Annual Report 2019/20 (R21496) and its attachments (Axxxxx and A2511432); and 2. Adopts the Annual Report for the year ended 30 June 2020 (Axxxxx) in accordance with s98 of the Local Government Act 2002; and 3. Receives the draft Audit New Zealand Opinion (A2511432); and 4. Delegates the Mayor and Chief Executive authority to approve minor editorial changes to the Annual Report 2019/20 (Axxxxx), as necessary.
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12. Significance and Engagement Policy 141 - 155
Document number R20322
Recommendation
That the Council 1. Receives the report Significance and Engagement Policy (R20322) and its attachment (A2467030); and 2. Agrees that public consultation on the proposed amendments is not required because the proposed amendments are minor changes which clarify existing Council engagement processes; and 3. Adopts the amended Significance and Engagement Policy (A2467030). |
13. Upper Trafalgar Street Budget Request 156 - 177
Document number R22516
Recommendation
That the Council 1. Receives the report Upper Trafalgar Street Budget Request (R22516) and its attachment (A2534984); and 2. Approves the use of $261,000 from the 2020/21 Streets for People capital budget to complete the Upper Trafalgar Street multi-function pole project.
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14. Draft Amendments to Rates Remissions Policy and Financial Impact Statement 178 - 201
Document number R20275
Recommendation
That the Council 1. Receives the report Draft Amendments to Rates Remissions Policy and Financial Impact Statement (R20275) and its attachment (A2463444); and 2. Approves changes in the Rates Remission Policy (A2463444) including changes to the following sections: · Community, Sporting and Other Groups Remission · Charges For Excess Water Arising From Leaks Remission · Low Valued Properties Remission · Land Affected By Natural Calamity Remission; and 3. Agrees that the remission changes be consulted within the Consultation Document to the Long Term Plan 2021-31; and 4. Approves changes in the Rates Remission Policy (A2463444) including new remissions for: · Other Remissions Deemed Fair and Equitable · Social and Community Housing Remission; and 5. Agrees that the new remissions be consulted within the Consultation Document to the Long Term Plan 2021-31; and 6. Approves the change to the issuing of the rates instalments from 1 August, 1 November, 1 February and 1 May each year, to 25 July, 25 October, 25 January and 25 April; and 7. Agrees that the change to the issuing of the rates instalment dates be consulted within the Consultation Document to the Long Term Plan 2021-31; and 8. Approves the removal of the Rates Annual Payment Discount; and 9. Agrees that the removal of the rates annual payment discount be consulted within the Consultation Document to the Long Term Plan 2021-31; and 10. Approves the change to all rates penalties from 10% to 5%; and 11. Agrees that the change to all rates penalty amounts be consulted within the Consultation Document to the Long Term Plan 2021-31; and 12. Approves the removal of all water penalties being charged for unpaid accounts; and 13. Agrees that the removal of water penalties be consulted within the Consultation Document to the Long Term Plan 2021-31; and 14. Approves the change to the water payment dates for invoices billed in July, October, January and April to 20th of the month following; and 15. Agrees that the change to the payment dates of water payment dates be consulted within the Consultation Document to the Long Term Plan 2021-31; and 16. Approves the 0.5% reduction of the commercial differential to be spread across all commercial categories; and 17. Agrees that the commercial differential change be consulted within the Consultation Document to the Long Term Plan 2021-31; and 18. Approves the removal of the rural rating differential category for residential zoned properties over 15ha; and 19. Agrees that the removal of the rural rating differential change be consulted within the Consultation Document to the Long Term Plan 2021-31.
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15. Approval of the draft Revenue
and Financing Policy
202
- 235
Document number R20276
Recommendation
That the Council 1. Receives the report Approval of the draft Revenue and Financing Policy (R20276) and its attachment (A2496998); and 2. Approves the Revenue and Financing Policy for concurrent consultation through the Long Term Plan 2021-31 consultation process.
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16. Elected Members' Remuneration
This report will be distributed separately.
17. Schedule of Meetings 2021 236 - 252
Document number R18187
Recommendation
That the Council 1. Receives the report Schedule of Meetings 2021 and its attachment (A2444092); and 2. Adopts the schedule of meetings for the 2021 calendar year as set out in Attachment 1 (A2444092).
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CONFIDENTIAL Business
Recommendation
1. Confirms, in accordance with sections 48(5) and 48(6) of the Local Government Official Information and Meetings Act 1987, that Paul Bell of Intepeople remain after the public has been excluded, for Item 2 of the Confidential agenda (Recommendations from the Chief Executive Employment Committee – 25 November 2020), as he has knowledge relating to the Chief Executive’s employment that will assist the meeting; and 2. Confirms, in accordance with sections 48(5) and 48(6) of the Local Government Official Information and Meetings Act 1987, that Jane Sheard, Nelmac CEO, and Rob Gunn, Nelmac Chair, remain after the public has been excluded, for Items 4 and 6 of the Confidential agenda (Nelmac six monthly strategic presentation and Nelmac - Transaction Approval), as they have knowledge relating to Nelmac that will assist the meeting
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Recommendation
That the Council
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 |
Council Meeting - Public Excluded Minutes - 12 November 2020 |
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)(g) To maintain legal professional privilege · 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) |
2 |
Recommendations from Committees Chief Executive Employment Committee 25 November 2020 Chief Executive’s Performance Report 2019/20 Chief Executive’s Remuneration Review 2020 Chief Executive’s Draft Performance Agreement and Key Performance Indicators for 2020/21 Strategic Development and Property Subcommittee – 26 November 2020 Appointment of Council Representative on the Tahuna Beach Camp Inc. Board |
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 |
3 |
Nelmac six monthly strategic presentation
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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
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4 |
Nelmac Limited - Statement of Expectation 2021/22
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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) |
5 |
Nelmac Transaction Approval |
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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6 |
Project Akersten
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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)(g) To maintain legal professional privilege · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities |
7 |
Nelson Regional Development Agency - Appointment of Director
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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 |
Nelson City Council Minutes – 22 October 2020
Minutes of an extraordinary meeting of the Nelson City Council
Held in the Council Chamber, Civic House, 110 Trafalgar Street, Nelson
On Thursday 22 October 2020, commencing at 9.00a.m.
Present: Her Worship the Mayor R Reese (Chairperson), Councillors Y Bowater, T Brand, M Courtney, J Edgar (Deputy Mayor), K Fulton, M Lawrey, R O'Neill-Stevens, B McGurk, G Noonan, P Rainey, R Sanson and T Skinner
In Attendance: Chief Executive (P Dougherty), Group Manager Infrastructure (A Louverdis), Group Manager Environmental Management (C Barton), Group Manager Community Services (R Ball), Group Manager Corporate Services (N Harrison), Group Manager Strategy and Communications (N McDonald), Team Leader Governance (R Byrne) and Governance Adviser (E Ruthven)
Apologies : Nil
Karakia Timatanga
A karakia timatanga was given.
There were no apologies.
2. Confirmation of Order of Business
There was no change to the order of business.
3. Interests
There were no updates to the Interests Register, and no interests with items on the agenda were declared.
4. Public Forum
There was no public forum.
Document number R21418, agenda pages 5 - 14 refer.
Her Worship the Mayor presented the report. She spoke about Council’s priorities for the triennium, and the reasons for proposing a change in governance structure. Her Worship the Mayor moved the recommendation in the report, seconded by Councillor Edgar. Her Worship the Mayor answered questions regarding changes to governance structures during previous trienniums, the process followed in arriving at the proposed structure, and the reasons for structuring the governing committees as proposed, including the proposed chairpersons for each governing committee. Point of order: A point of order was raised by Councillor Skinner against Councillor Lawrey for the use of disrespectful language. The point of order was upheld. Her Worship the Mayor answered further questions regarding: · the Council’s triennium priorities of creating a sustainable transport culture, and housing affordability and intensification; · Committee workloads and time spent in committee meetings; · officer workloads and resourcing; · the Mayoral powers under section 41A of the Local Government Act 2001; · changes to committee delegations likely to be proposed following confirmation of the governance structure; and · the importance of elected members having sufficient time to engage with members of the community. It was agreed that the motion would be taken in two parts, with the first part being clauses one to 12 of the motion. During debate, permission was granted for councillors to read from notes. |
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1. Receives the report Mayor's Report (R21418) and its attachment (A2497914); and 2. Ceases the operation of the Governance and Finance Committee from 16 November 2020; and 3. Ceases the operation of the Sports and Recreation Committee from 16 November 2020; 4. Ceases the operation of the Community Services Committee from 16 November 2020; and 5. Ceases the operation of the City Centre Working Group from 16 November 2020; and 6. Amends the name of the Environment Committee to be the Environment and Climate Committee from 16 November 2020, to better reflect the priority of its oversight role with regard to climate change policy, issues and monitoring; and 7. Establishes a new governing committee from 16 November 2020, being the Community and Recreation Committee; and 8. Confirms that the Community and Recreation Committee, the Environment and Climate Committee, and the Infrastructure Committee, being Council’s three governing committees, are committees of the whole; and 9. Increases the functions and responsibilities of the Audit and Risk Subcommittee from 16 November 2020 to include finance matters, noting that the subcommittee name will also be updated to the Audit, Risk and Finance Subcommittee from 16 November 2020; and 10. Establishes two additional single purpose subcommittees from 16 November 2020, being the Urban Development Subcommittee and the Strategic Development and Property Subcommittee; and 11. Establishes a City Centre Engagement Group to report to the Urban Development Subcommittee; and 12. Notes that a report will be brought to Council prior to 16 November 2020, to: · transfer the delegations of the Governance and Finance Committee to Council and/or other committees/subcommittees · establish the delegations of the Community and Recreation Committee · update the delegations of the Environment and Climate Committee · update the delegations of the Audit, Risk and Finance Subcommittee · confirm the membership and establish the delegations of the Urban Development Subcommittee · confirm the membership and establish the delegations of the Strategic Development and Property Subcommittee, and · confirm the membership and establish the delegations of the City Centre Engagement Group, and · confirm any consequential changes to Council’s Delegations Register arising from changes to Council’s committee structure. |
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A division was called:
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The motion was carried 9-4. |
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Attendance: Councillor Sanson left the meeting from 10.14a.m. to 10.19a.m. Her Worship the Mayor outlined proposed committee membership. Point of order: A point of order was raised by Councillor Lawrey against Her Worship the Mayor that a misleading statement had been made. The point of order was upheld and the statement withdrawn. The meeting was adjourned from 10.22a.m. to 10.23a.m. Elected members debated the motion. |
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13. Appoints elected members to be Chair and Deputies of governing committees as follows:
14. Confirms Cr Brian McGurk and Cr Rohan O’Neill-Stevens remain Chair and Deputy Chair of the Infrastructure Committee; and 15. Appoints elected members to Chair the new single purpose subcommittees as follows:
16. Appoints Councillor Mel Courtney as Chair of the City Centre Engagement Group; and 17. Approves the proposed amendments to Standing Orders relating to quorum for decision-making bodies as set out in Attachment 1 (A2497914); and 18. Ceases the operation of the Emergency Committee. |
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A division was called:
The motion was carried 9 - 0. |
Karakia Whakamutunga
A karakia whakamutunga was given.
There being no further business the meeting ended at 10.57a.m.
Confirmed as a correct record of proceedings:
Chairperson Date
Nelson City Council Minutes – 5 November 2020
Minutes of an extraordinary meeting of the Nelson City Council
Held in the Council Chamber, Civic House, 110 Trafalgar Street, Nelson
On Thursday 5 November 2020, commencing at 2.06pm
Present: Her Worship the Mayor R Reese (Chairperson), Councillors Y Bowater, T Brand, M Courtney, J Edgar (Deputy Mayor), K Fulton, R O'Neill-Stevens, B McGurk, G Noonan, P Rainey, R Sanson and T Skinner
In Attendance: Chief Executive (P Dougherty), Group Manager Infrastructure (A Louverdis), Group Manager Environmental Management (C Barton), Group Manager Community Services (M Preston-Thomas), Group Manager Strategy and Communications (N McDonald), Team Leader Governance (R Byrne) and Governance Adviser (E-J Ruthven)
Apology: Councillor M Lawrey
Karakia
Timatanga
A karakia timatanga was given.
1. Apologies
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1. Receives and accepts an apology from Councillor Lawrey. |
2. Confirmation of Order of Business
There was no change to the order of business.
3. Interests
There were no updates to the Interests Register, and no interests with items on the agenda were declare
4. Public Forum
There was no public forum.
6. Update to the Delegations Register
Document number R21444, agenda pages 6 - 106 refer.
