new zealand citizenship ceremonygoredc.govt.nz/assets/documents/meetings/2018/... · 9/18/2018 ·...

NEW ZEALAND CITIZENSHIP CEREMONY

HIS WORSHIP WILL CONFER NEW ZEALAND CITIZENSHIP ON

ANDREW LEONARD, SAMANTHA ELAINE,

HANNAH RUTH AND ADRIAN JOSHUA CLAASSEN

CITIZENS OF SOUTH AFRICA

JOHN MWANGI MACHARIA CATHERINE NYAMBURA MACHARIA

AND CYNTHIA NJERI MWANGI

CITIZENS OF KENYA

AND

HARRIET FREYA GROGAN A BRITISH CITIZEN

on Tuesday 18 September 2018, at 6.30 pm

prior to the Council meeting

Notice is hereby given that an ordinary meeting of the Gore District Council will be held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 18 September 2018, at 6.30pm

• Please note the start time • A private briefing for elected members will commence at 5.30pm

Stephen Parry

Chief Executive

12 September 2018

Agenda 1. Apologies 2. Declaration of Councillor conflict of interests 3. Confirmation of minutes and reports

Confirmation of the minutes of the ordinary meeting of the Gore District Council, held on 7 August 2018.

Pages 1-9

Confirmation of the minutes of the extraordinary meeting of the Gore District Council, held on Tuesday 28 August 2018.

Pages 10-12

Confirmation of the report of the meeting of the Operations Committee, held on Tuesday 28 August 2018.

Pages 13-24

Confirmation of the report of the meeting of the Community Services Committee, held on Tuesday 28 August 2018.

Pages 25-28

Confirmation of the report of the meeting of the Regulatory and Planning Committee, held on Tuesday 28 August 2018.

Pages 29-35

Confirmation of the report of the meeting of the Finance and Policy Committee, held on Tuesday 28 August 2018

Pages 36-38

4. Urgent late business – as tabled at the meeting, pursuant to section 46 (a)(7) of the Official Information and Meetings Act 1987.

5. Youth Council

Pages 39-42 6. Community resilience

Pages 43-46 7. Creative Communities Assessment Committee

Pages 47-51 8. Mataura Community Board

Pages 52-56

9. Venture Southland quarterly report Pages 57-93

10. Rural Halls and Domains Sub-Committee Pages 94-96

11. Update of Southland triennial agreement

Pages 97-111

12. 2018 Gore District residents’ survey Pages 112-180

13. Otama Rural Water Supply Bill

Page 181 14. MLT Event Centre – damage to the bleacher support wall

Pages 182-192

15. Accession as guarantor to the LGFA Page 193

16. Business to be considered pursuant to the Local Government Official Information and

Meetings Act 1987:

(i) Confirmation of minutes

• Confirmation of the minutes of the ordinary meeting of the Gore District Council, held in committee, on Tuesday 7 August 2018.

• Confirmation of the minutes of an extraordinary meeting of the Gore District Council, held in committee, on Tuesday 28 August 2018.

• Confirmation of the report of the meeting of the Finance and Policy Committee, held in committee, on Tuesday 28 August 2018

• Confirmation of the report of the meeting of the District Growth Committee, held in committee, on Tuesday 4 September 2018.

(ii) Other business • Minutes of Audit and Risk Committee meeting • Proposed Southland Regional Development Agency update • Proposals for electoral services • Funding for Ouvea premix removal (Cr Highsted excluded) • Offer to purchase land

1 Cncl\Mins\07.08.18

Minutes of an ordinary meeting of the Gore District Council, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 7 August 2018, at 6.37pm

Present His Worship the Mayor (Mr Tracy Hicks, JP), Crs Beale, Bolger (from 7.02pm), Gardyne, P Grant, Highsted, Phillips, Reid and Sharp.

In Attendance The Chief Executive (Mr Stephen Parry), General Manager Infrastructure (Mr Ramesh Sharma), General Manager Regulatory and Planning (Mr Ian Davidson-Watts), HR/Administration Manager (Susan Jones), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications-Marketing Manager (Sonia Gerken), Parks and Recreation Manager (Mr Ian Soper), Transport Manager (Mr Peter Standring), 3 Waters Asset Manager (Mr Matt Bayliss) and seven members of the public in the gallery.

Apologies Cr Bolger for lateness and Crs Davis, Dickson and D Grant for absence.

1. CONFIRMATION OF MINUTES

RESOLVED on the motion of Cr Reid, seconded by Cr Phillips, THAT the minutes of the ordinary meeting of the Gore District Council, held on Tuesday 26 June 2018, as presented, be confirmed and signed by the Mayor as a true and complete record.

2. PRESENTATION ON SOUTHLAND MUSEUM AND ART GALLERY

The Chairperson of the Southland Museum and Art Gallery Trust Board had advised the Chief Executive that she had no update to report at this stage.

A copy of a report prepared by the Invercargill City Council on a proposed governance review of the museum had been circulated with the agenda, for the Council’s information.

3. YOUTH COUNCIL

Laura Heads, Leah Murray and Olivia Crawford were in attendance and gave an update on recent activities undertaken by the Youth Council and a preview of the planning

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that had commenced for the 2018 Youth Awards. The Council was updated on some of the recent achievements of Youth Councillors together with a report on the Youth Hui held in Christchurch and attended by three Youth Councillors.

A copy of the minutes of the Youth Council meetings held on 7 May and 25 June had been circulated.

RESOLVED on the motion of Cr Reid, seconded by Cr Gardyne, THAT the information be received.

2018/80

The Youth Councillors departed the meeting at 6.52pm 4. THE SOUTHLAND ECONOMIC PROJECT – URBAN AND INDUSTRY REPORT (SC0528) A memo had been received from the 3 Waters Asset Manager advising that between

2016 and 2018 the four Southland Councils had been working on the joint Southland Economic Project – Urban and Industry report. The report would be used as a resource during limit setting for water quality in Southland.

A joint workshop to brief Councillors and senior management on the findings of the report had been held on 5 July. A copy of the report along with a covering report written by Emma Moran, Senior Policy Analyst/Economist with Environment Southland had also been circulated. Ms Moran was in attendance at the meeting and explained the report to the Council. In response to His Worship asking what the challenges and limitations were, Ms Moran advised the focus to date had been producing the reports. Over the next year or so the group would commence a project involving the community about water in the region. She thought the reports would be used as a basis for some of those discussions to be held. Cr Gardyne asked if there were any costs available in order for the Council and ratepayers to comply with the report. Ms Moran advised the limits had not been yet set but the intention was for the documents to feed into that process. Setting the objectives was very important and they would also feed through to the limit setting and policies. She offered to hold a workshop with the Council if it wished.

