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. Interests
3.1 Updates
to the Interests Register
3.2 Identify
any conflicts of interest in the agenda
4. Public
Forum
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
5. Confirmation
of Minutes
5.1 22 October
2020 15 - 20
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.
|
5.2 5
November 2020 21 - 33
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
|
|
|
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.
|
6.2 Forestry Subcommittee - 1
December 2020
6.2.1 Draft
2021-31 Forestry Activity Management Plan
|
Recommendation to Council
|
|
|
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.
|
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
|
|
|
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.
|
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
|
|
|
That the Council
1. Approves
the amended Nelson City Council Procurement Policy (A2348654), effective from
1 February 2021.
|
6.5 Community and Recreation
Committee - 10 December 2020
6.5.1 Sport
Tasman - Loan Agreement
|
Recommendation to Council
|
|
|
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.
|
6.5.2 Request
for Assistance from the Nelson Giants for Trafalgar Centre Hireage
|
Recommendation to Council
|
|
|
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.
|
6.5.3 Recommendations
from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows
|
Recommendation to Council
|
|
|
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.
|
7. Mayor's
Report
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).
|
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).
|
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.
|
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.
|
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.
|
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.
|
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).
|
CONFIDENTIAL Business
18. Exclusion
of the Public
Recommendation
|
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 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
|
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
|
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
|
|
4
|
Nelmac Limited - Statement of Expectation 2021/22
|
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
|
|
6
|
Project Akersten
|
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
|
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
|
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.
1. Apologies
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.
5. Mayor's
Report
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.
|
|
Resolved CL/2020/157
|
|
That the Council
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.
|
|
Her Worship the
Mayor/Edgar Carried
|
|
A division was called:
|
For
Her Worship the Mayor
Cr Bowater
Cr Brand
Cr Courtney
Cr Edgar
Cr Fulton
Cr McGurk
Cr Noonan
Cr Skinner
|
Against
Cr Lawrey
Cr O'Neill-Stevens
Cr Rainey
Cr Sanson
|
Abstained
|
|
|
The motion was carried 9-4.
|
|
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.
|
|
Resolved CL/2020/158
|
|
That the Council
13. Appoints elected members to be Chair and
Deputies of governing committees as follows:
|
Committee
|
Chair
|
Deputies
|
|
Community and
Recreation
|
Cr Tim Skinner
|
Cr Trudie Brand
Cr Yvonne Bowater
|
|
Environment and Climate
|
Cr Kate Fulton
|
Cr Mel Courtney
Cr Brian McGurk
|
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:
|
Subcommittee
|
Chair
|
|
Urban Development
|
Cr Judene Edgar
|
|
Strategic Development
and Property
|
Cr Gaile Noonan
|
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.
|
|
Her Worship the
Mayor/Edgar Carried
|
|
A division was called:
|
For
Her Worship the Mayor
Cr Bowater
Cr Brand
Cr Courtney
Cr Edgar
Cr Fulton
Cr McGurk
Cr Noonan
Cr Skinner
|
Against
Nil
|
Abstained
Cr Lawrey
Cr O’Neill-Stevens
Cr Rainey
Cr Brand
|
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
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
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.
5. Mayor's
Report
|
Her Worship the Mayor acknowledged Councillor
Sanson’s receipt of an Edmund Hillary Fellowship. At Her Worship
the Mayor’s invitation, Councillor Sanson outlined the Edmund Hillary
Fellowship programme and the initiatives that had led to her receiving a
fellowship.
Her Worship the Mayor gave a
verbal report, noting:
·
The Commercial Architecture
award received by Nelson Airport for the new terminal building;
·
The sale of Council’s
community housing stock to Kāinga Ora, including acknowledgement of
Nelson MP Rachel Boyack, Minister of Housing, Megan Woods, and Group Manager
Strategy and Communications, Nicky McDonald, for their contribution to and
support of the process; and
·
The establishment of a Housing
Reserve in early 2021, from community housing sale proceeds, and the
opportunities this presented for housing projects in Nelson.
|
|
Resolved CL/2020/160
|
|
|
That the Council
1. Receives
the Mayor’s Report.
|
|
Her Worship the Mayor/Edgar
Carried
|
|
The meeting adjourned from 2.21p.m. to 2.39p.m.
|
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’.
|
|
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.