Group Manager Strategy and Communications, Nicky McDonald, presented the report. She noted that a correction to Attachment Six, page 99 of the agenda, to substitute the reference to the Audit, Risk and Finance Subcommittee making recommendations to the Governance and Finance Committee with the Subcommittee making recommendations to the Council. Group Manager Environmental Management, Clare Barton, noted an additional change to the Environment and Climate Committee’s Areas of Responsibility, to include sugar-sweetened beverages and smokefree environments in the list expanding ‘environmental regulatory and non-regulatory matters’. |
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Her Worship the Mayor answered questions regarding: · The process followed in establishing the proposed delegations for the committees, subcommittees, and additional groups; · The proposed membership of subcommittees and the City Centre Engagement Group, and elected member appointees to Community and Whanau, Creative Communities and Heritage Houses; · The rationale for including external appointees on the Strategic Development and Property Subcommittee, and for having two external appointees on the Audit, Risk and Finance Subcommittee; · Māori representation on the Strategic Development and Property Subcommittee and the Urban Development Subcommittee, including the potential for Māori representation to extend to other subcommittees; · The potential for a further external appointee to the Urban Development Subcommittee to represent community housing interests; · Live streaming of meetings, whether subcommittee meetings would be live streamed, and transparency in decision-making; · Potential changes in elected member remuneration, with a report to come to a future Council meeting on this matter; · External appointees’ interests, including the importance of having information available regarding all elected member and external appointees’ interests available on Council’s website; · The City Centre Engagement Group areas of responsibility, and how these supported the Urban Development Subcommittee, noting the need for Council resources to be directed in this area; and · Elected member workload under the revised governance structure. |
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Her Worship the Mayor, seconded by Councillor Edgar, moved: That the Council 1. Receives the report Update to the Delegations Register (R21444) and its attachments (A1183061, A2505912, A2505916, A250591, A2505045, A1437349, A1739267, A2505044 and A2497914); and 2. Approves the updated Delegations Register (attachment one, A1183061) with the following amendments: · To the areas of responsibility of the Environment and Climate Committee – the inclusion of the words “sugar-sweetened beverages and smokefree environments and other public health issues” to the bullet point beginning ‘Environmental regulatory and non-regulatory matters including (but not limited to)’; and 3. Approves the Terms of Reference for the Joint Committee of Tasman District and Nelson City Councils (attachment two, A2505912), noting that the changes to the committee’s delegations have been made in agreement with Tasman District Council, and in accordance with clause 30A of Schedule 7 of the Local Government Act 2002; and 4. Approves the Terms of Reference for the Urban Development Subcommittee (attachment three, A2505916), the Strategic Development and Property Subcommittee (attachment four, A2505915), and the City Centre Engagement Group (attachment five, A2505045); and 5. Amends the name of the Forestry Advisory Group to be the Forestry Subcommittee; and 6. Amends the Terms of Reference for the Audit, Risk and Finance Subcommittee (attachment six, A1437349), the Forestry Subcommittee (attachment seven, A1739267), and the City for All Ages Councillor Working Group (attachment eight, A2505044); and 7. Appoints the following members to the Urban Development Subcommittees, the Strategic Development and property Subcommittee and the City Centre Engagement Group:
8. Amends the membership of the Forestry Subcommittee:
9. Confirms membership of the Audit, Risk and Finance Subcommittee:
10. Appoints the following elected members to external organisations:
11. Confirms the amendments to Standing Orders relating to quorum for decision-making bodies as set out in attachment nine (A2497914), as considered at the Council meeting of 22 October 2020. |
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Councillor O’Neill-Stevens foreshadowed amendments to a number of clauses in the motion. There was general agreement that the amendments be proposed separately, as amendments to later clauses would depend on the outcome of amendments to earlier clauses. It was noted further that the first proposed amendment was to revoke the establishment of the City Centre Engagement Group, which would be in contravention of Standing Orders 22.1 – 22.6, relating to the revocation of previous Council decisions. The meeting agreed that the relevant Standing Orders should be suspended in order to test the amendment to revoke the establishment of the City Centre Engagement Group at this point. |
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1. Suspends Standing Orders 22.1 and 22.3 to 22.5, for the purpose of addressing an amendment regarding a potential revocation of a previous Council decision. |
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Her Worship the Mayor/Edgar Carried unanimously |
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Councillor O’Neill Stevens, seconded by Councillor Rainey, moved an amendment to include additional clauses two and three of the motion: That the Council 2. Revokes the following resolution of Council of 22 October 2020: That the Council Establishes a City Centre Engagement Group to report to the Urban Development Subcommittee; and 3. Notes that areas of responsibility proposed for the City Centre Engagement Group fall under the responsibility of the Chair of the Urban Development Subcommittee |
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Councillors debated the amendment, and the amendment was put and lost. |
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1. Reinstates Standing Orders 22.1 and 22.3 – 22.5 for the remainder of the meeting. |
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Her Worship the Mayor/Edgar Carried unanimously |
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Councillor O’Neill-Stevens, seconded by Councillor Sanson, moved a further amendment to clause two of the motion: That the Council 2. Amends the updated Delegations Register (attachment one, A1183061) to: · Give Council the delegation for the Procurement Policy; and · Give Council the delegation for financial performance. |
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Councillors debated the amendment, and the amendment was put and lost. |
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It was agreed that the motion would be taken in parts, with clauses one to six taken first. |
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1. Receives the report Update to the Delegations Register (R21444) and its attachments (A1183061, A2505912, A2505916, A250591, , A2505045, A1437349, A1739267, A2505044 and A2497914); and 2. Approves the updated Delegations Register (attachment one, A1183061), with the following amendments: · To the areas of responsibility of the Environment and Climate Committee – the inclusion of the words “sugar-sweetened beverages and smokefree environments and other public health issues” to the bullet point beginning ‘Environmental regulatory and non-regulatory matters including (but not limited to)’; and 3. Approves the Terms of Reference for the Joint Committee of Tasman District and Nelson City Councils (attachment two, A2505912), noting that the changes to the committee’s delegations have been made in agreement with Tasman District Council, and in accordance with clause 30A of Schedule 7 of the Local Government Act 2002; and 4. Approves the Terms of Reference for the Urban Development Subcommittee (attachment three, A2505916), the Strategic Development and Property Subcommittee (attachment four, A2505915), and the City Centre Engagement Group (attachment five, A2505045); and 5. Amends the name of the Forestry Advisory Group to be the Forestry Subcommittee; and 6. Amends the Terms of Reference for the Audit, Risk and Finance Subcommittee (attachment six, A1437349), the Forestry Subcommittee (attachment seven, A1739267), and the City for All Ages Councillor Working Group (attachment eight, A2505044). |
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Councillor O’Neill-Stevens, seconded by Councillor Rainey moved further amendments to clauses seven to ten of the motion: That the Council 7. Amends the Forestry Subcommittee (attachment seven, A1739267) with further amendments to: · Include the membership of Councillor Rachel Sanson; and
8. Amends the City for All Ages Councillor working Group (attachment eight, A2505044); and
9. Appoints the following members to the Urban Development Subcommittee, the Strategic Development and Property Subcommittee and the City Centre Engagement Group:
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10. Amends the membership of the Forestry Subcommittee:
11. Amends membership of the Audit, Risk and Finance Subcommittee:
12. Appoints the following elected members to external organisations:
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Councillors debated the amendments, and the amendments were put and lost. It was agreed to take clause 11 of the motion separately. |
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1. Confirms the amendments to Standing Orders relating to quorum for decision-making bodies as set out in attachment nine (A2497914), as considered at the Council meeting of 22 October 2020. |
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Her Worship the Mayor/Edgar Carried unanimously |
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The meeting considered clauses seven to ten of the motion. With the agreement of the meeting, two further amendments were made to the motion: · To add additional membership to the Audit, Risk and Finance Subcommittee:
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11. Delegates the Chief Executive to approve consequential updates to the Delegations Register and any related Terms of Reference. |
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Resolved CL/2020/165 |
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1. Appoints the following members to the Urban Development Subcommittees, the Strategic Development and property Subcommittee and the City Centre Engagement Group:
2. Amends the membership of the Forestry Subcommittee:
3. Confirms membership of the Audit, Risk and Finance Subcommittee:
4. Appoints the following elected members to external organisations:
5. Confirms the amendments to Standing Orders relating to quorum for decision-making bodies as set out in attachment nine (A2497914), as considered at the Council meeting of 22 October 2020; and 6. Delegates the Chief Executive to approve consequential updates to the Delegations Register and any related Terms of Reference. |
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Karakia Whakamutunga
A karakia whakamutunga was given.
There being no further business the meeting ended at 5.03p.m..
Confirmed as a correct record of proceedings:
Chairperson Date
Nelson City Council Minutes - 12 November 2020
Minutes of an ordinary meeting of the Nelson City Council
Held in the Council Chamber, Civic House, 110 Trafalgar Street, Nelson
On Thursday 12 November 2020, commencing at 9.07a.m.
Present: Her Worship the Mayor R Reese (Chairperson), Councillors Y Bowater, T Brand, M Courtney, J Edgar (Deputy Mayor), K Fulton (via audio-visual link), M Lawrey, B McGurk, G Noonan, R O’Neill-Stevens, P Rainey, R Sanson and T Skinner
In Attendance: Chief Executive (P Dougherty), Group Manager Infrastructure (A Louverdis), Group Manager Environmental Management (C Barton), Acting Group Manager Community Services (M Preston-Thomas), Group Manager Strategy and Communications (N McDonald), Team Leader Governance (R Byrne), Governance Adviser (E-J Ruthven), and Youth Councillors (G Rollinson and S Weenik-Smith)
Apologies: Nil
Karakia Timatanga
A karakia timatanga was given.
1. Apologies
There were no apologies.
2. Confirmation of Order of Business
Her Worship the Mayor noted that item 10, Annual Report 2019/2020 had been withdrawn from the agenda, as Audit New Zealand had not yet completed its review. She said that the Annual Report 2019/2020 would need to be adopted at a Council meeting prior to the end of 2020.
Her Worship the Mayor noted that item 12, Population Projections for 2021 Asset Management Plans and Long Term Plan, would be taken before item 11, Long Term Plan 2021-2031 Assumptions.
3. Interests
There were no updates to the Interests Register, and no interests with items on the agenda were declared.
4. Public Forum
4.1 Annette Milligan, Petra Cogger and Oscar Cogger - Save the Maitai - Petition
Annette Milligan, Petra Cogger and Oscar Cogger presented a petition against proposed development in the Maitai Valley.
Ms Milligan noted that over 9700 people had signed the petition. She spoke about the history of public access to the Maitai River, amenity values of the Maitai Valley, the intergenerational effect of Council decisions, and the importance of the Maitai Valley retaining its rural zoning.
Attendance: Councillor Brand joined the meeting at 9.15a.m.
Ms Cogger spoke about the opportunity for recreational activities in the Maitai Valley, how these may be lost if large scale development took place in the Maitai Valley, and the importance of taking action on climate issues.
Mr Cogger presented the petition to the Mayor.
Peter Taylor joined the presenters. Ms Milligan, Ms Cogger and Mr Taylor answered questions in relation to the Maitai Valley and the petition.
Attachments 1 A2520369 - Letter accompanying petition 2 A2520370 -
Petition Cover Page · Box 30260010014485 · File F003318750 |
5. Confirmation of Minutes
5.1 9 September 2020
Document number M14110, agenda pages 11 – 15 refer. |
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Resolved CL/2020/166 |
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That the Council 1. Confirms the minutes of the meeting of the Council, held on 9 September 2020, as a true and correct record. |
Courtney/Brand Carried |
5.2 22 September 2020
Document number M14153, agenda pages 16 - 28 refer.
Resolved CL/2020/167 |
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That the Council 1. Confirms the minutes of the meeting of the Council, held on 22 September 2020, as a true and correct record. |
Her Worship the Mayor/Bowater Carried |
5.3 29 September 2020 - Extraordinary Meeting
Document number M15163, agenda pages 29 - 31 refer.
Resolved CL/2020/168 |
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That the Council 1. Confirms the minutes of the extraordinary meeting of the Council, held on 29 September 2020, as a true and correct record. |
Her Worship the Mayor/Edgar Carried |
6. Recommendations from Committees
6.1 Infrastructure Committee - 30 September 2020
6.1.1 Speed Limit Review - Deliberations
Resolved CL/2020/169 |
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That the Council 1. Determines, having considered the written and oral submissions received, that: · a bylaw to set a permanent 30 km/h speed limit is the most appropriate way of addressing safety and access issues with some roads in the city centre and home zones; and · the proposed amendments to the Speed Limits Bylaw 2011 (210), which are set out in Attachments 1 and 2 of this report (A2475618 and A2745743 of Report R18145), are the most appropriate form of bylaw and do not give rise to any implications under the New Zealand Bill of Rights Act 1990; and 2. Agrees to set a permanent speed limit of 30km/h, with effect from 1 December 2020, for certain city centre roads (not including Selwyn Place) and, for this purpose, adopts the amendments to the Speed Limits Bylaw 2011 (210) set out in Attachment 1 (A2475618 of Report R18145); and 3. Agrees to set a permanent speed limit of 30km/h, with effect from 1 May 2021, for Selwyn Place and certain roads in home zones and, for this purpose, adopts the amendments to the Speed Limits Bylaw 2011 (210) set out in Attachment 2 (A2475743 of Report R18145). |
McGurk/O'Neill-Stevens Carried |
6.2 Sports and Recreation Committee - 5 November 2020
6.2.1 Modellers Pond Replacement Project - Moving to the next stage
Resolved CL/2020/170 |
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That the Council 1. Approves additional unbudgeted funding of $170,000 in capital expenditure to support the next phase of the Modellers Pond replacement project, consisting of the finalisation of the detailed design, tender documentation and contract award, to allow construction of the new reserve to get underway in 2021/22. |
Skinner/Brand Carried |
6.2.2 Interim public access for recreation on Koata Ltd land
Resolved CL/2020/171 |
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That the Council 1. Approves $80,000 of unbudgeted expenditure in 2020/21 as a grant to Koata Ltd for access to its land (Codgers/Fringed Hill area) for recreation and towards the management of recreation activities on its land; and 2. Notes the release of the grant will be contingent on outcomes being included in a funding agreement between Koata Ltd and the Council that relate to public recreation access into the Codgers and Fringed Hill areas (Sec 1 SO 476250) and Koata Ltd not opposing the Maitai Recreation Hub project progressing; and 3. Authorises the Chief Executive to negotiate the funding agreement with Koata Ltd relating to public recreation access into the Codgers and Fringed Hill areas. |
Skinner/Brand Carried |
7. Recommendation from Saxton Field Committee - 11 August 2020
Document number R20327, agenda pages 32 - 46 refer.
Resolved CL/2020/172 |
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That the Council 1. Receives the report Recommendation from Saxton Field Committee - 11 August 2020 (R20327) and its attachments (A2504126 and A2463452); and 2. Adopts the Capital Works Programme for Saxton Field contained in Attachment 1 (A2370568, contained in A2504126) for incorporation into Nelson City Council’s draft budget as part of the Long Term Plan 2021-2031 processes, with the following amendments: A. Operating funding for marketing, signage (including wayfinding) and to prepare a separate Activity Management Plan for Saxton Field; and B. Development of a permanent baseball diamond at Avery Field; and C. Staff to review the programme to ensure there is sufficient funding for walking and cycling paths and associated seating. |
Edgar/Skinner Carried |
8. Mayor's Report
Document number R21405, agenda pages 47 - 47 refer.
At Her Worship the Mayor’s invitation. Councillor Noonan, in her capacity as President of the Nelson Rotary Club, gave an update regarding Project Whare Haumaru, the homeless hub being developed at the Male Room in St Vincent Street. |
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Resolved CL/2020/173 |
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That the Council 1. Receives the report Mayor's Report (R21405). |
Her Worship the Mayor/Edgar Carried |
9. Status Report - Council
Document number R21399, agenda pages 48 - 50 refer.