Cr Bolger attended the meeting from 7.02pm

The 3 Waters Asset Manager advised the Council had an executive summary as opposed to the entire report on its agenda. The full report was available electronically and some hard copies would be produced.

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Ms Moran said the territorial Councils needed to be congratulated as nothing like the report had been achieved anywhere else in New Zealand. RESOLVED on the motion of Cr Gardyne, seconded by Cr Highsted, THAT the Council note the draft Urban and Industry report as a joint Council report and a key output from the Southland Economic Project that will be used during community processes for the setting of limits for water in the region.

2018/81 Ms Moran departed the meeting at 7.05pm 5. SOUTHLAND LEISURE STRATEGY – REVIEW (SC2268)

A memo had been received from the Parks and Recreation Manager seeking Council support and agreement to the terms of reference for a review of the 2003 Southland Leisure Strategy. The process was inclusive of all Southland territorial authorities, community funders, Sport New Zealand and Sport Southland. Mr Nathan Burdon from Sport Southland was in attendance at the meeting and gave an overview of the review to be undertaken. A copy of the terms of reference for the review and the 2003 Southland Leisure Strategy had been circulated with the agenda. Cr Reid asked with the increasing aging population, how would the review consider that? Mr Burdon said leisure was an interesting word from 2003 and the most finite resource at the time was people’s leisure time. The initial document had also included arts and culture and the review would focus on sport and recreation. The aging population was acknowledged along with ensuring community wellbeing and ensuring social connectivity. One of Sport Southland’s objectives was to target low participation areas. The word “sport” could often put people off from being or getting involved. RESOLVED on the motion of Cr P Grant, seconded by Cr Phillips, THAT the Council support the review of the 2002 Southland Leisure Strategy, AND THAT the Council nominate the Parks and Recreation Manager to be its representative and contact person in the review process.

2018/82 Mr Burdon departed the meeting at 7.14pm

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6. RURAL SPORT TRAVEL FUND

A copy of the report from the Rural Travel Fund Sub-Committee meeting held on 12 July had been circulated with the agenda. The report detailed the recipients of funding from the 2018 summer funding round. RESOLVED on the motion of Cr Phillips, seconded by Cr Reid, THAT the information be received.

2018/83

7. MATAURA COMMUNITY BOARD REPORT

A copy of the report of the meeting of the Mataura Community Board held on 2 July 2018 had been circulated with the agenda.

RESOLVED on the motion of Cr Phillips, seconded by Cr Bolger, THAT the report be received,

AND THAT the recommendations contained within the report be ratified.

2018/84

8. BACTERIAL COMPLIANCE REQUIREMENTS FOR DRINKING WATER STANDARDS FOR NEW ZEALAND (SC2236)

A report had been received from the 3 Waters Asset Manager advising that the Ministry of Health Drinking Water Assessors undertook an annual survey of all drinking water supplies to determine compliance with the Drinking Water Standards of New Zealand 2005 – revised 2008. Each scheme was assessed for compliance with protozoa, bacterial, cyanotoxin, chemical and radiological both at the treatment plant and in the distribution network:

In response to Cr Bolger, the Manager said samples taken had a 24 hours turnaround

timeframe and the lab contacted the Council straight away if there was an E.coli detection.

RESOLVED on the motion of Cr Sharp, seconded by Cr Bolger, THAT the report be

received, AND THAT the Council acknowledge there will be an increase in annual compliance

monitoring costs of approximately $12,000 for the water department. 2018/85

9. QUARTERLY DEBT REPORT (SC1903) A memo had been received from the Chief Financial Officer together with a copy of

the quarterly debt report prepared by Bancorp.

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RESOLVED on the motion of Cr Bolger, seconded by Cr Highsted, THAT the report be received.

2018/86 10. CLEAN AIR LOANS QUARTERLY REPORT (SC2014) A memo had been received from the Chief Financial Officer together with a quarterly

report from Environment Southland on clean air loans. During the past six months, one new application had been received and six loans had been issued. Principal repayments were on track.

Cr Reid questioned whether the criteria meant that it was too difficult for people to access the loan funding.

Cr Highsted said the Council’s input related only to the insulation portion of the

scheme. Environment Southland had set its criteria for the heating component.

The Chief Executive said the Council may be able to influence a change in criteria but Environment Southland needed to ensure that it was fair and equitable to both Gore and Invercargill. RESOLVED on the motion of Cr P Grant, seconded by Cr Phillips, THAT the report be received.

2018/87

11. REVIEW OF LONG GRASS/OVERHANGING FOLIAGE BYLAW 2008 AND REVOCATION OF FIRE PREVENTION (VEGETATION) BYLAW 2008 (SC0107)

A memo had been received from the senior Regulatory Officer advising that the Long Grass/Overhanging Foliage Bylaw 2008 had been reviewed and the Fire Prevention (Vegetation) Bylaw 2008 had been revoked due to the new Fire and Emergency New Zealand Act 2017 which placed all fire prevention responsibilities under the control of Fire and Emergency New Zealand (FENZ). The Long Grass/Overhanging Foliage Bylaw 2008 had been amended to remove any reference to fire hazards. The Bylaw’s main purpose remained the control and regulation of overgrown vegetation in the urban area. The General Manager Regulatory and Planning said FENZ had a call centre based in Auckland and it used a risk matrix to determine whether it responded to issues. The revised Bylaw would continue to apply to properties with grass longer than 0.5m or other overgrown vegetation that may be aesthetically displeasing, harbour vermin or had overgrown vegetation that encroached onto or over a public place. RESOLVED on the motion of Cr Sharp, seconded by Cr Beale, THAT the Council determine pursuant to Section 155 of the Local Government Act 2002, that a bylaw is the most appropriate way of addressing the perceived problem and does not give rise to implications under the New Zealand Bill or Rights Act 1990,

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AND THAT the Council approve the proposed amended Long Grass and Overhanging Vegetation Bylaw 2018 and adopt it by publically notified resolution, pursuant to Sections 156(2)(a) and 157 of the Local Government Act 2002.

2018/88

12. SALE AND SUPPLY OF ALCOHOL ACT 2012 – DELEGATION (SC2028)

A memo had been received from the senior Regulatory Officer advised that the Council was able to delegate some of its powers relating to decisions on certain alcohol licensing applications. The delegation was suggested in the interests of improving efficiency and cost to applicants. The Southern Enforcement Agency Liaison Group (SEAL) was made up of staff from the Gore District, Southland District and Invercargill City Councils, Police, Public Health South and Fire and Emergency New Zealand. The SEAL group had a range of service improvements currently being undertaken, including the development of procedures for staff to process late applications for special licences rather than wait for the District Licensing Committee or Chair of the Committee to determine the application. Legal advice had been sought from Barry Slowley and Michael Garbutt from Anderson Lloyd to confirm the approach and both opinions confirmed that the Committee was able to make such a delegation.