|
|
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:
|
Subcommittee or Group
|
Chair
|
Membership
|
|
Urban Development Subcommittee
|
Deputy Mayor Judene
Edgar
|
Her Worship the Mayor
Councillor Mel
Courtney
Councillor Kate
Fulton
Councillor Brian
McGurk
Councillor Pete
Rainey
One Māori
representative
|
|
Strategic Development and Property Subcommittee
|
Councillor Gaile
Noonan
|
Her Worship the Mayor
Councillor Yvonne
Bowater
Councillor Trudie
Brand
Councillor Tim
Skinner
Mr John Murray
(external appointee)
Mr John Peters
(external appointee)
One Māori
representative
|
|
City Centre Engagement Group
|
Councillor Mel
Courtney
|
Deputy Mayor Judene
Edgar
|
8. Amends the membership of the
Forestry Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Forestry Subcommittee
|
Mr John Murray
(external appointee)
|
Her Worship the Mayor
Chairperson of
Community and Recreation Committee (Councillor Tim Skinner)
Chairperson of
Environment and Climate Committee (Councillor Kate Fulton)
Independent Forestry
Expert (Peter Gorman)
Officer with
responsibility for forestry
One other officer
|
9. Confirms membership of the Audit,
Risk and Finance Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Audit, Risk and Finance Subcommittee
|
Mr John Peters
(external appointee)
|
Her Worship the Mayor
Deputy Mayor Judene
Edgar
Councillor Rachel
Sanson
Mr John Murray
(external appointee)
|
10. Appoints the following elected members to
external organisations:
|
External organisation
|
Membership
|
|
Community and Whanau Group
|
Her Worship the Mayor
Councillor Rohan
O’Neill-Stevens
Councillor Pete
Rainey
|
|
Creative Communities
|
Councillor Yvonne
Bowater
Councillor Mel
Courtney
|
|
Heritage Houses
|
Councillor Yvonne
Bowater
Councillor Mel
Courtney
|
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.
|
|
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.
|
|
Resolved CL/2020/161
|
|
|
That the Council
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.
|
|
Her Worship the
Mayor/Edgar Carried unanimously
|
|
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
|
|
Councillors debated the amendment, and the amendment was
put and lost.
|
|
Resolved CL/2020/162
|
|
|
That the Council
1.
Reinstates Standing Orders 22.1 and 22.3 –
22.5 for the remainder of the meeting.
|
|
Her Worship the Mayor/Edgar
Carried unanimously
|
|
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.
|
|
Councillors debated the amendment, and the amendment was
put and lost.
|
|
It was agreed that the motion would be taken in parts,
with clauses one to six taken first.
|
|
Resolved CL/2020/163
|
|
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).
|
|
Her Worship the
Mayor/Edgar Carried
|
|
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:
|
Subcommittee
|
Chair
|
Membership
|
|
Urban
Development Subcommittee
|
Deputy Mayor
Judene Edgar
|
Her Worship
the Mayor
Councillor
Mel Courtney
Councillor
Kate Fulton
Councillor
Brian McGurk
Councillor
Pete Rainey
One Māori
representative
|
|
Strategic
Development and Property Subcommittee
|
Councillor
Gaile Noonan
|
Her Worship
the Mayor
Councillor
Yvonne Bowater
Councillor
Trudie Brand
Councillor
Tim Skinner
Mr John
Murray (external appointee)
Mr John
Peters (external appointee)
One Māori
representative
|
|
City
Centre Engagement Group
|
Councillor
Mel Courtney
|
Deputy
Mayor Judene Edgar
|
|
|
10. Amends the
membership of the Forestry Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Forestry
Subcommittee
|
Mr John
Murray (external appointee)
|
Her Worship
the Mayor
Chairperson
of Community and Recreation Committee (Councillor Tim Skinner)
Chairperson
of Environment and Climate Committee (Councillor Kate Fulton)
Councillor
Rachel Sanson
Independent
Forestry Expert (Peter Gorman)
Officer with
responsibility for forestry
One other
officer
|
11. Amends
membership of the Audit, Risk and Finance Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Audit,
Risk and Finance Subcommittee
|
Mr John
Peters (external appointee)
|
Her Worship
the Mayor
Deputy Mayor
Judene Edgar
Councillor
Rachel Sanson
Mr John Murray
(external appointee)
|
12. Appoints
the following elected members to external organisations:
|
External
Organisation
|
Membership
|
|
Community and
Whanau Group
|
Her
Worship the Mayor
Councillor
Rohan O’Neill-Stevens
Councillor
Pete Rainey
|
|
Creative
Communities
|
Councillor
Yvonne Bowater
Councillor Mel
Courtney
|
|
Heritage Houses
|
Councillor Yvonne
Bowater
Councillor Mel
Courtney
|
|
|
Councillors debated the amendments, and the amendments
were put and lost. It was agreed to take clause 11 of the motion separately.