Team Leader City Development, Lisa Gibellini, answered questions relating to the Status Report update for the City Streets for People project. Her Worship the Mayor answered questions regarding the potential for change in legislation relating to the establishment of Māori Wards. |
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Resolved CL/2020/174 |
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That the Council 1. Receives the report Status Report - Council (R21399) |
Edgar/Skinner Carried |
10. Annual Report 2019/20
Document number R20302, agenda pages 51 - 293 refer.
This item was withdrawn from the agenda. |
11. Population Projections for 2021 Asset Management Plans and Long Term Plan (agenda item 12)
Document number R15907, agenda pages 308 - 341 refer.
Team Leader City Development, Lisa Gibellini, and Strategy and Environment Senior Analyst, Chris Pawson, presented the report. Mr Pawson explained that updated population estimates had been received from Statistics New Zealand in late October, and that Nelson’s population had previously been underestimated. He noted that the incremental change projections per year would not change, rather the population starting point needed to be revised upwards by approximately 1600. Ms Gibellini and Mr Pawson answered questions regarding the revised estimates and projected population growth in Nelson. |
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Resolved CL/2020/175 |
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That the Council 1. Receives the report Population Projections for 2021 Asset Management Plans and Long Term Plan (R15907) and its attachment “Population Projections for Nelson City Council Long Term Plan 2021” (A2380354); and 2. Adopts the population projections contained within the attached report (A2380354) for use in developing the Nelson City Council Long Term Plan 2021 and its associated supporting documents. |
McGurk/Brand Carried |
12. Long Term Plan 2021-2031 Assumptions (agenda item 11)
Document number R19226, agenda pages 294 - 307 refer.
Manager Strategy, Mark Tregurtha, and Policy Adviser, Troy Stade, presented the report. Mr Tregurtha noted a correction in the population figure on page 299, from 55,500 to 57,000, in line with the revised estimates received from Statistics New Zealand. Mr Tregurtha answered questions regarding climate change impacts in relation to infrastructure assets, areas of Nelson vulnerable to climate change, planning considerations for the ageing population, interest rates, and capacity in the local contracting market. |
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Resolved CL/2020/176 |
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That the Council 1. Receives the report Long Term Plan 2021-2031 Assumptions (R19226) and its attachment (A2200978); and 2. Approves the Draft Significant Forecasting Assumptions (A2200978) for use in developing the 2021-31 Long Term Plan. |
Her Worship the Mayor/Brand Carried |
13. National Policy Statement - Urban Development Capacity - 2019/20 monitoring report
Document number R18098, agenda pages 342 - 363 refer.
Team Leader City Development, Lisa Gibellini, and Strategy and Environment Senior Analyst, Chris Pawson, presented the report. |
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Resolved CL/2020/177 |
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That the Council 1. Receives the report National Policy Statement - Urban Development Capacity - 2019/20 monitoring report (R18098) and its attachment National Policy Statement on Urban Development Capacity, Nelson Urban Area Monitoring Report, July 2019-June 2020 (A2485152); and 2. Approves publishing of the report National Policy Statement on Urban Development Capacity, Nelson Urban Area Monitoring Report, July 2019-June 2020 (A2485152) on the Council website. |
Edgar/McGurk Carried |
14. Exclusion of the Public
Resolved CL/2020/178 |
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That the Council 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: |
Skinner/Bowater Carried |
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 – 9 September 2020 |
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)(g) |
2 |
Council Meeting - Public Excluded Minutes - 22 September 2020 |
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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3 |
Extraordinary Council Meeting - Public Excluded Minutes - 29 September 2020 |
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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4 |
Recommendations from Committees Governance and Finance Committee 30 September 2020 Nelmac Director Appointment |
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
|
4 |
Council Confidential Status Report
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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 · Section 7(2)(g) To maintain legal professional privilege · 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) |
The meeting went into confidential session at 10.24a.m. and resumed in public session at 10.59a.m.
Restatements
It was resolved while the public was excluded:
1 |
Confidential: Recommendation from Governance and Finance Committee – Nelmac Director Appointment |
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That the 3. Agrees that the decision only be made publically available once the 2020 Nelmac Limited Annual General Meeting has taken place. |
Karakia Whakamutunga
A karakia whakamutunga was given.
There being no further business the meeting ended at 11.00a.m.
Confirmed as a correct record of proceedings:
Chairperson Date
Minutes of an extraordinary meeting of the Nelson City Council
Held in the Council Chamber, Civic House, 110 Trafalgar Street, Nelson
On Thursday 10 December 2020, commencing at 8.35a.m.
Present: Her Worship the Mayor R Reese (Chairperson), Councillors Y Bowater, T Brand, M Courtney, J Edgar (Deputy Mayor), K Fulton, M Lawrey, R O'Neill-Stevens, B McGurk, G Noonan, P Rainey, R Sanson and T Skinner
In Attendance: Chief Executive (P Dougherty), Group Manager Infrastructure (A Louverdis), Group Manager Environmental Management (C Barton), Acting Group Manager Community Services (M Preston-Thomas), Group Manager Corporate Services (N Harrison), Group Manager Strategy and Communications (N McDonald), Team Leader Governance (R Byrne) and Governance Adviser (E Stephenson)
Apologies : Councillor Fulton for lateness
Karakia Timatanga
There was an opening karakia.
1 Apologies
Resolved CL/2020/185 |
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That the Council 1. Receives and accepts an apology from Councillor Fulton for lateness.
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Her Worship the Mayor/Courtney Carried |
2. Confirmation of Order of Business
There was no change to the order of business.
3. Interests
There were no updates to the Interests Register, and no interests with items on the agenda were declared.
4. Public Forum
There was no public forum.
5. Mayor's Report
There was no Mayor’s Report.
Attendance: Councillor Brand entered the meeting at 8.38a.m.
Attendance: Councillor Skinner entered the meeting at 8.39a.m.
6. Exclusion of the Public
Meg Matthews, Cawthron Institute Chair, and Stuart Cooper, Cawthron Institute Chief Commercial Officer, were in attendance for Item 1 of the Confidential agenda - Strategic land funding allocation, to answer questions and, accordingly, the following resolution was required to be passed:
Resolved CL/2020/186 |
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That the Council 1. Confirms, in accordance with sections 48(5) and 48(6) of the Local Government Official Information and Meetings Act 1987, that Meg Matthews, Cawthron Institute Chair, and Stuart Cooper, Cawthron Institute Chief Commercial Officer, remain after the public has been excluded, Item 1 of the Confidential agenda - Strategic land funding allocation, as they have knowledge that will assist the meeting.
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Bowater/Sanson Carried |
Resolved CL/2020/187 |
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That the Council 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: |
Bowater/Sanson Carried |
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 |
Strategic land funding allocation
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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)(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 · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) |
The meeting went into confidential session at 8.39a.m. and resumed in public session at 9.59a.m.
Karakia Whakamutunga
There was a closing karakia.
Restatements
It was resolved while the public was excluded:
1 |
PUBLIC EXCLUDED: Strategic land funding allocation |
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That the Council 7. Agrees that Report (R22521), Attachments (A2538236) and the decision remain confidential at this time. |
There being no further business the meeting ended at 9.59a.m.
Confirmed as a correct record of proceedings:
Chairperson Date
Item 8: Nelson Tasman Business Trust Presentation of Annual Report 2020
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Council 17 December 2020 |
REPORT R22542
Nelson Tasman Business Trust Presentation of Annual Report 2020
1. Purpose of Report
1.1 Sarah Holmes (Manager) and Ian Kearney (Chairperson), from the Nelson Tasman Business Trust, will speak about the Trust’s 2020 Annual Report, (A2540410) attached.
Author: Jessica Bensemann, Nelson Tasman Economic Portfolio Manager
Attachments
Attachment 1: A2540410 Nelson Tasman Business Trust Annual Report ⇩
Item 9: Nelson Regional Development Agency Annual Report 2019/20
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Council 17 December 2020 |
REPORT R21462
Nelson Regional Development Agency Annual Report 2019/20
1. Purpose of Report
1.1 To receive the Nelson Regional Development Agency (NRDA) Annual Report 2019-20.
2. Recommendation
1. Receives the report Nelson Regional Development Agency Annual Report 2019/20 (R21462) and its attachment (A2440411). |
3. Background
3.1 Section 67 of the Local Government Act 2002 requires a Council Controlled Organisation (CCO) to deliver an annual report on its operations to the shareholders within three months after the end of the period. This report was delivered in October 2020 to coincide with the NRDA Annual General Meeting, and was delayed slightly due to the impact of COVID-19. The report must include the information required by the CCO’s Statement of Intent (SOI).
3.2 The NRDA’s annual report for the period ending 30 June 2020 is attached (Attachment 1) and meets the Local Government Act (LGA) and Statement of Intent (SOI) requirements. The Acting Chair, Sara-Jane Weir, and Mark Rawson the Chief Executive Officer (CEO) of the Regional Development Agency will speak at the meeting about the NRDA’s 2020 Annual Report.
4. Discussion
4.1 The NRDA Annual Report 2019-20 reflects the necessary adjustment of NRDA’s work programme in responding to the impact of the COVID-19 pandemic response. The impact of COVID-19 on the global, national and regional economy will be long lasting. The pandemic presents an unprecedented health and economic challenge in terms of business and government policy responses.
4.2 From mid-March 2020, the NRDA swung into response to support businesses in dealing with the uncertainty that the COVID-19 presented. This support was critical as businesses adapted to the changing Alert Levels and the various associated restrictions and requirements from complete business closure, to social distancing, contact tracing, and additional hygiene measures.
4.3 The NRDA took a leadership role alongside the two councils, iwi, business, and the Nelson Tasman Chamber of Commerce to bring together a list of Nelson Tasman “shovel ready” projects. The prioritised list was determined collaboratively and in short timeframes to put forward to central government for funding to support economic stimulus in the region.
4.4 While a high degree of uncertainty remains, it has become apparent that COVID-19 will not be a temporary disruption. Recognising the need for a strategic response, NRDA led the collaboration of Project Kōkiri, the region’s economic response, recovery and regeneration plan. Project Kōkiri sets out an action plan that will guide the NRDA’s work programme over the next 12 months.
4.5 Through Project Kōkiri, the NRDA presented the case for a significant increase in funding to the NRDA in order to deliver the work programme. This includes additional support to businesses to adjust their business models, supporting redeployment of people who lose their jobs due to COVID-19, attracting domestic visitors to Nelson and Tasman, increasing consumption of locally made produce, and a new Destination Management Plan.
4.6 The NRDA, working alongside the Chamber of Commerce, has engaged regularly with business and the wider community to provide updates on the economic situation. Community and business feedback received so far on Project Kōkiri will be incorporated into future updates of the action plan. The NRDA has been successful in securing additional funding from central and local government to deliver the work programme.
4.7 Despite COVID-19, the NRDA has been able to achieve 94% of its Key Performance Measures as set out in the 2019/20 Statement of Intent. This demonstrates the extent to which results were being achieved in the first eight months of the year. NRDA achieved the delivery of a balanced operating budget with an EBITDA (Earnings before Interest Tax Depreciation and Amortisation) of $49,000.
4.8 COVID-19 has significantly altered the economic landscape in Nelson Tasman. The region’s economy has managed to keep momentum during this challenging time, in part due to the ability of the primary industries and other essential services to keep operating throughout. Other sectors, particularly associated with tourism are facing unprecedented uncertainty and risk. All parts of the economy will be affected by ongoing global uncertainty and associated economic downturn.
4.9 Ongoing restrictions to the re-opening of New Zealand’s borders will impact not just tourism, but other industries reliant on skilled migrant labour and demand for goods and services associated with net inward migration. NRDA will need to adjust to respond to these new challenges. The Joint Committee workshop on the 10th November will provide an opportunity to set councils’ economic priorities for the region and provide guidance to NRDA. The collaboration that has been established in the development of Project Kōkiri will provide a foundation for the region’s ongoing economic recovery and regeneration.
Author: Jessica Bensemann, Nelson Tasman Economic Portfolio Manager
Attachments
Attachment 1: A2440411 Nelson Regional Development Agency Annual Report 2019-20 ⇩
Item 10: Events Strategy Implementation Update
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Council 17 December 2020 |
REPORT R22510
Events Strategy Implementation Update
1. Purpose of Report
1.1 To provide an update on the implementation of the Events Strategy for the period 1 July 2019 to 30 June 2020.
2. Recommendation
1. Receives the report Events Strategy Implementation Update (R22510) and its attachment (A2507829). |
3. Background
3.1 Council adopted an Events Strategy in May 2018. The vision is: “Events that strengthen the region and its identity, stimulate a prosperous, vibrant and engaged community and deliver value at the right time”. Officers report to Council twice a year on the implementation of the Strategy including event funding, event evaluation, venue provision, associated services (e.g. publicity, traffic management plans) and opportunities to improve the effectiveness of Council event funding. This is the second report, and due to the interruption of COVID-19, covers the period from 1 July 2019 to 30 June 2020. This report has been prepared with input from the Nelson Regional Development Agency.
3.2 At the Annual Plan Deliberations meeting on 3 June 2020, Council resolved to adjust funding to some event organisers to enable flexibility of expenditure across 2019/20 and 2020/21. Council also approved increased flexibility for the Events Fund in order to support economic recovery in the region.
3.3 This report evaluates how the five objectives of the Event Strategy are being achieved. The objectives are:
3.3.1 Measurable economic outcomes for Nelson city;
3.3.2 Promotion of wellbeing and cohesion of the local community;
3.3.3 A rich events calendar which maximises opportunities throughout the year;
3.3.4 An events programme that attracts visitors to Nelson and gives the local community a sense of pride in being “Nelsonian”; and
3.3.5 A healthy partnership between the events sector, the community and Nelson City Council.
3.4 Events delivered with support from Council funding cover a range of themes including sport, music, culture, arts and heritage. Collectively the events contribute towards the four aspects of wellbeing (economic, social, cultural and environmental). Performance of the event portfolio is covered in more detail in the following sections.
3.5 Events in Nelson are delivered through a range of mechanisms as outlined in the diagram below. Each category of event has a different level of Council funding, involvement and management. A full list of Council funded events that took place in 2019/20 is provided in Attachment One (A2507829).