RESOLVED on the motion of Cr Phillips, seconded by Cr D Grant, THAT the report titled “Sale and Supply of Alcohol Act 2012 – Delegation” dated 19 July 2018 be received, THAT the Council determine that this matter or decision be recognised as not significant in terms of Section 76 of the Local Government Act 2002,

AND THAT the Council make the following delegation under clause 32, Schedule 7 Local Government Act 2002: All of the functions or powers listed in the following table are delegated to the staff indicated in the table. The delegated officers do not have the power to sub-delegate.

Key CEO Chief Executive Officer GMRP General Manager – Planning and Regulatory LI Licensing Inspector RAAL Regulatory Administrator – Alcohol Licensing

Legislation Summary of Function/Power Delegated Delegated Officer Sale and Supply of Alcohol Act 2012 Section 187(a) To consider and determine applications for special

licences CEO, GMRP, LI, RAAL

Section 187(a) To consider and determine applications for manager’s certificates

CEO, GMRP, LI, RAAL

Section 187(b) To consider and determine applications for renewal of licences

CEO, GMRP, LI, RAAL

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Section 187(b) To consider and determine applications for renewal of manager’s certificates

CEO, GMRP, LI, RAAL

Section 187(c) To consider and determine applications for temporary authority

CEO, GMRP, LI, RAAL

Section 137(2) Accept late application for special licence CEO, GMRP, LI, RAAL Section 208 To waive certain omissions CEO, GMRP, LI, RAAL Limitations These delegations are subject to these limitations

which staff cannot decide: a) Consider or decide on any opposed applications,

or applications subject to public objection. b) Consider or decide on any waivers that do not

meet any agreed criteria within the SEAL reference document.

c) Decline, suspend, or cancel any application or licence or certificate.

d) Vary any licence without the consent of the licence holder.

e) Reduce the term of renewal of any certificate of licence.

f) Decide on an application that any reporting agency requests to be considered by the District Licensing Committee.

g) Any application which the GM – Regulatory and Planning decides should be considered by the District Licensing Committee.

2018/89

13. REVIEW AND UPDATE OF STAFF WARRANTS AND AUTHORISATIONS (P/F)

A memo had been received from the General Manager Regulatory and Planning advising that Ms Samantha Beer had recently joined the Council as a part-time (after hours) Animal Control Officer and was required to be appointed and warranted by the Council as an Enforcement Officer under the Local Government Act 2002 and as a Dog Control Officer under the Dog Control Act 1996. In response to Cr Sharp, the General Manager explained the number of staff currently employed to cover the animal control function. RESOLVED on the motion of Cr Gardyne, seconded by Cr Reid, THAT the Council appoint and authorise Samantha Beer as an Animal Control Officer to undertake various enforcement related duties in line with her role for the Council.

2018/90

14. CONTRACT 550 RIGHT OF EXTENSION (SC0706)

A memo had been received from the Transport Manager about the contract discussions that had progressed regarding the contract extension and sought support for the recommendations from the discussions. The Waste Advisory Group (WAG) sought the Council’s approval to extend the collection and transfer station services contract it had with Bond Contracts Ltd for a further term of eight years. The contract

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expiry date was 30 June 2019 and included an option to extend the term for a further eight year term. The Waste Advisory Group had met on 27 June to discuss the right of extension for contract 550. Details of the negotiations, issues and options and considerations had been included in the report. RESOLVED on the motion of Cr P Grant, seconded by Cr Gardyne, THAT the Council accept the Waste Advisory Group’s recommendation to offer Bond Contracts Limited an 8-year contract extension term in good faith,

THAT the Waste Management Group be delegated authority to undertake and finalise contract negotiations with Bond Contracts Limited on any non-financial aspects of the contract extension,

AND THAT negotiations be finalised by 31 March 2019 to enable formal acceptance of the contract extension prior to 30 June 2019.

2018/91

15. VENTURE SOUTHLAND QUARTERLY REPORT (SC2030)

A copy of the quarterly report from Venture Southland to 31 March 2018 had been circulated with the agenda.

RESOLVED on the motion of Cr Bolger, seconded by Cr Phillips, THAT the report be received.

2018/92

In response to Cr Beale, Cr Bolger said an update on the aeromagnetic survey was imminent. He added gathering the information was not the end of the project and there was a significant amount of time required to analyse it.

16. LONG TERM PLAN 2018-2025 DEBRIEF (SC1863) A memo had been received from the Chief Financial Officer, together with notes of a

debrief meeting held with the staff involved with the production of the Long Term Plan (LTP) 2018-2028 and the associated consultation document.

His Worship felt the consultation document had been a good one as had having it

delivered to each household. He believed there would be advantages in the future of having elected members available at certain places to discuss the content of the plan with residents and ratepayers.

Cr Gardyne said some submitters had expressed concern about the lack of financial information in the consultation document.

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The Chief Executive said everything that was required to be provided to the public had been included in the consultation document. The content also had to be audited before it was released for consultation. In past years, there had been an enormous amount of financial information included which had not met with support from ratepayers. The Council was bound to profile three or four key projects as opposed to including all financial information. In response to Cr Reid, His Worship agreed giving potential elected members an indication of the number of hours involved would be a good idea before the next election. He added the Council had never put much of an information pack together for potential candidates and perhaps that needed to be considered. RESOLVED on the motion of Cr Reid, seconded by Cr Beale, THAT the debrief notes be received.

2018/93

17. COUNCIL POLICY ON ELECTIONEERING SIGNS (SC0110) A memo had been received from the Chief Executive advising that the Council’s Policy

on Electioneering Signs provided for the payment of $20 for the lodgement of any application for a permit to erect an electioneering sign. A copy of the current policy had been circulated with the agenda. The Council’s policy had last been critiqued in 2014 following approaches received from both the Labour and National parties in the run up to that year’s general election. Neighbouring Councils did not impose a fee for electioneering signage.

Cr Beale did not see any difference between electioneering signs and organisations such as Gold Guitars and Field Days who had to pay an application fee for signage.

His Worship saw them both differently. Community organisations were targeting people to attend their events. Individuals were standing for election. Cr Sharp moved THAT the Council Policy on Electioneering Signs be amended to remove the requirement to pay an application fee of $20.00 for each electioneering sign being erected/installed by a candidate. The motion was seconded by Cr P Grant. In response to Cr Highsted, the Chief Executive said the administrative work required for electioneering signage was minimal. The motion was put and it was carried.