|
|
Resolved CL/2020/164
|
|
|
That
the Council
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.
|
|
Her Worship the
Mayor/Edgar Carried unanimously
|
|
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:
|
Subcommittee
|
Chair
|
Membership
|
|
Audit, Risk and Finance Subcommittee
|
Mr John Peters
(external appointee)
|
Her Worship the
Mayor
Deputy Mayor
Judene Edgar
Councillor Matt
Lawrey
Councillor Rachel
Sanson
Mr John Murray
(external appointee)
|
|
|
11. Delegates
the Chief Executive to approve consequential updates to the Delegations
Register and any related Terms of Reference.
|
|
|
Resolved CL/2020/165
|
|
That the Council
1. Appoints the following members to
the Urban Development Subcommittees, the Strategic Development and property
Subcommittee and the City Centre Engagement Group:
|
Subcommittee or Group
|
Chair
|
Membership
|
|
Urban Development Subcommittee
|
Deputy Mayor Judene
Edgar
|
Her Worship the Mayor
Councillor Mel
Courtney
Councillor Kate
Fulton
Councillor Brian
McGurk
Councillor Pete
Rainey
One Māori
representative
|
|
Strategic Development and Property Subcommittee
|
Councillor Gaile
Noonan
|
Her Worship the Mayor
Councillor Yvonne Bowater
Councillor Trudie
Brand
Councillor Tim
Skinner
Mr John Murray
(external appointee)
Mr John Peters
(external appointee)
One Māori
representative
|
|
City Centre Engagement Group
|
Councillor Mel
Courtney
|
Deputy Mayor Judene
Edgar
|
2. Amends the membership of the
Forestry Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Forestry Subcommittee
|
Mr John Murray
(external appointee)
|
Her Worship the Mayor
Chairperson of
Community and Recreation Committee (Councillor Tim Skinner)
Chairperson of Environment
and Climate Committee (Councillor Kate Fulton)
Independent Forestry
Expert (Peter Gorman)
Officer with
responsibility for forestry
One other officer
|
3. Confirms membership of the Audit,
Risk and Finance Subcommittee:
|
Subcommittee
|
Chair
|
Membership
|
|
Audit, Risk and Finance Subcommittee
|
Mr John Peters
(external appointee)
|
Her Worship the Mayor
Deputy Mayor Judene
Edgar
Councillor Matt
Lawrey
Councillor Rachel
Sanson
Mr John Murray
(external appointee)
|
4. Appoints the following elected
members to external organisations:
|
External organisation
|
Membership
|
|
Community and Whanau Group
|
Her Worship the
Mayor
Councillor Rohan
O’Neill-Stevens
Councillor Pete
Rainey
|
|
Creative Communities
|
Councillor Yvonne
Bowater
Councillor Mel
Courtney
|
|
Heritage Houses
|
Councillor Yvonne
Bowater
Councillor Mel
Courtney
|
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.
|
|
Her Worship the
Mayor/Edgar Carried
|
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
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
Note: due to size, the original and full petition has not been saved
electronically. The original and full petition is stored in:
· Box
30260010014485
· File
F003318750
|
5. Confirmation of
Minutes
5.1 9
September 2020
|
Document number M14110, agenda pages 11 – 15
refer.
|
|
Resolved CL/2020/166
|
|
|
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
|
|
|
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
|
|
|
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
|
|
|
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
|
|
|
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
|
|
|
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
|
|
|
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.
|
|
Resolved CL/2020/173
|
|
|
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.
|
|
Resolved CL/2020/174
|
|
|
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.
|
|
Resolved CL/2020/175
|
|
|
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.
|
|
Resolved CL/2020/176
|
|
|
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.
|
|
Resolved CL/2020/177
|
|
|
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
|
|
|
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)
To maintain legal professional privilege
|
|
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)
|
|
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
|
|
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
|
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
|
|
|
That the Governance and Finance Committee
Council
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
Nelson City Council Minutes - 10 December 2020
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
|
|
|
That the Council
1. Receives and accepts an
apology from Councillor Fulton for lateness.