3.6 Event delivery is managed either through the Council’s internal events team or through event organisers. The Nelson Regional Development Agency (NRDA) oversees the contestable Events Fund. Information about the Events Fund is advertised on the NRDA and Council websites. Decisions regarding fund allocation are made by the Events Development Committee which comprises Council and NRDA officers. Guidelines for assessment are set out in the Events Strategy.
3.7 The total 2019/20 Council event expenditure was approximately $1.69 million. This covers the Events Fund, and a range of Council/civic and partnership events. The figures in the table below do not align directly with the budgets reported in Attachment One due to the multi-year funding of some events, and because some events are funded and then occur in the following year. Similarly the allocation is higher than the budget, as some events are allocated funding for multiple years.
3.8 Events Fund financials for 2019/20 are set out in the table below.
2019/20 Funding |
Budget |
Allocation |
Expenditure |
Events Fund (Economic) |
$299,762 |
$369,500 (16 events) |
$288,946 |
Events Fund (Community |
$76,650 |
$104,000 (13 events) |
$55,256 |
Total Events Fund |
$376,412 |
$473,500 (29 events) |
$344,202 |
Venue Hire Fund |
$30,000 |
$24,363 (9 events) |
$16,062 |
3.9 A new Venue Hire Fund was introduced in 2019/20 to support events booking Council venues, and the Events Development Committee received applications for this fund from November. Many of these would not have booked a Council venue or been held in Nelson City without this assistance.
3.10 NRDA and Council requested funding for cancelled events to be returned or deferred to the 2020/21 financial year for annual recurring events. However due to the timing of COVID-19 restrictions, for some events a portion of funding had already been spent and was unable to be recouped. Each event was managed on a case by case basis.
3.11 Every second year, which was the 2019/20 year, $50,000 from the Events Fund is pre-allocated to the Te Ramaroa (previously Light Nelson). This is in addition to $50,000 they are allocated from Council budgets every year.
4. Discussion
4.1 This report provides analysis of how Events Strategy implementation is being achieved. The objectives of the Events Strategy are interconnected and most Council funded events do contribute towards a number of objectives. This report also considers general aspects that contribute towards the Events Strategy such as capacity and capability of event organisers and their partnership with Council, the range and quality of venues available, and how well events are received within the community.
Rich Events Calendar
4.2 This objective looks to ensure that Nelson has a good range and balance of events throughout the year. For events targeting economic benefits, the goal is to spread events into the “off season” months of March through to November. This is to encourage a good level of attendance at each event and also to attract visitors to Nelson outside of the peak summer months.
4.3 Council funded and delivered events are currently more concentrated in summer months with a suite of Summer Festival events, NYE Countdown, Christmas events, Opera in the Park, and the Cricket ODI occurring in December to February. In some instances this is because the event is associated with the summer season such as cricket and Christmas. There is a recognised need for fewer summer events and for some to be spread into off-season months. Council is in the process of rectifying this imbalance with a new range of winter festival events through the Ngā Toi Huatau programme and the 4 Lanes Festival (more information in Partnership section).
4.4 One of the guiding principles for the economic allocation of the Events Fund is that events supported should where possible be held in the off season months. This is achieved for most events except those that are associated with summer such as the Cricket ODI and Beach Volleyball tournament. The Adam Chamber Music Festival is a long standing event held in February that draws an audience from across New Zealand and has historically been timed to encourage northern hemisphere performers to come to New Zealand during their winter months.
New Years Eve Countdown 2020
Economic Value
4.5 Economic return is primarily expected to be delivered through economic events funded under the Events Fund. Each application is assessed against a number of criteria including the projected economic return. Council has a target for return on investment under the Events Strategy of 10:1. A return on investment (ROI) of 31:1 was achieved across the Events Fund, not including three sporting events which had extremely high ROIs due to relatively low investment and high attendee numbers which would have distorted the overall result.
4.6 Events funded under the economic allocation of the Events Fund are generally high profile and look to target out of town visitors, encouraging additional spending in the hospitality and retail sectors. It is estimated that over 20,000 visitors came to Nelson to attend events funded under the Events Fund in 2019/20.
4.7 Major sporting events include the International T20 BlackCaps vs. England in November 2019, Super Club Netball, Super Rugby Crusaders vs. Warratahs in February, Aorere Enduro and Nelson Super Slam Beach Volleyball. Other events with a focus on attracting people from outside the region to come to Nelson include the New Zealand Cider Festival, Marchfest and Nelson City Street Hop. Some Events Fund events were postponed or cancelled due to COVID-19 including the Nelson Festival of Golf and the Summer Challenge.
4.8 Securing future domestic sporting events including one-off major events and tournaments will be important to maintain economic returns as border closures prohibit international events. Equally domestic business events such as conferences will be an increasingly important part of the event portfolio in Nelson Tasman. Currently businesses are involved in events through sponsorship or city centre activations associated with major events. The NRDA is working with event organisers to engage our local businesses in our events calendar, and to leverage events as an opportunity to profile our innovative business community. This is to ensure that local industry is benefiting as much as possible from events. This includes looking to organise complementary events such as industry conferences alongside Marchfest or the New Zealand Cider Festival.
Sense of Identity
4.9 The portfolio of events draws upon all aspects of our regional identity framework. Many of the sporting and summer events make the most of our natural landscapes including Tahunanui beach, mountain bike parks, and the sea. Events provide an opportunity to leverage off Council venues such as Trafalgar Park, Trafalgar Centre, Founders Park, Isel Park, and Saxton Oval. There is an opportunity to have more events that make the most of the waterfront.
4.10 Several events celebrate the diversity of our population such as the Latin American Spanish Film Festival, International KaiFest, and Race Unity Day. Most of these events are run by community organisations and invite residents to get to know more about Nelson’s multiculturalism through art, film, music and food. There is an opportunity to co-design more events with our regional iwi.
4.11 Our heritage, artists and artisans are celebrated through events such as the Heritage Festival, Nelson Fringe Festival, Nelson Arts Festival, and Lantern Festival.
Tahunanui Summer Sounds, January 2020
Community Wellbeing
4.12 Many of the events that receive funding from Council are designed and delivered by the local community for the local community. Many Council events are put on for the community for free or at highly subsidised rates. All Council delivered events including Opera in the Park, NYE Countdown, and the 4 Lanes festival employ local artists and crew. Council funded youth events are co-designed in collaboration with the Youth Council.
4.13 The events portfolio is diverse in order to provide an opportunity to appeal across the interests of our community. This includes providing all-ages friendly events, multi-cultural events, and at locations throughout Nelson such as Victory, Stoke, the Wood, Fairfield and Founders Park, Sir Stanley Whitehead Park, Tahunanui Beach and the city centre.
4.14 As part of receiving Council funding, events must demonstrate compliance with a range of Council policies such as health and safety, smoke-free, no promotion of sugary drinks, encouraging a diversity of health food options, and encouraging zero/low waste.
4.15 Council and NRDA now request COVID-19 plans from all event organisers and the sign off of these from Council H&S officers is required before their final sponsorship payment is made.
4.16 Additional analysis is needed on how events can attempt to encourage more environmentally friendly behaviour in a way that is accessible and inviting to the community and event organisers. Ongoing consideration is required to ensure that the events portfolio is inclusive and meets the needs of the diverse population of Nelson.
Partnership
4.17 Some 18 months ago, Council set up an informal forum called the “City Centre Events hui”. The purpose of this forum is to bring together event organisers to share challenges, solutions and plans affecting events in the city centre. Regular attendees include Te Ramaroa, the Nelson Arts Festival, the Nelson Fringe Festival, Nelson Centre of Musical Arts (NCMA), the Museum, NRDA, NMIT, CLM (company that managers NCC venues), Arts Council Nelson, the Theatre Royal and Uniquely Nelson.
4.18 COVID-19 has heightened risk for the events sector with increased uncertainty as to whether or not events will be able to go ahead if New Zealand moves up alert levels again. It has also brought the event community together and strengthened the partnership with Council. The “City Centre Events Hui” now meet frequently over Zoom and has been important for those involved to share challenges, avoid conflicting events, and create collaborative solutions for the future.
4.19 An outcome of these hui was that the local arts and event sector investigated the possibility of making events virtual while preparing to adapt to changing alert levels. The successful delivery of the Nelson Fringe Festival online was a testament to the hard work and adaptability shown by event organisers. This forum has led to the initiation of a one-day Events Hui planned for April 2021. This will bring together a broader group involved in event design and delivery including event organisers, Environment Inspections Limited (EIL), NRDA etc. The day will look to further strengthen the relationship of the event organisation sector in the region and cover topics such as waste minimisation, communications, and audience attraction.
4.20 Over the lockdown period, Council worked with a range of partners including Te Ramaroa, NRDA, Uniquely Nelson, Arts Council Nelson, Nelson Arts Festival, MakeShift Spaces, NCMA, Nelson Fringe Festival, and the Theatre Royal to bring together a calendar of winter events under the marketing umbrella of Ngā Toi Huatau – The Seasonal Arts. This programme started with Matariki in July and ended with the Arts Festival in October 2020. This programme will continue in 2021 as well, with the inclusion of the 4 Lanes Festival.
4.21 There is potential for events to be delivered in partnership with Tasman District Council (TDC) and Marlborough District Council (MDC), however limited events funding in these councils constrains the ability for this to occur. Currently the only jointly delivered major event with TDC is Summer Movies, although the Summer Events guide and It’sOn website are produced in collaboration. An example of how this could work include the Arts Festival expanding to Marlborough (funded by MDC) which would increase awareness of the Nelson Arts Festival Brand. This would be funded by MDC. Nelson City and Tasman District councils work together on the Saxton Field Committee that delivers joint sports events.
4.22 Through the Cultural Council, Council and iwi partner on events such as Kai Fest, Kapa Haka and official welcomes. As mentioned above, there is scope to work more closely with iwi to co-design future events.
Challenges and opportunities
Attendance and capacity
4.23 Results from the Residents Survey indicate that the proportion of residents attending a range of Council funded events is tracking downward. The Residents Survey only tracks long established events such as Summer Events, Opera in the Park, Mask Parade and Nelson Arts Festival events. Just over half of residents surveyed reported attending any of the events listed in the survey. In spite of this result, reported attendance at the majority of Council funded events continues to be strong. This could suggest that there has been an increasing proportion of out of town visitors to events. Officers are investigating alternative performance measurement options for events and these will included in the LTP 2021-2031.
4.24 Attendance at events is impacted by a number of factors including weather (for outdoor events), ability to reach the target market, and inclusion of stand-out attractions such as international artists.
4.25 Capacity of venues is an issue for Nelson with many event venues not set up for large crowds with multi-use venues such as Trafalgar Park, Trafalgar Centre and Founders Park not currently able to fulfil their potential. Often temporary structures are needed, and this decreases the ability to hold all-weather events. Specialised venues such as the Theatre Royal, NCMA, and the Suter Art Gallery are well set up and utilised.
4.26 Trafalgar Centre was initially designed as a sports centre but has been repurposed to host a greater variety of events genres such as conferences and music events. Trafalgar Centre has been successful in hosting a range of theatre, comedy, and music events including Bay Dreams, Kapa Haka competitions, and Billy Connelly.
4.27 With the exception of Rutherford Hotel, Nelson does not have a large-scale multi-space conference venue. Nelson has struggled to market the Trafalgar Centre to professional conference organisers. The NRDA has noted five recent occasions where professional conference organisers have not been able to host in Nelson due to a lack of a suitable venue. There is an opportunity for Nelson to market itself as a region for boutique conferences of 80-100 people associated with particular industries that are strong here such as the blue economy and horticulture.
4.28 Due to the closure of the Refinery, Nelson is also temporarily lacking a “black box” theatre that could host 50-80 people and is suitable for community based performances.
Vitality of event portfolio, future funding and online platforms
4.29 Some events have been running for a long period of time. Once established it is difficult to decrease or cease funding to a particular event that has strong community support or is in decline. One of the guiding principles of the Events Fund is that events should have a pathway to sustainability and an exit point at which Events Fund support is no longer required.
4.30 There is an opportunity to rejuvenate some events to make sure they are best meeting Council objectives. There is also the intention to bring some new events into the portfolio. This could include examples such as the Manaakitanga Festival (a festival focused on community and climate change). Contingent on budget approval, an in-depth review process is expected to be underway in year one of the LTP following an internal assessment. The objective of this review will be to provide a set of strategic recommendations on the future of existing Council managed community events. This will include whether there are long-standing events that require reconsideration of ongoing funding, especially if there are other new events that could be funded instead. A report on the conclusions of this review would go to Community and Recreation Committee in mid-2021.
4.31 Many events that provide community outcomes struggle to secure other sources of funding. Other competitive sources for events funding do exist including Rata Foundation, Pub Charities, and Pelorus Trust.
4.32 The Top of the South region has been allocated $1.5 million over four years from the MBIE Tourism Recovery package to support the industry recover from the impact from the COVID-19 pandemic. Funding will be distributed based on an Investment Plan that the region will develop. Council will be represented on the Regional Investment Panel that determines the proposed Investment Plan to submit for funding. Funding can be spent on any type of new or existing event (sporting, cultural, entertainment, food, business). It can also support capability building and strategy development (such as hiring a person to support events development).
4.33 The NRDA digital channels continue to prove their worth as a tool for supporting and promoting events. The It’sOn website underwent review with comprehensive stakeholder engagement across the events community and both councils. The It’sOn website attracted 85,000 unique users over the last year proving its popularity. The site is however requiring an upgrade and investment to provide additional functionality and value to users, both councils and the NRDA. A final report including recommendations and proposed budget has been prepared by the NRDA. Opportunities to seek funding to upgrade the website are being explored under Project Kōkiri.
4.34 The NRDA continues to work with event organisers to maximise their marketing reach, organiser satisfaction and attendee experiences. A full suite of support services for event organisers has been developed.
5. Conclusion
5.1 The current portfolio of events has served Nelson well in providing a diverse, well attended range of events that reflect the identity of Nelson’s community. Events Strategy objectives are largely being met, however this report has identified some areas for continuous improvement. A recognition of the need to keep events fresh and relevant has led to a proposed strategic review of the portfolio. Council is reviewing existing events and assessing their level of relevance to remain engaged with the community.