2018/94 The meeting concluded at 8.07pm

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1 ExtCncl\Mins\28.08.18

Minutes of a meeting of an extraordinary meeting of the Gore District Council, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 28 August 2018 at 8.02pm. Present His Worship the Mayor (Chairman, Mr Tracy Hicks, JP), Crs

Beale, Bolger, Davis, Dickson, Gardyne, D Grant, P Grant, Highsted, Phillips and Reid.

In Attendance The Chief Executive (Mr Stephen Parry), Chief Financial Officer

(Mr Luke Blackbeard), General Manager Regulatory and Planning (Dr Ian Davidson-Watts), General Manager Infrastructure (Mr Ramesh Sharma), 3 Waters Asset Manager (Mr Matt Bayliss), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications/Marketing Manager (Sonia Gerken), Corporate Support Officer (Suzanne Lucas) and one member of the public in the gallery.

Apology Cr Sharp apologised for his absence. 1. ASPIRE PARK – APPLICATION TO PROVINCIAL GROWTH FUND (SC2255) A report from the Chief Executive had been received.

Discussions had been held with MBIE officials to ensure the project was aligned with the funding criteria for the Provincial Growth Fund (PGF). Before it was forwarded to the Ministry of Business Innovation and Employment (MBIE) in Wellington for formal consideration, the application required specific endorsement by the Council that the former Gore hospital site was available for the project.

Cr Phillips said there had not been a definitive agreement that the hospital land be used for the project and that needed to be endorsed prior to the application being submitted to MBIE.

Cr Highsted expressed concern about ownership of the venture and the sustainability of the business model. He asked if conditions could be put on the approval.

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His Worship suggested a recommendation that should the funding be obtained from PGF for the Aspire Park project, the Council agree for it to be located on the former hospital site. Cr Highsted expressed his concern about the ownership of the various commercial entities proposed to be included in the project. The Communications/Marketing Manager said the financials had been presented at a recent workshop which Cr Highsted had not been present at. The Chief Executive there was a clear indication of how the new venture would operate in terms of utilising existing structures and the employment of a manager and the MLT had been identified as a potential business partner. Cr D Grant was concerned about the concept and ongoing management of the equestrian centre. He was doubtful there was a need for extra accommodation within the District.

His Worship said he was mindful of time and the need to progress the application to MBIE.

The Chief Executive said the project would not have been considered if there was not the opportunity to access the fund. This was an opportunity to be embraced and if the Council was successful in securing funding from the PGF then surely the Council could make it work.

Cr Beale also expressed his concern about the financial viability of the project. Cr Davis asked about the future of the project and how maintenance and other costs would be funded further down the track.

His Worship confirmed there was a 10 year plan and it was financially supported.

Cr Bolger said the Council needed to expedite the application for funding and embrace the opportunity. The decision before the Council was not to build Aspire Park but to expedite the application for funding. Cr Highsted asked who would own the land. His Worship confirmed ownership would remain with the Council. RESOLVED on the motion of Cr Bolger, seconded by Cr Dickson THAT the Council approve and endorse the use of the former Gore Hospital site on the corner of Wigan and Salford Streets, Gore and now owned by the Gore District Council, as the site for the new equestrian centre of excellence and eco-accommodation,

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THAT the Council note that a formal application to the Provincial Growth Fund is now in a position to be sent to MBIE for consideration, AND THAT it be further noted that the Council’s contribution to the project is limited to making available the land and staff time.

2018/102 Cr Highsted wished it to be noted he did not endorse this resolution.

The meeting closed at 8.26pm

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Report of a meeting of the Operations Committee, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 28 August 2018, at 4.03pm Present His Worship the Mayor (Mr Tracy Hicks, JP), Cr Davis

(Chairman), Crs Beale, Bolger, Dickson, Gardyne, D Grant, Highsted, Phillips, Reid and Sharp.


(Mr Luke Blackbeard), General Manager Regulatory and Planning (Dr Ian Davidson-Watts), General Manager Infrastructure (Mr Ramesh Sharma), 3 Waters Asset Manager (Mr Matt Bayliss), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications/Marketing Manager (Sonia Gerken), Planning Consultant (Mr Keith Hovell), Junior Planner (Fran Davies), Animal Control Administrator (Rowena Burnby), Events Coordinator (Emma Carle), Arts and Heritage Curator (Jim Geddes), Corporate Support Officer (Suzanne Lucas) and two members of the public in the gallery.

Apology Cr P Grant apologised for lateness.

1. PYRAMID BRIDGE DEBRIS MANAGEMENT (SC2134)

Mr Jonathan Streat, Director of Operations at Environment Southland was in attendance to discuss with the Council the management of debris on the Mataura River following the Pyramid Bridge collapse and future plans to improve the resilience of the stop banks in Gore and Mataura. The Director introduced himself and gave an overview of how river systems were managed. He informed the Council $300,000 per year was spent on river management in respect of the Mataura river, of which 15% came from Gore ratepayers. It was a complicated rating system with those closer to the river paying more proportionally than others further out in the catchment but it included rock works, erosion planting, willow removal, willow planting and removal of any obstacles that impeded the flow velocity of the river. Any material gathered was disposed of. Cr D Grant asked if this had always been standard practice.

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The Director said during the two years he had been with Environment Southland it had always been the case but it was only one entity operating on the river and it worked with other individuals adjacent to the river. The Mataura River Liaison Committee defined the work programme each year. The Director said reserves were built up to repair stop banks and insurance schemes were in place to manage assets. Climate change was a consideration. The return period did not change the level reached, but climate change may alter the frequency stop banks were exceeded. Cr Beale mentioned the upgrade of the flood bank had been approved and due to start in the coming months.

The Director said there was a stretch of the river where a freeboard would be added in order to increase the stop bank height by approximately 400mm and at a cost of $60,000. This work should commence in January/February 2019. In response to a question from the Chairman, the Director explained a freeboard was a piece of board above the top of the bank and served to extend its height. The material could be wood, concrete or earth.

In response to a question posed by Cr Dickson, the Director explained anything in the middle of the floodway or river system needed to be removed to allow the maximum capacity of the river flow, but added this could put pressure on the bank as well.

Cr Sharp suggested there was urgency for flood bank work to commence in Gore. The Director said he would ensure those concerns were passed on and included on the works programme.