|
|
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
|
|
|
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.
|
|
Bowater/Sanson Carried
|
|
Resolved CL/2020/187
|
|
|
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
|
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
|
|
|
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 6: Recommendations from Committees: Attachment 1
Item 8: Nelson Tasman
Business Trust Presentation of Annual Report 2020
|
|
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 8: Nelson Tasman Business Trust Presentation of Annual Report
2020: Attachment 1 -A2540410
Item 9: Nelson Regional
Development Agency Annual Report 2019/20
|
|
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
|
That the Council
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 9: Nelson Regional Development Agency Annual Report 2019/20:
Attachment 1
Item 10: Events
Strategy Implementation Update
|
|
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
|
That the Council
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 10: Events Strategy Implementation Update: Attachment 1
Item 11: Annual Report
2019/20
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Council
17 December 2020
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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
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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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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
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Benchmark
|
|
|
Rates (income) affordability
|
$77.3m
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< $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 ⇩
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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 11: Annual Report
2019/20: Attachment 2
Item 12: Significance
and Engagement Policy
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Council
17 December 2020
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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
|
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).
|
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
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Option 1 (Recommended): Amend the
Significance and Engagement Policy
|
|
Advantages
|
· Better
reflect the process for determining significance
· Provide
the public with additional information and context
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|
Risks and Disadvantages
|
· None
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Option 2: Retain status quo
|
|
Advantages
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· 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 ⇩
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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.
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|
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
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|
3. Risk
There is a low risk, as this amended policy does not
substantially change Council’s engagement processes but clarifies
existing practices.
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|
4. Financial
impact
There is no direct financial impact from the
proposed changes to the policy.
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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.
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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.
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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.
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Item 12: Significance and Engagement Policy: Attachment 1
Item 13: Upper
Trafalgar Street Budget Request
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Council
17 December 2020
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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
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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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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.
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Option 1: Approve an
additional $261,000 of unbudgeted capital expenditure
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|
Advantages
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Enables
project to proceed on programme.
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|
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.
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Advantages
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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.
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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.
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Option 3: Do not approve
additional budget
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Advantages
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Cost and
officer resource savings.
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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.
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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 ⇩
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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.
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|
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.
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|
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.
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|
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.
|
|
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.
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|
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.
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7. Inclusion
of Māori in the decision making process
No engagement with Māori has been undertaken in
preparing this report.
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|
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.
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Item 13: Upper Trafalgar Street Budget Request: Attachment 1 - A2534984
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
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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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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.
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Instalment Period
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Current Issuing Instalment Date
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Proposed Issuing Instalment Date
|
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Instalment One : 1 Jul - 30 Sep
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1 August
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25 July
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Instalment Two : 1 Oct - 31 Dec
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1 November
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25 October
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Instalment Three : 1 Jan - 31 Mar
|
1 February
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25 January
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Instalment Four : 1 Apr - 30 Jun
|
1 May
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25 April
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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 ⇩
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Important considerations for decision making
|
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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.
|
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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”
|
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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.
|
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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.
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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.
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6. Climate
Impact
No climate impacts have been identified in preparing
this report.
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7. Inclusion
of Māori in the decision making process
No engagement with Māori has been undertaken in
preparing this report.
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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.
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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
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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
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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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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 ⇩
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Important considerations for decision making
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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.
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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”.
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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.
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4. Financial
impact
The Revenue and Financing Policy targets largely
reflects the current mix of funding sources included in the budgets.
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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.
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6. Climate
Impact
None
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7. Inclusion
of Māori in the decision making process
No engagement with Māori has been undertaken in
preparing this report.
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8. Delegations
Council has the delegation to consider the draft
Revenue and Financing Policy.
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Item 15: Approval of the draft Revenue and Financing Policy:
Attachment 1
Item 17: Schedule of
Meetings 2021
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Council
17 December 2020
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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
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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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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 ⇩
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Important considerations for decision making
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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.
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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.
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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.
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4. Financial
impact
There are no direct budgetary consequences related
to the decision to adopt the Schedule of meetings 2021.
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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.
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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.
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7. Inclusion
of Māori in the decision making process
No engagement with Māori has been undertaken in
preparing this report.
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8. Delegations
This is a
decision for Council.
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Item 17: Schedule of Meetings 2021: Attachment 1