5.2 The advent of COVID-19 in 2020 presented a number of challenges to the events community including a number of cancellations, uncertainty of Alert Levels, and a lack of access to international performers and visitors. The sector has responded through adapting delivery including the use of online platforms.
5.3 The contestable funds are working well, with sufficient applications to provide a degree of innovation and spread across a range of event size and themes. These funds provide a useful tool to support community initiated events on an ongoing basis.
Author: Jessica Bensemann, Nelson Tasman Economic Portfolio Manager
Attachments
Attachment 1: A2507829 Event funding allocation and attendance 2019-20 ⇩
Item 11: Annual Report 2019/20
|
Council 17 December 2020 |
REPORT R21496
Annual Report 2019/20
1. Purpose of Report
1.1 To adopt the Annual Report for the year ending 30 June 2020 in accordance with section 98 of the Local Government Act 2002.
2. Summary
2.1 The Local Government Act 2002 usually requires Council to adopt the final Annual Report within four months of the end of the financial year (31 October). However, due to the impact of COVID-19 central government has amended this legislation to give an extension. Under the COVID-19 Response (Further Management Measures) Legislation Bill (No 2), the new dates for local authorities to meet reporting timeframes are 30 November 2020 for council controlled organisations, and 31 December 2020 for councils. The extension will be repealed on 1 February 2021.
2.2 Council’s Annual Report 2019/20 was completed in October and was scheduled to be adopted on 12 November 2020. However, due to the increased workload resulting from COVID-19, Audit New Zealand needed to utilise the extended timeframe to provide its draft opinion on the Report.
2.3 Audit has now completed its review and an unmodified audit report is expected. Council staff received minor change requests to the financials from Audit as this agenda was being prepared, therefore the Annual Report document will be distributed separately. Further minor editorial adjustments may be required as part of the final proofing process. A designed version of the Annual Report for publication will be tabled at the meeting.
2.4 The Annual Report 2019/20 presents a positive picture of the financial performance of the Council over the previous year. Council recorded an accounting surplus before revaluations for the year ended 30 June 2020 of $7.2 million which was $8.7 million less than budget. The surplus was $5.2 million for the 2018/19 financial year. Borrowings net of cash and deposits were $100.9 million, compared to a budget of $94.1 million.
Recommendation
1. Receives the report Annual Report 2019/20 (R21496) and its attachments (Axxxxx and A2511432); and 2. Adopts the Annual Report for the year ended 30 June 2020 (Axxxxx) in accordance with s98 of the Local Government Act 2002; and 3. Receives the draft Audit New Zealand Opinion (A2511432); and 4. Delegates the Mayor and Chief Executive authority to approve minor editorial changes to the Annual Report 2019/20 (Axxxxx), as necessary. |
3. Background
3.1 The purpose of the Annual Report is to compare the actual activities and performance of the local authority with those set out in the applicable Long Term Plan or Annual Plan (the Annual Report 2019/20 compares performance against the 2019/20 Annual Plan). It also aims to promote the local authority’s accountability to the community for the decisions made throughout the year. An Annual Report is required under section 98 of the Local Government Act 2002.
3.2 Audit New Zealand commenced auditing of the draft Annual Report 2019/20 on 7 September 2020 and concluded their work in December 2020.
3.3 The Annual Report includes both the parent (Nelson City Council) and the Nelson City Council Group – which consists of Nelson City Council, its subsidiaries (Nelmac Limited, Nelson Civic Trust, Bishop Suter Trust, Nelson Regional Development Agency) and its associates and joint ventures.
3.4 As Council does not have a controlling interest in its associates (Nelson Airport Limited, Tasman Bays Heritage Trust and Port Nelson Limited) these are equity accounted. Nelson Regional Sewerage Business Unit, Nelson Tasman Regional Landfill Business Unit, and Nelson Tasman Combined Civil Defence organisation are proportionately consolidated as these are not separate legal entities. Further detail of the accounting treatment is included in Note 1 to the accounts.
3.5 The Draft Annual Report 2019/20 was presented to the Audit and Risk Subcommittee on 17 September 2020 where the Subcommittee had an opportunity to ask questions.
4. Discussion
Highlights for 2019/20
4.1 Council maintained essential services during the COVID-19 lockdown – rubbish and recycling continued to be collected, and potable water, wastewater, roading maintenance, and public transport services were provided. The organisation adapted quickly, with over 270 staff immediately transitioning to working from home, and Council meetings moving online. Council supported the community with a range of responses, including rates payment plans, rental relief for its lease and license holders, the establishment of an Emergency Fund for community organisations, and the temporary suspension of parking charges.
4.2 Infrastructure highlights for the year included the introduction of Pay-by-Plate parking meters in the city centre, installation of the new Saltwater Creek Bridge, and major watermain and sewer upgrades. 16.3 kilometres of road were resurfaced, including the Trafalgar Street Bridge, adding 30 years to its expected life. 706 metres of footpath were renewed, and 426 metres were added to the network.
4.3 The draft Stoke Stormwater Strategy was completed, flood protection works continued at Saxton Creek and Poormans Stream, and river flood models were updated.
4.4 Council finalised an upgrade of the electronic bus ticketing system in 2019/20, introducing the Bee Card in August 2020. Bus users pay a lower fare with the Bee Card than by using cash, and this will help make travelling by bus a more appealing and accessible option for many people. It will also allow us to gather patronage data essential for good future planning.
4.5 Council adopted the Joint Waste Management and Minimisation Plan with Tasman District Council in September 2019, and set a target of 10% waste reduction per capita by 2030. There was a 2.3% reduction in waste to landfill per capita between 2018/19 and 2019/20, which shows improvements to waste diversion and recycling.
4.6 Air quality did not exceed the limits of the National Environmental Standards for the first time since monitoring began in 2001, which is a reflection of the community and Council’s work in this area.
4.7 The Environmental Grants Scheme was introduced to support groups and individuals working to improve the health of Nelson’s natural environment, and has received great feedback. A total of $314,000 in grants were awarded to 61 groups or individuals.
4.8 Council delivered Year One of the Sustainable Land Management Programme (2019-2023), funded by the Ministry for Primary Industry’s Hill Country Erosion Fund.
4.9 Council adopted the City Centre Programme Plan in September 2019, and commenced a refresh of the City Centre Spatial Plan. Upper Trafalgar Street was declared a permanent pedestrian zone in August 2019, and tactical urbanism elements installed in the area have proved popular with the public.
4.10 The Nelson Tasman Future Development Strategy was adopted to guide how we best manage growth in our region for the long-term benefit of the community and the environment.
4.11 In the 2020 Residents’ Survey, 54% of respondents reported being ‘satisfied’ or ‘very satisfied’ with opportunities to provide feedback to inform Council’s decision making in their community. This is a significant increase from 44% in 2019. Nearly two-thirds (63%) of residents surveyed reported being satisfied with Council’s performance overall, which is an increase from 55% in the previous year.
Non-financial performance
4.12 Council measures its non-financial success against performance measures that are set through the Long Term Plan. The Long Term Plan 2018-28 established 80 performance measures across Council’s 11 activity areas. The measures are recorded as ‘achieved’, ‘not achieved’, or ‘not measured’ (where insufficient data is available to determine a result) at the end of each year.
2019/20 Results
4.13 Council’s non-financial performance was that 66.25% of measures were achieved in 2019/20 which, although less than the 71% achieved in 2018/19, also reflects the impact of the COVID-19 lockdown. Fifty-three performance measures were achieved (66.25%), 21 not achieved (26.25%), and 6 not measured (7.5%).
4.14 Disruptions from the COVID-19 pandemic had a significant impact on target achievement this year – if the 15 measures that could not be achieved as a consequence of COVID-19 are removed, then Council’s achievement level increases to 83.1% (54 out of 65). See ‘Impact of COVID-19 on Council’ on page 8 of the Annual Report for more detail.
Changes since the end of year reports to committees
4.15 There are variations in the performance measure results since they were presented in the end of year reports to committees, as new data has become available and some corrections have been made. The Governance and Finance end of year report (27 August) reported a preliminary result of 63.7% achieved in 2019/20, and the Draft Annual Report presented to the Audit and Risk Subcommittee (17 September) stated 66.3%. Changes are detailed below by activity:
4.15.1 Transport
The transport activity measure for number of crashes resulting in death or serious injury has changed from not achieved to achieved, as data from an incorrect time period was mistakenly used for the Infrastructure end of year report. There were nine crashes which resulted in death or serious injury in 2019/20, which is less than the 13 in 2018/19.
4.15.2 Water Supply
Information has now been received which confirms that two water targets previously listed as not measured were achieved – these were for water demand per person and real (‘unaccountable’) water loss.
4.15.3 Solid Waste
The measure “maintain or decrease the amount of waste (kg) per capita to landfill, per year” was reported as not achieved in the Infrastructure end of year report. The calculation for the amount of waste per resident has since been revised to bring it in line with the Joint Waste Management and Minimisation Plan, and the target has been achieved. Calculations now exclude material such as contaminated soils and water treatment sludge. Nelson and Tasman councils both use the same calculation, which provides region wide accuracy. Under the new calculation the 2018/19 year total was 578kg of waste per capita, and in 2019/20 it was 565kg per capita. This is a 2.3% reduction, which reflects better waste diversion and recycling.
4.15.4 Parks and Active Recreation
No opportunity arose to include a te reo Māori name in a reserve sign in 2019/20, as no signs were added or renewed. This target was changed from ‘achieved’ to ‘not measured’ on Audit’s advice.
4.15.5 Economic
Data from the latest Infometrics report has now become available, resulting in three economic targets which could not previously be reported on not being achieved. These results were also affected by COVID-19.
Areas of non-performance
4.16 A high proportion of social and economic performance measures were not achieved this year. This is primarily due to the negative impacts of COVID-19 on tourism, events, visitor numbers to major facilities, and the local economy, which Council could not influence. In the transport activity, bus patronage also declined from the previous year due to the disruption, and a footpath condition survey could not be undertaken due to lockdown restrictions. More detail on these is provided in the Annual Report.
4.17 As described in the 2018/19 Annual Report, four measures in the environment activity cannot be reported on, as Council's reporting systems are not currently at a level that enables the results to be 100% verified.
4.18 A review of Council’s performance measures is currently underway, with the aim of identifying non-mandatory measures which are difficult to measure, do not contribute to a ‘big picture’ view of Council achievement, or measure factors which Council cannot directly influence. Suggested changes to the measures will be presented to Council as part of the Long Term Plan 2021-31 process.
Audit Report
4.19 Audit New Zealand is expected to issue a final unmodified audit report with an emphasis of matter paragraph in relation to the sensitive impairment testing carried out by Port Nelson, in addition to the emphasis of matter paragraph in relation to COVID-19. The current audit report (attachment two) is a draft as Council needs to adopt the Annual Report first, and the page numbers referred to in the opinion will then be updated to match the final designed version. The final audit report will be issued once the Annual Report is adopted, and the printed version prepared.
Surplus
4.20 The Annual Report shows that Council recorded a net surplus before revaluations for the year ended 30 June 2020 of $7.2 million which was $8.7 million less than budget. The surplus was $5.2 million for the 2018/19 financial year. The reasons for this variance are mainly due to:
4.20.1 Development and subdivision reserve contributions better than budget ($489,000).
4.20.2 Vested assets less than budget ($4.6 million). Vested assets represent assets transferred to Council by developers. The timing of vested asset receipts is dependent on the development cycle of individual developers.
4.20.3 Dividend income (ordinary and special dividends) being $554,000 less than budget.
4.20.4 Other Expenses over budget by $3.0 million.
· The Nelson Tasman Regional Landfill Business Unit has recorded after-care provision costs to provide for future landfill closure costs ($1.4 million over budget). This is offset by the Emissions Trading Scheme Levy being underspent by $514,000.
· Unbudgeted recycling costs of $258,000 were also incurred to cater for changing international recycling commodity markets, Council needed to subsidise this - this was outside Council’s control. As of 1 July 2020 Council and the contractor now use a shared risk approach.
· The Building Consent and Resource Consent activities reported under budget income of $121,000 and $41,000 respectively. Resource consent expenditure was over budget by $431,000, reflecting contractor and external expert service costs.
· Unbudgeted building claims expenditure of $690,000 has been recorded in the current financial year.
Other comprehensive income
4.21 The infrastructure revaluation is $130.6 million - $86.7 million more than the budget of $43.9 million. This year is the full external revaluation (with an indexing revaluation in the previous financial year) which occurs every second year and has seen a large increase in unit pricing across the three waters assets. The revaluation was internally reviewed in detail, externally reviewed by WSP Global and peer reviewed by Marsh Limited.
4.22 It should be noted that the word “surplus” is an accounting term, and is different from the rating surplus which is referred to in paragraph section below titled Rating Surplus. The accounting surplus includes capital items such as roading subsidies and other grants related to capital projects, development contributions, revaluations and vested assets which are required to be treated as income for accounting purposes.
4.23 It also includes unbudgeted expenditure such as abandoned assets, impairments and losses on disposal relating to Council’s $1.7 billion of fixed assets.
Rating Deficit
4.24 The rates deficit is $1.7 million. A rates deficit of $683,000 had been expected for 2019/20.
4.25 Ordinary dividend income was under budget by $934,000.
4.26 The Building Consent and Resource Consent activities reported under budget income of $121,000 and $41,000 respectively. Resource consent expenditure was over budget by $431,000, reflecting contractor and external expert service costs. These activities were less impacted by COVID-19 in the last quarter than earlier thought.
4.27 Rent relief was provided across the city, resulting in lease income being $241,000 less than budget. This is close to what was estimated in a report to Council on the impacts of COVID-19 on 9 April 2020 ($235,000).
4.28 Parking meter income and enforcement charges were suspended during the COVID-19 lockdown, contributing $254,000 to the total rates deficit. Officers estimated the impact in the 9 April report to be $322,000.
4.29 Contract and programmed maintenance costs were under budget, in particular in the Parks and Active Recreation activity, reflecting delays and work stoppages during the COVID-19 lockdown.
4.30 There was a total of $325,000 contractor costs capitalised during the year relating to COVID-19 which Audit New Zealand required to be expensed rather than capitalised, adding $93,000 to the rating deficit (the remaining balance was in closed accounts).