Cr Highsted directed the meeting to the agenda item - Pyramid Bridge and debris management with particular concern to the debris that had built up against the Pyramid Bridge prior to its collapse. He asked what the management process for debris management was. The Director did not want to comment on the cause of the bridge collapse. He said that if Environment Southland was removing material, it would be disposed of but they were not responsible for removing all debris from the river. The Director said Environment Southland rated to undertake works on those parts of the river for which ratepayers had requested a number of works. This included erosion control, stop bank construction and maintenance and river management. He said there were a lot of people who interacted with the river and there were a number of sources of debris from farm operations, forestry and riverbank collapse. Cr P Grant entered the meeting at 4.19pm.

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Cr Gardyne referred to the debris from a contractor working near Pyramid Bridge and the resulting debris that flowed down the river to the bridge. He asked what the policy of removing that debris was.

The Director said that it would normally be left or burnt. Cr Phillips said that if it could not be burnt and was left and a weather bomb hit the area, all the debris could enter the water and potentially take out bridges. The Director said he would not comment on any scenarios and would not comment on Pyramid Bridge. Cr Gardyne suggested that leaving debris was a liability. The Director strongly disagreed. Cr Gardyne said he disagreed with that comment and argued pressure from a build-up of debris would cause the bridge to collapse. The Director said he had no knowledge of what it would take to cause a bridge to collapse, it was not in his area of expertise but he thought there would be a range of factors that would contribute to a bridge failing. He would not make any further comment. Cr Phillips suggested the tree trimming programme be realigned so that it did not coincide during a time when there was a fire ban, alternatively it should be picked up or chipped. The Chairman commented that a discussion of Pyramid Bridge and the build-up of debris was an agenda item. She asked why the Director was not willing to discuss the matter.

The Director said he had been briefed on the issue but he did not concur with the premise that the build-up of debris caused the collapse of the bridge. Cr Bolger said the Council did think the debris contributed to the bridge collapse and that was the concern. If the Director chose not to comment that was fine, but the Council’s concerns needed to be taken back to the Chief Executive of Environment Southland and a formal response was expected.

The Director said there had been correspondence back and forth but he would add to that. Cr Gardyne commented that moving forward, the procedure for dealing with debris needed to be addressed.

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The Director said dealing with debris was separate to the idea of failures of bridges. Dealing with debris fitted into a wider discussion and related to how people used their land adjoining the river.

Cr Gardyne said Environment Southland was the only organisation who had been cutting willows on the river.

The Director said that was not the case. He was sure there were other people who did that. He said Environment Southland only worked on a part of the river, on the main stem and not on any of the tributaries. Attributing the whole system to it was unfair and incorrect.

Cr Gardyne said the Council was referring to its part of the system.

The Director said it followed consistent practice and could perhaps look at it, but it was a long standing system across the province.

Cr Gardyne said from his long experience, the usual protocol was for the contractors to cut the trees and then burn, but that had not happened in the last three years.

The Director said he could not comment on that.

The Chief Executive suggested there might be an opportunity to establish some type of protocol or a Memorandum of Understanding so both parties had a clear understanding of what would or would not be done and therefore a future event could be managed. He said a number of seasoned observers of the Mataura River saw an unprecedented build-up of debris which was the prime concern for the questions posed of how it got there and what can be done to avoid a repetition. The Council would like knowledge and possibly input into the protocol to ensure that “weaponry” was not created which could cause potential damage to assets along the river. He suggested a protocol be established with a small working party made up of the Regional and District Councils.

The Director asked if this would be at a provincial level and include the Southland District and Invercargill City Councils. He said it was important to realise there were nine River Liaison committees that made decisions about actions and work plans. The Council was reviewing river management committees and the way they might operate within a wider review of river management. There was increasing pressure to look at tributaries so it could be suggested to the Council that either Mataura is looked at specifically or as a wider consideration.

Cr Davis thanked the Director for this suggestion and his attendance at the meeting. Jonathan Streat left the meeting 4.27 pm.

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2. STREET LIGHT REPLACEMENT UPDATE (SC2081)

The Council perused a report from the Transport Manager with an update on the progress to upgrade the Gore District lights to LED luminaires. The report also advised that the Gore Pakeke Lions were dismantling and recycling the old light heads.

Cr Davis asked if all of the lights were to be dismantled by the Pakeke Lions. The General Manager Infrastructure confirmed they were.

RECOMMENDED on the motion of Cr Gardyne, seconded by Cr Beale, THAT the report be received, AND THAT the Council note the disposal arrangements made with Pakeke Lions.

3. 3 WATERS OPERATION REPORT A report had been received from the 3 Water Asset Manager. Cr Davis noted Coopers Wells was not recharging to the level it had been and asked

the Manager for an update.

The Manager said it was being monitored closely, but the well levels had continued to drop and a significant flood in the river over next the few weeks was needed to lift the well levels. Serious consideration would need to be given to undertaking emergency pumping from the river if this did not occur. This was very unusual for this time of the year but the emergency pipeline was in place following its construction last summer. Jim Geddes and Emma Carle entered the meeting at 4.31pm.

The Manager said Jacobstown well levels were good, so as much demand as possible would be put on Jacobstown rather than Coopers Wells but this was a careful and gradual process to make sure the pressures in the network were minimised. Cr Davis commented the Pleura dam levels were looking good. The Manager said Coopers Well hadn’t recharged, as they relied on a flood of the river whereas the Pleura dam had recovered due to a reasonable amount of rain fall which had resulted in surplus run off.

Cr Beale asked about the bore at the Showgrounds. The Manager said there was an action plan for finding an alternative water supply. A consent had been received from Environment Southland to allow test drilling. A water diviner had identified possible sources and Beca was looking at pipeline routes from the Showgrounds. Combining the two water treatment plants into one at East Gore would give more control over the demand at Jacobstown and Coopers Wells.

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In response to a question posed by Cr P Grant regarding the recharge of Coopers Wells, the Manager said there appeared to be a close link between when the river flooded and how quickly the aquifer recharged. Cr Dickson asked if demand for water had increased. The Manager said the water supply demand was average but the river levels were lower than usual.

Cr Beale asked if the installation of the flow meters had been completed and if it was possible to monitor the flow into the wells. The Manager said there were two flow meters on each outlet of the reservoir which monitored night time flow to aid leak detection. Leak detection had been a priority for 3 Waters staff and this was an ongoing exercise along with repairs of the detected leaks.

His Worship asked if the low well level at Coopers Well was a trend evident around the province. The Manager said each aquifer acted differently depending on how it was recharging. While Jacobstown and Coopers Wells were geographically close they were acting differently. Coopers Wells was reliant on the flow of the river andf would be influenced by short term trends.

Russell Paterson and Lorraine Weston-Webb entered the meeting at 4.40pm.

The Chairman referred to the baffle at the Mataura oxidation ponds which had failed and asked if that had affected any of the discharge consents. The Manager said the contractor had arrived on site the previous day to replace the baffle. There did not appear to have been any impact on the discharge quality in the short term and no non-compliance in terms of water quality had been noted.

Cr Phillips asked if the desired chlorine level had been achieved throughout the Otama water scheme. The Manager confirmed the results had returned a reading of 0.2mg/l and it was hoped to get the Water Safety Plan approved soon and the boil water notice removed. The Manager commented the wastewater industrial plant was going well and Opus’ processing engineer was on site and was happy with the performance of it. He said the Mataura backwash project had been commissioned and was operating. The diversion of the backwash into the wastewater system was now occurring.

RECOMMENDED on the motion of Cr Phillips, seconded by Cr Reid, THAT the report be received.

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4. REVIEW OF EXISITNG ARRANGEMENT WITH BULK WATER CARRIERS TO EXTRACT WATER FROM THE COUNCIL’S WATER RETICULATION (SC1732)

The Council perused a report from the 3 Waters Asset Manager relating to the provision of “water take consents” and the existing arrangement with water carriers. As a result of prolonged water restrictions, an investigation of alternative options had been carried out. The Manager explained there were sophisticated options available, but on balance a manual system with a flow meter and a manual locking system for permanent back flow prevention, would be fit for purpose and appropriate for the level of demand to be expected.

Cr D Grant referred to the recorded percentage of bulk water demanded and asked if this quantity was reliant on an honesty system. The Manager said the figure was reliant on the honesty of bulk carriers reporting to the Council on the quantity of water they had taken from the network. There had been reports of significantly more water having been taken from the network but there was no evidence to prove that. Cr D Grant questioned the proposed location of supply of water and said he would prefer a position in town and within full view of the public. The Manager said that was considered but for health and safety reasons in regard to traffic management, the nominated location was deemed to be safer. He said there would be a locking system and there would be more control over water take.

Cr Beale asked if option three was selected, would the $35,000 cost be covered in the Long Term Plan as part of the amount allocated for consent or reticulation renewals in the urban area. The Manager confirmed that was correct. Cr Beale then suggested raising the cost of water extraction as considerable water could be leaving the Gore District. Raising the cost would serve to offset the new system and ensure the end user was charged for the water uplifted. The Manager confirmed the current rates the water carriers were charged and explained this cost was generally passed onto the end user. He said in the period 2007 to 2018, a total of $29,000 had been recovered in charges. The upfront funding to implement the system was the consideration but over time, the end user would help to recover that cost. The Chief Executive suggested the recommendations include an increase in bulk water carrier charges and a report be presented to the Council at its next meeting which would be timely for the forthcoming summer period. The General Manager Infrastructure said increasing charges while at face value was a good idea it was the Council’s obligation to keep supply fair, reasonable and safe.

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The Chief Executive said a review was needed to consider the pros and cons of increasing the bulk carrier charges and a comparison of market rates with other authorities. This could be presented at the next Council meeting in September. If time did not allow, then it could be considered at the October Operations Committee meeting and confirmed at the following Council meeting.

Cr D Grant asked if it was possible to have the bulk water fill station ready for the coming summer. The Manager confirmed it was. Cr Phillips asked how the usage would be monitored. The Manager explained there would be a locking system and each carrier would have a key or a code. The courier would be required to advise when taking water, the meter would record actual amount taken and this would be compared to the reported take. This should identify any water theft. A swipe card system would be more robust but for the capital required, the proposed approach was fit for purpose. If it became obvious there was water theft occurring, a swipe card could be added. Cr Davis asked for cost clarification for the difference in price for each option.

The Manager said option two which was an automated water fill station would cost $75,000. For option three, the preference was $35,000 and option four which offered a continuously monitored permanent backflow protection would cost $70,000 to install. Cr Highsted suggested water theft would occur elsewhere in the network despite the precaution.

Cr D Grant thought making the public aware of water theft would increase vigilance and public scrutiny.

RECOMMENDED on the motion of Cr Beale, seconded by Cr D Grant, THAT the report be received, THAT a designated water tanker fill location as described in option three of the report be installed at an estimated cost of $35,000, THAT the capital expenditure be funded by deferring $35,000 of the water renewals budget in the 2018/2019 financial year, THAT the supply of water to bulk water carriers be suspended when Level 4 water restrictions are imposed, THAT the bulk filling station be located near the intersection of River Street and Bury Street in Gore, with no bulk filling station being provided in Mataura,

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AND THAT a review of the current charging regime for bulk carriers be undertaken and presented to the Council for consideration, prior to the forthcoming summer season.

5. THREE BRIDGES MAINTENANCE – PROJECT PROGRESS REPORT (SC2141)

A report from the Project Manager Infrastructure had been received detailing the progress of the three bridges maintenance project and highlighting the risks and issues which may affect the project outcome. The Manager advised the start date for repairs to Kennedy bridge had been deferred due to uncertainty around the consent and subcontractor availability. However, the River Road bridge maintenance was programmed to start earlier than expected, on 10 September. In response to a question from the Chairman, the Manager said a temporary bridge had been installed prior to the construction period to aid public access. Cr Highsted questioned the high contract price in relation to the budget and asked how it was to be funded and how the budget would be affected. The Manager explained the existing budget was originally for the maintenance of three bridges, but due to budget limitations, maintenance on the Landslip Valley bridge had been deferred. RECOMMENDED on the motion of Cr Phillips, seconded by Cr Sharp, THAT the report be received, AND THAT a further report be provided on bridge repair priorities after the four yearly structure inspection has been completed later in the year.

6. RESOURCE CONSENT RENEWAL – WWTPS DISCHARGES – PROJECT PROGRESS REPORT

(SC2270/SC2271)

A report had been received from the Project Manager Infrastructure informing the Council on the progress of three resource consent renewals for the wastewater discharges and highlighting the risks and issues which may affect the project outcome. RECOMMENDED on the motion of Cr Phillips, seconded by Cr Highsted, THAT the report be received.