Variances to budget
4.31 Please see Note 40 “Explanation of major variances against budget” to the financial statements for major variances.
External Debt
4.32 The Council’s external borrowings as at 30 June 2020 were $100.9 million, which is $6.7 million more than budgeted. In 2019/20 Council undertook to pre-fund $10 million of debt due to mature in July 2020 in order to take advantage of favourable interest rate margins at the time. There is an offsetting term deposit in place to match the pre-funding.
4.33 As at 30 June 2020 Council’s borrowings, net of deposits and cash were $83.8 million compared to the budget of $91.7 million (and $85.6 million at 30 June 2019).
Financial prudence results
4.34 Council is required to include information on financial performance in relation to various benchmarks in the annual report. Council does not meet the Debt Control Benchmark - Council’s actual net debt ($68 million) as a proportion of planned net debt ($64 million). For the Debt Control Benchmark, net debt means financial liabilities less financial assets (excluding trade and other receivables). This is largely driven by a higher derivatives revaluation liability than was budgeted ($7.3 million).
4.35 A summary of the information found on pages 103 to 110 in the Annual Report is included in the following table:
Measure |
Result |
Benchmark |
|
Rates (income) affordability |
$77.3m |
< $105m |
Achieved |
Rates (increases) affordability |
4.2% |
< 4.3% |
Achieved |
Balanced budget (revenue:expenditure) |
105% |
≥ 100% |
Achieved |
Debt affordability (% of revenue) |
67% |
≤ 150% |
Achieved |
Essential services (capital expenditure:depreciation) |
139% |
≥ 100% |
Achieved |
Debt servicing (interest:revenue) |
3.36% |
≤ 10% |
Achieved |
Debt control (actual:budget) |
106% |
≤ 100% |
Not Achieved |
Operational control (actual:budget net cashflow from operations) |
100% |
≥ 100% |
Achieved |
Material differences from draft Annual Report
4.36 The draft Annual Report went to the Audit and Risk Subcommittee on 17 September. Since that time, the audit has been completed.
4.37 There have been some minor changes to the results in the statement of comprehensive revenue and expense and in the balance sheet (and associated notes). Performance measure results have also been updated as outlined earlier in this report.
4.38 Following Audit New Zealand Technical Team guidance, there was a prior year adjustment made in relation to the Group’s investment in Nelson Airport. This resulted in a reduction in the Group investment in the Airport of $17.8 million reflected in the Statements of Financial Position and a reduction to the Statements of changes in equity of $17.8 million. This adjustment will be included in the final version following review by Audit NZ.
5. Options
5.1 Option 1 is the recommended option.
Option 1: Adopt the Annual Report 2019/20 and accept the supporting recommendations |
|
Advantages |
· Meets statutory timeframes. · Allows timely production and distribution of the Annual Report. |
Risks and Disadvantages |
· There will be no further opportunity for Council to review any minor amendments prior to publishing. |
Option 2: Not accept the recommendations |
|
Advantages |
· None. |
Risks and Disadvantages |
· Adoption of the Annual Report will not meet statutory timeframes. · The Annual Report will not be available to the public in a timely manner. · Not meeting statutory timeframes may be a consideration by Standard and Poor’s for the Council credit rating. |
6. Conclusion
6.1 It is recommended that Council adopt the Annual Report for the 2019/20 year.
7. Next Steps
7.1 Following adoption by Council the Annual Report will be made available online, as well as at Council’s public libraries and the Customer Service Centre. A designed and formatted version will made available to the public. An article on the Annual Report will be included in an upcoming edition of Our Nelson.
7.2 Council is required to make publicly available a summary of the information contained in the Annual Report within one month of its adoption. An audited Summary Annual Report 2019/20 will be made available online, as well as at Council’s public libraries and the Customer Service Centre.
Author: Nicky McDonald, Group Manager Strategy and Communications
Attachments
Attachment 1: Axxxxxx - Annual Report 2019/20 – to be distributed separately ⇩
Attachment 2: A2511432 - Draft Audit opinion - Annual Report 2019/20 - 5Nov2020 ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government The Annual Report is Council’s major accountability document and is required under s98 of the Local Government Act. |
2. Consistency with Community Outcomes and Council Policy The decision to adopt the Annual Report aligns with the following community outcome: Our Council provides leadership and fosters partnerships, a regional perspective and community engagement. |
3. Risk The adoption of the Annual Report carries little risk as it is a procedural matter required under legislation. There is a risk that if Council delays and does not adopt the Annual Report by 31 December Council would be mentioned in the Office of the Auditor General’s report to Parliament as not meeting the statutory deadline. |
4. Financial impact There is no immediate financial impact from this decision. If Council does not adopt the Annual Report before the statutory deadline of 31 December 2020 it may be a consideration for Standard and Poor’s in its annual credit rating assessment. The Annual Report itself outlines the financial position of Council at the end of the 2019/20 financial year. |
5. Degree of significance and level of engagement This decision is of low significance and does not require engagement. The Annual Report, once adopted, will be made available for the public to view and a summary of the Annual Report will also be prepared. |
6. Climate Impact The Annual Report reports on work in 2019/20 that Council carried out in response to the issue of climate change. |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report. |
8. Delegations The adoption of the Annual Report is a decision of Council. |
Item 11: Annual Report 2019/20: Attachment 1
Placeholder for Attachment 1
Annual Report 2019/20
Axxxxxx - Annual Report 2019/20
Item 12: Significance and Engagement Policy
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Council 17 December 2020 |
REPORT R20322
Significance and Engagement Policy
1. Purpose of Report
1.1 To adopt the amended Significance and Engagement Policy.
2. Summary
2.1 As part of the Long Term Plan 2021-2031 process, staff, with input from a Council workshop, have reviewed the Significance and Engagement Policy (the Policy) and recommend amendments to clarify and strengthen sections of the Policy.
3. Recommendation
1. Receives the report Significance and Engagement Policy (R20322) and its attachment (A2467030); and 2. Agrees that public consultation on the proposed amendments is not required because the proposed amendments are minor changes which clarify existing Council engagement processes; and 3. Adopts the amended Significance and Engagement Policy (A2467030). |
4. Background
4.1 Council prepared and adopted a Significance and Engagement Policy in 2015, ahead of the Long Term Plan 2015-25. The Policy sets out how Council will engage with the community on issues in relation to the issue’s level of significance.
4.2 Section 76AA of the Local Government Act 2002 (the Act) requires Council to have a Significance and Engagement Policy. It allows for amendments from time to time and the Act does not set a statutory period for review.
4.3 The Policy was amended in 2016 to remove references to legislation that requires consultation to follow a Special Consultative Procedure, as this could have become outdated with legislative changes. The Policy was also amended in 2017 to correct a reference to the Act and again in 2019 to remove Community Housing from the Appendix of Strategic Assets.
4.4 Elected members were given the opportunity to comment on the Policy at a Governance and Finance Committee workshop on 27 August 2020. Elected Members had the opportunity to submit recommendations or comments via email after the workshop.
4.5 A summary of the Policy must be included in the Long Term Plan. Undertaking a review now allows for the amended Policy to be summarised in the 2021-2031 LTP.
5. Discussion
Proposed Changes
5.1 All the proposed changes are presented as track changes in red in Appendix 1 (A2467030). Note all changes are amendments or additions, with no proposed deletions from the Policy, with the exception of the updates to the Engagement with Iwi section, as outlined in 5.6 of this report.
Additional criteria for determining significance
5.2 There are two proposed changes to determining significance:
5.2.1 Clarifying the ‘past history’ criteria to reflect that history of an issue and expectation of the issue generating wide public interest, are different and should be considered as such.
5.2.2 Adding ‘impact on Council’s financial capacity and capability.’ This is to enable Council to consider the capital or operational expenditure impacts of a proposed decision as a matter of significance.
Assessing Significance against Criteria table amended
5.3 In terms of Local Government practice, significance is determined on a spectrum from low to high significance. A new moderate column has been added to demonstrate that assessment is based on a spectrum model. The moderate column provides examples of levels of significance compared to high or low.
New table highlighting engagement and significance added
5.4 This new table (6.0 in the amended policy) highlights the spectrum nature of significance and explains the desired outcome at different levels of significance.
5.5 The table also shows the types of engagement Council may use. As Council may use different methods of engagement, the table does not make the link for each level of engagement. Doing so may create an expectation only certain types of engagement can be used at different levels.
Clarification of engagement with Māori
5.6 The Māori engagement section of the Policy has been rewritten to reflect the Council’s intention to strengthen engagement with Māori and iwi. The policy reflects current practice and outlines Council’s intentions. This policy does not contain the same level of detail regrading iwi engagement as more specific documents hold such as the Partnership Agreement between Ngā Iwi o Whakatū and NCC that reviews the current Memorandum of Understanding between Ngā Iwi o Whakatū and NCC.
5.7 The previous version only listed the Te Tau Ihu Claims Settlement Act 2013 under legislative requirements. This has been expanded to include the Local Government Act 2002 and the Resource Management Act 1991. While there are other Acts which also require Māori or iwi engagement, these Acts are of such importance that they have been specifically mentioned, with other legislation being referred to as “other relevant Acts.”
5.8 Referring to other reasons to engage with iwi has been included to demonstrate that Council considers Māori and iwi engagement has a benefit to both parties and, is not undertaken solely because it is required by legislation.
5.9 References have also been included to the objectives of Māori and iwi engagement and that early engagement will take place for strategic documents.
Consultation not recommended
5.10 When adopting or amending the Policy, Council must consult in accordance with section 82 of the Act, unless it considers on reasonable grounds that it has sufficient information about community interests and preferences to achieve the purpose of the Policy.
5.11 Following the review, staff considers that the amendments are minor, mostly focusing on adding additional explanation material, and therefore do not require consultation with the community.
5.12 The section Engagement with Māori and iwi, is based on earlier work to broaden iwi engagement. Having considered the matters in section 82 staff do not recommend consultation as overall the changes are considered to be minor.
6. Options
Option 1 (Recommended): Amend the Significance and Engagement Policy |
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Advantages |
· Better reflect the process for determining significance · Provide the public with additional information and context |
Risks and Disadvantages |
· None |
Option 2: Retain status quo |
|
Advantages |
· No change to current practices |
Risks and Disadvantages |
· The Policy would not reflect the processes Council undertakes when determining significance and engagement. · Enhanced language around iwi and Māori engagement is not included |
7. Conclusion
7.1 It is recommended that Council adopts the amended Significance and Engagement Policy.
Author: Gareth Power Gordon, Policy Adviser
Attachments
Attachment 1: A2467030 Amended Significance and Engagement Policy ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government Significance and Engagement Policies are a statutory requirement of the Local Government Act 2002 (section 76AA) to set out councils’ general approach to determining the significance of proposals and decisions, the criteria or procedures that are to be used in assessing significance, how councils will respond to community preferences and, how councils will engage with communities on matters of importance. |
2. Consistency with Community Outcomes and Council Policy The recommendation supports all community outcomes. In particular, the Policy supports the Community Outcome of: · Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement |
3. Risk There is a low risk, as this amended policy does not substantially change Council’s engagement processes but clarifies existing practices. |
4. Financial impact There is no direct financial impact from the proposed changes to the policy. |
5. Degree of significance and level of engagement This matter is of low significance because it is making minor amendments and does not change the policy direction. No community engagement has been undertaken or is recommended. |
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. |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report as it summarises current practices and does not replace engagement processes within detailed documents such as the Terms of Reference with Iwi Council Partnership Groups. |
8. Delegations The Significance and Engagement Policy has not been specifically retained by Council or delegated to a Committee. Therefore in accordance with Section 3 of Council’s Delegations Register the Significance and Engagement Policy remains a matter for the Chief Executive. However, the Chief Executive may choose to refer any matter delegated to him back to Council, and in this case has chosen to do so. |
Item 13: Upper Trafalgar Street Budget Request
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Council 17 December 2020 |
REPORT R22516
Upper Trafalgar Street Budget Request
1. Purpose of Report
1.1 To consider and approve funding a $261,000 shortfall in capital expenditure required to deliver the multi-function light poles in Upper Trafalgar Street Pedestrian Mall. This is a flagship project for the City Centre to align with a people-focused, place-based vision drawing more people, events and activities into the Nelson central city.
1.2 This request is being considered by Council because it is proposed to make up this shortfall by transferring budget from one project (Streets for People) to another project (Upper Trafalgar Street Pedestrian Mall). While this does not involve transferring budget across activity officers consider it prudent reallocation of this project budget occurs with Council’s support.
2. Recommendation
1. Receives the report Upper Trafalgar Street Budget Request (R22516) and its attachment (A2534984); and 2. Approves the use of $261,000 from the 2020/21 Streets for People capital budget to complete the Upper Trafalgar Street multi-function pole project. |
3. Background
3.1 Upper Trafalgar Street became a Pedestrian Mall in October 2019. Council approved funding of up to $250,000 of capital expenditure in the 2019/20 Annual Plan. Officers proposed a light touch tactical approach for the pedestrian mall, followed by a more permanent public realm project which includes the multifunction light poles.
3.2 The light touch tactical approach was implemented last summer and involved artificial turf, picnic tables and hammocks. Additional elements including seating and edible planter treatments are currently in process for this summer.
3.3 The project will initiate higher specification lighting from the City Centre Streetscapes Standards. The Standards will be rolled out across the city centre as asset renewals (paving, furniture and lighting) are required in the future.
3.4 The majority of the project budget cost overruns are associated with the structural redesign to support the overhead catenary lights. It is also noted that bespoke projects such as the multi-function poles in heritage settings carry budget uncertainties that are harder to anticipate than more standard streetscape upgrades.
3.5 The more permanent public realm stage involves the installation of 7 multi-function light poles, refer Attachment 1. Each pole will have a cluster of luminaires to achieve adequate lux levels as well as colour LED lighting integrated in the vertical recesses. This will provide year round amenity and activation of space. An overhead catenary lighting system will be integrated between the poles over the pedestrian mall and outdoor dining areas. There are also civil-related works with foundation and services connections required.
4. Discussion
4.1 The total budget for the multifunction light poles project was a combination of the $250k capital expenditure allocated via the Annual Plan 2019/20 and $350k from the CBD Enhancement capital expenditure budget allocated to the city centre programme, giving a total budget of $600k for the project.