7. GORE WATER TREATMENT PLANT UPGRADE – PROJECT PROGRESS REPORT (SC0647)

A report had been received from the Project Manager Infrastructure updating the Council on the progress of the Gore water treatment plant upgrade project (excluding

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the Mataura River crossing) and highlighting the risks and issues which may affect the project outcomes. Cr Highsted referred to the investigation and project development activity and the budget vs contract price. The Project Manager explained this related to investigations undertaken to find the best options for the project upgrade but was a cost incurred prior to the current budget. The Chief Executive confirmed these costs were incurred in the previous two or three years and concerned analysing options and commissioning reports and was a historical cost of the project. Cr Phillips asked if water was found from another source in the district would it affect the cost of the upgrade. The General Manager Infrastructure explained if a new source of water was found it would not affect the cost of the treatment plant upgrade and reticulation improvement was a separate issue. Cr Gardyne asked if the size of the plant was sufficient to cope with supplying Gore and Mataura and any expected growth. The General Manager replied the water treatment plant was modelled for current needs but the layout plan of the building would allow for growth following identification of future needs. In response to a question from Cr Davis about the potential for population growth and increased water uptake, the General Manager confirmed the plant was future proofed. RECOMMENDED on the motion of Cr D Grant, seconded by Cr Reid, THAT the report be received.

8. PYRAMID BRIDGE (SC2134)

A report had been received from the Project Manager Infrastructure updating the Council on the progress of the new Pyramid bridge project and highlighting the risks and issues which may affect the project outcome.

The Manager advised two designs had been developed for both a single and a double lane bridge. A single lane bridge was deemed to be a safer option. Cr D Grant asked if engaging a Quantity Surveyor was now the way forward rather than relying on estimates and would this ensure more accurate costing and budgeting. The Manager said he believed it was an essential requirement to ensure realistic estimates and to allow more accurate reporting.

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Cr Highsted asked if the budget which incorporated the Southland District Council share still had the NZTA component to come off the total cost. The Manager confirmed this was the case and for a single lane bridge the contribution from NZTA would be 55% of the total cost. The Chief Executive said NZTA preferred a single lane bridge and if a two lane bridge was chosen, its subsidy would be capped at $2 million. He said he was unsure if the tender price was higher than the engineers estimate what NZTA’s contribution would be, but assumed it would still be 55% for a single lane bridge. However, it was clear that NZTA would not support a double lane bridge with a 55% contribution.

Cr P Grant raised the question of whether a bridge was still actually necessary as there were alternative routes being used for accessing the other side of the river. Cr Bolger commented there was the additional cost of a water supply and a responsibility to the Otama water scheme. Cr Gardyne asked for clarification as to whether it was necessary to verify with the Council, prior to the tender process that a single lane bridge was the preferred option.

His Worship said the purpose of the report was to put forward to the other partners the preference of the Gore District Council for a one or two lane bridge. Cr Highsted asked where the cost benefit ratio would hit its limit. The General Manager Infrastructure explained if the tender price for a single lane bridge exceeded $5 million then the Council was failing. The Council would then need to decide whether to proceed or surrender the funding.

RECOMMENDED on the motion of Cr Bolger, seconded by Cr Gardyne, THAT the report be received.

9. REPORT FROM THE TRANSPORT MANAGER A report had been received from the Transport Manager.

RECOMMENDED on the motion of Cr Phillips, seconded by Cr Beale, THAT the report be received.

The meeting concluded at 5.38pm

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1 ComSvcs\28.08.18

Report of a meeting of the Community Services Committee, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 28 August 2018, at 5.39pm. Present His Worship the Mayor (Mr Tracy Hicks, JP), Cr P Grant

(Chairman), Crs Beale, Bolger, Davis, Dickson, Gardyne, D Grant, Highsted, Phillips, Reid and Sharp.


(Mr Luke Blackbeard), General Manager Regulatory and Planning (Dr Ian Davidson-Watts), General Manager Infrastructure (Mr Ramesh Sharma), 3 Waters Asset Manager (Mr Matt Bayliss), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications/Promotions Manager (Sonia Gerken), Corporate Support Officer (Suzanne Lucas) District Arts and Heritage Curator (Mr Jim Geddes), District Library Manager (Ms Lorraine Weston-Webb), Events and Promotions Coordinator (Ms Emma Carle), Gore Visitor Centre Senior Consultant (Renatta Hardy), Migrant Services Coordinator (Mihaela Erdelyi), Social Capacity and Health Coordinator (Bernadette Hunt) and two members of the public in the gallery.

1. REPORT FROM AQUATIC SERVICES MANAGER The Council perused a report from the Aquatic Services Manager.

RECOMMENDED on the motion of Cr Dickson, seconded by Cr Bolger, THAT the report be received.

2. REPORT FROM THE COMMUNICATIONS-MARKETING MANAGER The Council perused a report from the Communications-Marketing Manager.

The Manager said she was proud to announce that Gore was in the Keep New Zealand Beautiful Awards as a “best street” nominee, to be held in Auckland and it was hoped there would be two representatives from the Council able to attend the awards even though it clashed with the Gore Community Awards.

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Cr Beale asked if there was one award for the South Island and one for the North Island.

The Manager confirmed it was one award nationwide but the three finalists were all from the South Island. Cr Bolger referred to the warning lights launched by the roading department to indicate when the ground temperature dropped to zero. He asked where these had been trialled and how successful their use had been. The Manager replied she understood they had been trialled in Dunedin which is where the Transport Manager had previously lived and worked. Cr Phillips commented the warning lights were in all fire stations throughout New Zealand. Cr P Grant asked for the official start date for the Tulloch Park redevelopment. He was concerned an article published in the Ensign stated the start of development had not gone ahead as promised. The Manager responded that originally fencing was to be erected 20 August but there was some fluidity around those dates.

RECOMMENDED on the motion of Cr Reid, seconded by Cr Dickson, THAT the report be received.

3. REPORT FROM THE LIBRARY MANAGER The Council perused a report from the Library Manager.

Cr Bolger observed electronic activity had increased dramatically and asked if it corresponded with a decline in the issue of physical books. The Manager explained electronic issues were only 2% of total issues.

Cr Gardyne wished to note a correction – the book bus route included Waikaka not Waikaia as reported. Cr Beale commented on the noise of customers involved in a conversation via social media during a recent visit. The Manager confirmed staff monitored customers involved in invasive conversations and asked them to move into the foyer for privacy. Cr Reid commented on the installation of security cameras and asked if this had an impact on reducing inappropriate behaviour.

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The Manager said it enabled staff to monitor all areas of the library and allowed staff to intervene, prior to a disturbance occurring and also enabled identification of offenders. Cr D Grant asked how often the police were involved in disturbances. The Manager said one to two times a year was usual and a number of individuals had been trespassed.

RECOMMENDED on the motion of Cr D Grant, seconded by Cr Reid, THAT the report be received.

4. REPORT FROM THE EVENTS AND PROMOTIONS COORDINATOR The Council perused a report from the Events and Promotions Coordinator.