4.2 The multi-function light poles project commenced prior to COVID19 lockdown with the design of the light poles undertaken by Landlab and Beca. The design phase took additional time due partly to the lockdown and the consultant’s schedule, and partly to the technical nature of the pole design specifications requiring the ability to carry loads, such as the catenary lighting. This resulted in the civil works for the poles (and the associated design costs) being over budget by $120k.
4.3 The design specified that each multifunction light pole required sufficient lux level for a pedestrian space which resulted in 3 luminaries each being budgeted for. However after the number, design and location of the poles was finalised it was determined that 5 luminaries for each pole is required to achieve adequate lux levels. The cost of the required 33 luminaries (instead of the 21 originally forecast) required an additional budget of $27,000.
4.4 As this bespoke project design has been completed and quotes have then been able to be obtained it has become clear that the allocated budget is insufficient. This is not unusual for bespoke public realm projects of this nature, where actual costs are only known once design and quotes are completed. Total costs spent to date on the project are $56,246.
4.5 An additional budget of $261k is now required over and above the $600k originally budgeted for, and this is made up of:
(i) $120k civil works
(ii) $45k additional design and supervision cost
(iii) $27k additional luminaries
(iv) $9k pole fabrication costs to meet electrical design
(v) $60k additional contingency to bring total contingency budget to $100,000 (12% contingency)
4.6 Over the past 12-15 months, officers have had ongoing engagement sessions with local businesses to discuss the permanent road closure, licence areas, light touch tactical approach and the multi-function lighting works.
4.7 Engagement was undertaken by officers from across the organisation. This has resulted in improved relationships with the business community in Upper Trafalgar Street. The project is supported by businesses who have expressed anxiety about project delays. Citywide business owners have expressed a desire to see an upgraded City Centre. The project would form the first stage of streetscape upgrades. It is ready to be constructed except for the shortfall in funding. Should additional funding be approved by Council, construction would commence in April 2021 with the aim of completing the works by July 2021.
5. Options
5.1 The following options are available for Council to consider in making a decision on this report. Option 2 is recommended by officers because this will enable the creation of this flagship project and the realisation of the pedestrian mall permanent public realm benefits by the businesses of Upper Trafalgar Street and the community in general.
Option 1: Approve an additional $261,000 of unbudgeted capital expenditure |
|
Advantages |
Enables project to proceed on programme. |
Risks and Disadvantages |
Financial implications of using unbudgeted capital expenditure. |
Option 2: Approve $261,000 from the allocated the Streets for People capital budget of 2020/2021 ($400,000) to enable the completion the Upper Trafalgar Street multi-function light poles. |
|
Advantages |
Minimal additional financial implications for Council. Still leaves sufficient budget to undertake some tactical Streets for People activations before the end of the financial year. Avoids the need to carry over some of this budget to 2021/22 due to lack of officer capacity to deliver. |
Risks and Disadvantages |
The work in Upper Trafalgar Street reinforces people-focused, place-based outcomes consistent with the direction of City Centre Spatial Plan. While the more permanent nature of the project is slightly different in scope and intent than tactical projects envisaged to utilise Streets for People funds, officers are confident the successful project outcome will improve City Centre as a destination for activation and events that support the Smart Little City. This reduces the budget for Streets for People in 2020/21 however the remaining budget is commensurate with officers’ capacity to deliver some tactical streets for people projects. |
Option 3: Do not approve additional budget |
|
Advantages |
Cost and officer resource savings. |
Risks and Disadvantages |
The project will be cancelled as it is not feasible to build without additional funds. Lack of progress advancing the city centre programme plan. A loss of $56,246 of costs spent on the project to date. Reputation risk as Upper Trafalgar St businesses and property owners have been closely engaged in this work over the past year. |
6. Next Steps
6.1 If the recommended option to allocate $261k from the Streets for People budget for 2020/21 is approved the next steps will be:
(i) Commence fabrication of the multi-function light poles. The fabricator has advised that they need to programme this work as soon as possible otherwise their work programme will be too full in the New Year to enable fabrication in time for April 2021.
(ii) Order the luminaries and catenary lighting which have a 12 week supply lead in time.
(iii) Engage the contractor.
(iv) Continue engagement with the Upper Trafalgar Street businesses.
(v) Commence construction and install poles and catenary lighting for winter 2020/21.
Author: Alan Gray, City Centre Development Programme Lead
Attachments
Attachment 1: A2534984 Multi-function Light Pole Design ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government The recommendations in this report support the purpose of local government to play a broad role in promoting the social activity and events in the City Centre as a destination for people of all ages. Furthermore, the recommendations of additional investment in Nelson’s high quality urban environment encourage economic investment attracting business and talent to Nelson. |
2. Consistency with Community Outcomes and Council Policy The City Centre Programme Plan supports the Long Term Plan 2018-28 (LTP) which makes the City Centre one of the Council’s top four priorities to support the Council’s vision of a Smart Little City. The LTP CBD (City Centre) Development priority states “Our aim for Nelson’s central business district is for it to be attractive to businesses, residents and visitors, with an exceptional mix of events, civic facilities and retail. We are working to build an environment that supports commerce, encourages inner city living and is a catalyst for private sector investment. The top of the South, Te Tau Ihu, needs a strong commercial centre to thrive. We want our city centre to enrich and build our local culture - the bustling meeting place for everyone who lives, works and visits here” The options proposed in this report enable Council to give effect to its community outcomes, in particular “Our urban and rural environments are people-friendly, well planned and sustainably managed”. It also supports the strategic priorities of its Long Term Plan and supports the objectives of its Six Key Moves of the adapted City Centre Programme Plan. |
3. Risk As with all bespoke projects there is a risk that additional costs and additional threats to the feasibility of the project occur as a result of unforeseen installation matters, however this risk has been minimised as much as possible through thorough investigation, design and contingency. |
4. Financial impact
The financial impact of the recommended option is that $261k of capital budget will be used from the Streets for People budget for 2020/21 to complete the Upper Trafalgar Street multi-function light pole project. This still leave sufficient budget for Streets for People tactical activations for 2020/21 commensurate with officer capacity for delivery.
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5. Degree of significance and level of engagement This matter is of low significance because the recommended option can be accommodated from an existing budget. |
6. Climate Impact Emission reduction has been considered in the design and materials of the pole have considered this, they are locally fabricated and the lights are energy efficient LED. |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report. |
8. Delegations The Urban Development Subcommittee (UDS) has delegations for the City Centre Programme. However, in accordance with Standing Order 5.2.2, matters within the area of responsibility of a particular committee, subcommittee or subordinate decision-making body may be considered directly by Council instead on recommendation of the Chief Executive and with the agreement of the Chair of the subcommittee and the Mayor. This has occurred in this case, and the Chair of UDS will report to the following meeting of the subcommittee regarding the reason for doing so, and the outcome of the matter at the Council meeting, in accordance with Standing Orders. |
Item 14: Draft Amendments to Rates Remissions Policy and Financial Impact Statement
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Council 17 December 2020 |
REPORT R20275
Draft Amendments to Rates Remissions Policy and Financial Impact Statement
1. Purpose of Report
1.1 To outline proposed changes to the Rates Remission Policy (RRP) and Financial Impact Statement (FIS) which are aimed at reducing administrative burdens, provide consistency, and better meet the needs of ratepayers.
1.2 If approved, these proposed changes will be consulted on within the Consultation Document to the Long Term Plan 2021-31.
1.3 This report also outlines the investigation process into Airbnb regulatory enforcement and rating options.
2. Recommendation
1. Receives the report Draft Amendments to Rates Remissions Policy and Financial Impact Statement (R20275) and its attachment (A2463444); and 2. Approves changes in the Rates Remission Policy (A2463444) including changes to the following sections: · Community, Sporting and Other Groups Remission · Charges For Excess Water Arising From Leaks Remission · Low Valued Properties Remission · Land Affected By Natural Calamity Remission; and 3. Agrees that the remission changes be consulted within the Consultation Document to the Long Term Plan 2021-31; and 4. Approves changes in the Rates Remission Policy (A2463444) including new remissions for: · Other Remissions Deemed Fair and Equitable · Social and Community Housing Remission; and 5. Agrees that the new remissions be consulted within the Consultation Document to the Long Term Plan 2021-31; and 6. Approves the change to the issuing of the rates instalments from 1 August, 1 November, 1 February and 1 May each year, to 25 July, 25 October, 25 January and 25 April; and 7. Agrees that the change to the issuing of the rates instalment dates be consulted within the Consultation Document to the Long Term Plan 2021-31; and 8. Approves the removal of the Rates Annual Payment Discount; and 9. Agrees that the removal of the rates annual payment discount be consulted within the Consultation Document to the Long Term Plan 2021-31; and 10. Approves the change to all rates penalties from 10% to 5%; and 11. Agrees that the change to all rates penalty amounts be consulted within the Consultation Document to the Long Term Plan 2021-31; and 12. Approves the removal of all water penalties being charged for unpaid accounts; and 13. Agrees that the removal of water penalties be consulted within the Consultation Document to the Long Term Plan 2021-31; and 14. Approves the change to the water payment dates for invoices billed in July, October, January and April to 20th of the month following; and 15. Agrees that the change to the payment dates of water payment dates be consulted within the Consultation Document to the Long Term Plan 2021-31; and 16. Approves the 0.5% reduction of the commercial differential to be spread across all commercial categories; and 17. Agrees that the commercial differential change be consulted within the Consultation Document to the Long Term Plan 2021-31; and 18. Approves the removal of the rural rating differential category for residential zoned properties over 15ha; and 19. Agrees that the removal of the rural rating differential change be consulted within the Consultation Document to the Long Term Plan 2021-31.
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3. Background
3.1 Staff have reviewed the RRP and FIS in line with the Financial Policy and each other to provide consistency across the Council’s financial and rating frameworks.
3.2 The RRP must state the objectives sought to be achieved by the remission of rates and the conditions and criteria to be met in order for rates to be remitted.
3.3 Council is required to review its policy on Rates Remissions at least once every six years under section 109(2A)(a) of the Local Government Act 2002.
3.4 The RRP was last reviewed in 2018. However, as part of the review ahead of the Long Term Plan consultation process, a review was undertaken ahead of the six year limit. A number of recommended changes came out of this review which will provide clarity and simplify administration.
3.5 The FIS must include particulars of the valuation system on which the general rate is to be assessed, state whether a uniform annual general charge is to included, and state whether the general rate is to be set differentially and if so the categories of rateable land and the objectives of the differential rate.
3.6 The Funding Impact Statement is reviewed annually as part of the Annual Plan process. This review was undertaken alongside the review of the RRP with the aim of removing administrative burdens which provide no clear benefit to Council and provide consistency with changes proposed to the RRP. The recommended changes are outlined in more detail in Section 5
3.7 If adopted, these proposed changes will form part of the consultation documents as part of the Long Term Plan process scheduled for early 2021.
4. Proposed changes to Rates Remission Policy
The proposed RRP (Attachment 1) includes the following changes:
4.1 Community, Sporting and Other Groups Remission spilt
It is proposed to remove the Social and Community Housing from this remission and create a separate remission. To ensure accurate evaluation of applications, it is proposed that applications need to be in ratepayers name and the property fully occupied by the ratepayer. Financial statements are required to confirm applications.
4.2 Social and Kaumauta Housing Remission a new policy
This remission has been offered since the 2018 LTP however it was included in the community, sporting and other groups remission. To provide for accurate evaluation of applications, it is proposed to create a separate policy specifically for Social and Kaumauta Housing with no changes to the assessment criteria.
4.3 Charges For Excess Water Arising From Leaks Remission extended to commercial ratepayers
This remission applies to residential ratepayers only, with commercial ratepayers being considered solely for Trade Waste credits (this is because the water has not entered the waste water network). To ensure fairness for all ratepayers, it is proposed to extend the remission to commercial ratepayers to a maximum remission of 50% only (due to the additional tax benefits received). The same assessment criteria would be used including a single remission in a five year period.
4.4 Low Valued Properties Remission to be set by resolution
The low valued properties remission is available for landowners whose small parcels of land are valued at less than $4000. Over time this value has been impacted by land revaluations. To better meet the ongoing needs of these ratepayers it is proposed that the value where this remission applies is reviewed annually and any required change is set by resolution. In 21/22, to ensure the same pool of properties remain eligible for the remission, the property value should be increased to $6000.
4.5 Land Affected By Natural Calamity Remission limited to 5 years
This remission policy provides rating relief for affected land, however does not currently encourage landowners to initiate steps to rectify the issues. It is proposed a 5 year remission limitation is added to the policy. A 5 year remission limitation will create a deadline for ratepayers to rectify the issue and balance Council’s financial exposure. This limitation will not affect the ratepayers currently receiving the remission as the revised policy takes effect for applications received after adoption.
4.6 Early Payment Of Rates Remission discount removed
Ratepayers are currently offered a 2% discount when the years rates are paid in full by 20 August. The annual cost to Council is $137,000, which is a budgeted cost borne by all ratepayers. Not all sectors of the community can take up the discount, disadvantaging them as they cannot afford to pay their annual rates in full. It is proposed to remove the discount, as well as the available penalty remission for annual rates paid in full by 20 November. These proposed changes are consistent with Tasman District Council.
4.7 Other Remissions Deemed Fair and Equitable a new policy
This new policy would provide Council some flexibility for a specific event or unforeseen circumstance. By resolution, the remission would give the ability to remit any rate or penalty when it’s considered fair and equitable to do so.
5. Proposed changes to Funding Impact Statement
The proposed FIS (Attachment 2) includes the following changes:
5.1 Rates Instalment Dates brought back to give ratepayers more time
Rates instalment invoices are currently issued on 1 August, 1 November, 1 February and 1 May. The limitations of the postal service have increased the risk of invoices not being delivered within the statutory timeframes. Although over 10,200 rates invoices are emailed each quarter, ratepayer feedback is commonly received about insufficient time to pay. It is proposed to bring the issuing instalment dates back to the 25th of the prior month, as outlined below. This will result in paying the GST a month earlier at a cost of $4,500 per quarter however it will provide ratepayers longer to pay.
Instalment Period |
Current Issuing Instalment Date |
Proposed Issuing Instalment Date |
Instalment One : 1 Jul - 30 Sep |
1 August |
25 July |
Instalment Two : 1 Oct - 31 Dec |
1 November |
25 October |
Instalment Three : 1 Jan - 31 Mar |
1 February |
25 January |
Instalment Four : 1 Apr - 30 Jun |
1 May |
25 April |
5.2 Rates Penalties reduced to 5% to reflect cost of financing
Prior to the 20/21 Annual Plan, rates instalment and water penalties were 10%. As a response to the financial pressures from Covid-19 these penalties were reduced to 5% in 20/21. It is proposed to make this a permanent change. This would be consistent with Tasman District Council and better reflect the cost of financing late payments.
5.3 Water Penalties removed to divert resources to promote payments
Residential water is invoiced twice yearly over a 9 week period creating multiple due dates and therefore penalty dates. Approximately 65% of all penalties are remitted, creating a large administrative burden to process remissions. The average water invoice is $160, so an $8 (5%) penalty does not encourage payment.
It is proposed that water penalties are removed to remove this administration burden, with all other collection processes remaining. Officer resourcing would then be diverted to promote emailed invoices, direct debits and personalised payment arrangements for both rates and water accounts.
5.4 Water Payment Dates changed for consistency
Water invoice payment dates have historically been staggered so they do not fall due in the same month rates are due. The annual water line charge has been levied on the rates invoice since 2016, making the volumetric water invoices considerably smaller. It is proposed that the volumetric water invoices are due 20th of the month following invoice to be consistent with other council invoices and standard accounting practices.
5.5 Commercial Differential reduction expanded to all commercial ratepayers
The commercial differential recognises the additional Council services that businesses receive. In the 2018/28 Long Term Plan, Council consulted on reducing the commercial differential by 0.5% each year for five years, to be reviewed annually spread across the CBD and Stoke commercial area.
While it has had a positive impact in reducing rates on the CBD and Stoke commercial rates to date, there is now a disparity in rates paid by other commercial ratepayers. It is proposed to continue the 0.5% reduction but spread the reduction over all commercial ratepayers.
5.6 Rural Differential Category to be removed
Council has a rating differential for rural land (any rating unit having an area greater than 15 hectares for specific purposes). For properties zoned residential, a minus 35% general rate differential is applied. It is recognised that this differential does not encourage land owners to develop their land for housing purposes, therefore it is proposed to remove this negative differential. Ratepayers currently receiving this remission will be specifically consulted with.
5.7 Rating of Separately Used or Inhabited Parts (SUIP) of a rating unit
Where a property is deemed to have a SUIP for rating purposes, it is proposed a declaration (rather than a statutory declaration) can be provided to Council to confirm it is unoccupied or the second unit is not being used as a separate unit. This reduces the administrative burden for the ratepayer as the declaration will not require signing in front of a JP.
6. Investigation into Airbnb regulatory and rating options
6.1 Airbnb regulatory and rating investigation to commence
It is acknowledged that short term tourist accommodation has a negative effect on local housing supply. It is proposed to report to Council in 2021 on various regulatory options and subsequent rating solutions for whole house AirBnB type accommodation providers.
The report will consider how Council would identify applicable AirBnB (and similar) providers, determine suitable regulatory and enforcement options, and rating solutions. Consideration would be given to legislative compliance, resourcing requirements and rating options used in other regions along with any progress made by central government for this sector.
7. Options
7.1 It is recommended the proposed amendments to the Rates Remission Policy be approved for consultation as part of the Long Term Plan consultation process.
7.2 It is recommended the proposed amendments to the Funding Impact Statement be approved for consultation as part of the Long Term Plan consultation process.
Author: Nikki Harrison, Group Manager Corporate Services
Attachments
Attachment 1: A2463444 Draft Rates Remission Policy ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government The decisions in this report will allow Council to support groups providing cost effective delivery of services to the community and encourage more efficient processing of rates. |
2. Consistency with Community Outcomes and Council Policy The decisions in this report supports the Community Outcomes that “Our communities have access to a range of social, educational and recreational facilities and activities” |
3. Risk Amending the Rates Remission Policy reducing administrative burdens, provides consistency, and better meets the needs of ratepayers providing greater clarity about eligibility for various remissions. |
4. Financial impact The removal of the rates discount would save $137,000 per year, the rates instalment date change would cost $18,000 per year, the removal of water penalties would be cost neutral and reduction of rates penalties would cost $120,000 per year. Commercial water leak credits impact is difficult to determine. There would be no new financial impact from any of the other proposed remission and funding impact changes. |
5. Degree of significance and level of engagement This matter is of medium significance as the range of changes impacts a variety of people in the community. It will be consulted on concurrently with Long Term Plan consultations with specific engagement with personally affected ratepayer groups. |
6. Climate Impact No climate impacts have been identified in preparing this report. |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report. |
8. Delegations The Council has the following delegations to consider rating policy and the funding impact statement : Areas of Responsibility: · Responsibility for considering Long Term Plan policies, including the Financial Strategy, ratings policies, revenue and financing policies and Long Term Plan assumptions Delegations: · The power to adopt policies required to be adopted and consulted on under the Local Government Act 2002 in association with the Long Term Plan or developed for the purpose of the local governance statement. |
Item 14: Draft Amendments to Rates Remissions Policy and Financial Impact Statement: Attachment 1 - A2463444
Item 15: Approval of the draft Revenue and Financing Policy
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Council 17 December 2020 |
REPORT R20276
Approval of the draft Revenue and Financing Policy
1. Purpose of Report
1.1 To approve the draft Revenue and Financing Policy for concurrent consultation as part of the Long Term Plan 2021-31 process.
2. Recommendation
1. Receives the report Approval of the draft Revenue and Financing Policy (R20276) and its attachment (A2496998); and 2. Approves the Revenue and Financing Policy for concurrent consultation through the Long Term Plan 2021-31 consultation process. |
3. Background
3.1 Council is required by the Local Government Act 2002 (Part 1 of Schedule 10) to adopt a Revenue and Financing Policy for inclusion in its Long Term Plan. It must consult on the Policy in a manner that gives effect to section 82 of the Act. This will be undertaken through a concurrent consultation process with the Consultation Document for the Long Term Plan 2021-31.
3.2 A comprehensive review of the Revenue and Financing Policy was undertaken for the 2015-25 LTP. The review of the Policy for the 2021-31 LTP included an overall review of all parts of the Policy, and a detailed review of the funding and depreciation sections. The proposed policy is considered fit for purpose.
4. Discussion
4.1 The Revenue and Financing Policy explains Council’s funding options (general rates, targeted rates, fees and charges, borrowing, development contributions and subsidies) and what mix should be used for any activity. The Policy is informed by an assessment of who benefits from an activity and over what timeframe. Appropriate ratios of public and private funding are then set.
Revenue and Financing Policy funding targets
4.2 Council workshopped the draft Revenue and Financing Policy on 29 September and 15 October 2020 and feedback from workshops has been incorporated into changes in the draft Policy in relation to:
4.3 Road and Footpath Network has a current private funding target of 10-20%. However, based on historical actuals and projected income received from NZTA grants, this has been closer to 26%. Officers therefore suggest increasing the private target to 10-30% so that NCC remains within policy. This reduces the amount of rates funding required.
4.4 Inner City Enhancement currently has a private funding target of 60-65%. However, based on historical actuals and projected income received, this has been closer to 49%. This is due to lower parking and enforcement revenue than projected in the last Long Term Plan 2018-28. Officers therefore suggest reducing the private target to 40-60% so that NCC remains within policy. This increases the amount of rates funding required but reflects what has been occurring in this activity.
4.5 Previously, Public Health has been included in one activity but officers suggest splitting this out into five activities, namely: Food Premises, Pollution Response, Harbour Safety, Enforcing Bylaws and Alcohol Licensing. Although as a group, these activities were within policy for Private and Public funding, splitting them out will allow for more accuracy and transparency as some activities receive more private funding than others. The suggested split is as follows:
4.6 Alcohol Licensing: Central Government sets fees for the licences, certificates and inspections. In some cases these fees are at levels that do not cover the costs of the service administered by Council. The public good benefits of education and health and safety result in the general rate covering the remainder of the costs.
4.7 Food and Public Health: Council sets fees for the registrations, licences and inspections within the limits set by legislation and bylaws. In some cases these fees are at levels that do not cover the costs of the service. The public good benefits of health and safety result in the general rate covering the remainder of the costs.
4.8 Pollution Response: There is recovery of the cost where the polluter can be identified. The public good benefits of providing a healthy and safe environment result in the general rate covering being the majority of the costs.
4.9 Navigation Safety and Enforcing Bylaws: There is recovery of the cost where the offender can be identified. The public good benefits of providing a healthy and safe environment result in the general rate covering the majority of the costs.
Other proposed changes – depreciation funding
4.10 It is estimated that $2 million capital expenditure will be spent on Stoke Hall for earthquake and structural strengthening. Under the previous Revenue and Financing Policy, the depreciation on the Stoke Hall was not rate funded as there was no intent for Council to replace the hall. However, with the new injection of capital funds into the hall, it is suggested that it would be prudent to rate fund the depreciation. This will have an impact on rates of approximately $60,000 per annum. Therefore Stoke Hall has been removed from Section 5.1 Depreciation not funded of the draft policy.
4.11 In a consistent manner to Council not funding depreciation on New Zealand Transport Agency (NZTA) share of subsidised assets, officers suggest taking a similar approach with joint Saxton Field assets which are on Council land. Currently, as these assets are on its balance sheet, Council is fully rate funding depreciation even though it is likely that when the assets come to be renewed, TDC and other user groups will contribute.
4.12 The current Regional Funding agreement states that user groups fund up to 20% depending on the type of asset with Tasman District Council and Nelson City Council funding the remaining balance 50/50. Therefore it is recommended that approximately 45% of the Council Saxton Field assets should be rate funded depreciated by Nelson City Council, which would result in a saving of $566,000 in 2021/22. This has been included in Section 5.1 Depreciation not funded of the draft policy.
5. Options
5.1 Council has the option of approving the draft Policy or making amendments to the draft Policy.
Author: Clare Knox, Manager Finance
Attachments
Attachment 1: A2496998 - LTP 20201-31 - Draft Revenue and Financing Policy ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government Council’s Revenue and Financing Policy provides the community with predictability and certainty about sources and levels of funding for Council activities. |
2. Consistency with Community Outcomes and Council Policy The decision to approve the policy for consultation is consistent with the Community Outcome that “Our Council provides leadership and fosters partnerships, a regional perspective and community engagement”. |
3. Risk There is a risk that some in the community may not support changes to the Revenue and Financing Policy. Care has been taken to fairly assess the public/private funding ratios in the Policy and this should mitigate against any concerns. |
4. Financial impact The Revenue and Financing Policy targets largely reflects the current mix of funding sources included in the budgets. |
5. Degree of significance and level of engagement This matter is of low significance because the community will have an opportunity to submit through the Long Term Plan special consultative procedure. |
6. Climate Impact None |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report. |
8. Delegations Council has the delegation to consider the draft Revenue and Financing Policy. |
Item 17: Schedule of Meetings 2021
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Council 17 December 2020 |
REPORT R18187
Schedule of Meetings 2021
1. Purpose of Report
1.1 To adopt the Schedule of Meetings (the Schedule) for 2021, in accordance with Clause 19, Schedule 7 of the Local Government Act 2002.
2. Recommendation
1. Receives the report Schedule of Meetings 2021 and its attachment (A2444092); and 2. Adopts the schedule of meetings for the 2021 calendar year as set out in Attachment 1 (A2444092). |
3. Background
3.1 Clause 19, Schedule 7 of the Local Government Act 2002 sets out requirements for written notification of meetings to elected members.
3.2 It is standard practice for Council to adopt a schedule of meetings by resolution to meet these legislative requirements.
3.3 Adoption of the Schedule provides certainty to elected members and allows planning of other activities around Council business; it assists the efficiency of officers in the preparation and timing of reports to Council and committees and the management of work programmes. It is also helpful to inform members of the public when meetings will be taking place.
4. 2021 Schedule
4.1 The proposed Schedule is based on a six weekly cycle for Council and committee meetings, workshops dates have been included for ease of reference.
4.2 Meetings and workshops have been scheduled to take place predominantly on Tuesdays and Thursdays, however in order to accommodate Council business the Schedule may need to be amended and additional meetings scheduled.
4.3 “Meeting free” weeks, to coincide with the school holidays, have been incorporated as follows:
· 1- 7 February 2021
· 26 April – 2 May 2021
· 19 – 25 July 2021
· 11- 17 October 2021
4.4 Standing Committees will start at 9.00am and workshops will be scheduled to follow meetings where possible.
4.5 Elected members will be given as much notice as possible of any changes that are necessary.
5. Options
5.1 Council can choose to either adopt the proposed Schedule for 2021, amend the proposed Schedule or not adopt the proposed Schedule.
5.2 The preferred option is for the proposed Schedule for 2021 to be adopted.
Author: Robyn Byrne, Team Leader Governance
Attachments
Attachment 1: A2444092 Draft Schedule of Meetings 2021 ⇩
Important considerations for decision making |
1. Fit with Purpose of Local Government Adopting a schedule of meetings is in accordance with Schedule 7 of the Local Government Act 2002. Adoption of the proposed Schedule of Meetings 2021 assists Council in enabling democratic decision-making as efficiently and effectively as possible. |
2. Consistency with Community Outcomes and Council Policy Adoption of the Schedule supports the community outcome: “Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement. Council leaders are strongly connected to our people and mindful of the full range of community views and of the generations that follow. Residents have the opportunity to participate in major decisions and information is easy to access.” It provides everyone with an opportunity to participate in the community’s major decisions. By knowing when meetings will be held, residents have the opportunity to attend meetings in person, watch the live streaming or recording of the meetings and access the relevant agendas and minutes. |
3. Risk There is a minor risk associated with adopting an annual schedule as not all information is known at this time and therefore, some changes may still be needed in the future. |
4. Financial impact There are no direct budgetary consequences related to the decision to adopt the Schedule of meetings 2021. |
5. Degree of significance and level of engagement This matter is of low significance. It relates to the adoption of an administrative document detailing when meetings and workshops are proposed. Therefore, no public engagement is required. |
6. Climate Impact This decision will have no impact the ability of the Council to proactively respond to the impacts of climate change now or in the future. |
7. Inclusion of Māori in the decision making process No engagement with Māori has been undertaken in preparing this report. |
8. Delegations This is a decision for Council. |