The Coordinator drew the Council’s attention to the Community Award nominations which were due to close Friday 7 September.

RECOMMENDED on the motion of Cr Phillips, seconded by Cr Sharp, THAT the report be received.

5. REPORT FROM THE PARKS AND RECREATION MANAGER A report from the Parks and Recreation Manager had been received.

The Chief Executive informed the Council the long standing caretaker of Dolamore Park, Mr Vic Herring, was retiring in November and a suitable replacement had been found. He noted this would be a “passing of the guard” and a well-deserved send-off would be forthcoming for his retirement.

Cr P Grant noted the good result from the Dolamore Park forestry harvest, but asked why it had not been replanted. Cr Reid said there was still lot of debris to be tidied and perhaps this needed to take place first, prior to replanting.

RECOMMENDED on the motion of Cr Beale, seconded by Cr Dickson, THAT the report be received.

6. REPORT FROM THE MIGRANT SERVICES COORDINATOR The Council received a report from the Migrant Services Coordinator. The Coordinator reminded the Council her office had moved to the Visitor Centre.

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Cr Bolger considered immigration and the difficulties immigrants had experienced in obtaining residency. He asked if more resourcing was needed in that area and was it an area the Council could get involved in. The Coordinator agreed that in future there could be an opportunity for the Council to be involved. She had identified a need to report to the Ministry of Business and Innovation and suggest each region was considered, rather than the country as a whole. Southland was dependent on migrants for its work force and this needed to be addressed separately rather than under one policy. His Worship commented Ready for Growth had focused on the needs of migrants and was a priority. Cr Dickson said local MP’s were there for that reason and had experience in that particular area.

RECOMMENDED on the motion of Cr Bolger, seconded by Cr Gardyne, THAT the report be received.

7. REPORT FROM THE DISTRICT ARTS AND HERITAGE CURATOR A report had been received from the District Arts and Heritage Curator.

The Chief Executive congratulated Project Ark and said it was a fascinating project and a boom for the regional museums. Cr Beale informed the Council the East Gore Art Centre had recently received a grant and a donation by a former Mayor of Gore.

RECOMMENDED on the motion of Cr D Grant, seconded by Cr B Reid, THAT the report be received.

8. REPORT FROM TOURISM/VISITOR CENTRE SENIOR CONSULTANT

The Council perused a report from the Gore Visitor Centre Senior Consultant.

RECOMMENDED on the motion of Cr Sharp, seconded by Cr Phillips, THAT the report be received.

The meeting concluded 6.05pm.

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1 Reg.Plng\28.08.18

Report of a meeting of the Regulatory and Planning Committee, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 28 August 2018, at 6.11pm Present His Worship the Mayor (Mr Tracy Hicks, JP), Cr Highsted

(Chairman), Crs Beale, Bolger, Davis, Dickson, Gardyne, D Grant, P Grant, Phillips and Reid.


(Mr Luke Blackbeard), General Manager Regulatory and Planning (Dr Ian Davidson-Watts), General Manager Infrastructure (Mr Ramesh Sharma), 3 Waters Asset Manager (Mr Matt Bayliss), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications/Marketing Manager (Sonia Gerken), Building Control Manager (Mr Russell Paterson), Planning Consultant (Mr Keith Hovell), Junior Planner (Fran Davies), Animal Control Administrator (Rowena Burnby), Corporate Support Officer (Suzanne Lucas) and two members of the public in the gallery.

Apology Cr Sharp apologised for absence. 1. DOG CONTROL POLICY AND PRACTICES ANNUAL REPORT (SC2218)

A memo from the General Manager Regulatory and Planning had been received, together with the annual report on the Council’s dog control policy and practices for the year ending 30 June 2018. This was an annual obligation contained in the Dog Control Act 1996.

The General Manager explained the report related to the period prior to the development of the Dog Action Plan, which was informally launched 1 July 2018.

The report provided technical data but future reports would show more positive information about practices and changes that were made to how the Animal Control team operated.

The Animal Control team had developed an education programme for schools and for owners including the cost and obligations of being dog owners. It was hoped this would reduce the issues that have been faced by the team.

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Cr Gardyne referred to recent dog attacks on sheep and asked if the landowner had an obligation to shoot on sight. The General Manager said the Dog Control Act allowed owners of stock to take immediate action if stock was under threat from a dog out of control.

RECOMMENDED on the motion of Cr D Grant, seconded by Cr Davis, THAT pursuant to Section 10A of the Dog Control Act 1996, the Gore District Council report on Dog Control Policy and Practices for 2017/18 be adopted.

2. ANIMAL CONTROL ACTIVITIES FOR MAY, JUNE AND JULY 2018 The Council perused a report from the Animal Control Officer.

The Animal Control Administrator informed the Council that through the Dog Action Plan an incident pack had been developed with specific guidelines for dealing with dog attacks. This had been well received.

The General Manager commented there had not been any hearings to date and this was a reflection of the proactive actions of the dog control working group. The General Manager said there had been a lot of incidents which had involved dogs which had jumped over the fence and escaped their enclosure and attacked other dogs or people. Education had been provided to the people responsible and in future instead of fining offending dog owners, they would be required to undergo training. Cr D Grant asked if the Council received complaints regarding dogs that had exhibited threatening behaviour behind the fence and posed a risk to the public. The General Manager confirmed they had received a number of such like complaints.

RECOMMENDED on the motion of Cr Phillips, seconded by Cr Reid, THAT the report be received.

3. REPORT FROM THE BUILDING CONTRAOL MANAGER – JUNE AND JULY 2018 A report from the Building Control Manager had been received.

The Manager said that while the number of consents had decreased over the June and July period, compared to the previous two years, the value of works had increased considerably mainly due to the value of large projects such as MVM and BUPA.

RECOMMENDED on the motion of Cr D Grant, seconded by Cr Dickson, THAT the report be received.

Rowena Burnby and Russell Paterson left the meeting at 6.22pm

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4. PLANNING DEPARTMENT REPORT A report from the Planning Consultant and Junior planner had been received. The Chairman asked if there had been any progress made in securing a Senior Planner.

The Chief Executive said the Council had been working with a preferred candidate and a verbal acceptance had been received.

The Chairman referred to the recent meeting with the Ministry for Culture and Heritage and asked for details of the uniform approach that was discussed in relation to the identification of heritage structures. The Planner said going forward it would be structured around what the state of play was with the different Councils, what their provisions were and how well they were working in terms of protecting the heritage in the area. The Chairman asked if the Subdivision and Land Development Bylaw was tracking well. The Planning Consultant confirmed it was and said it was headed towards a combined subdivision Bylaw for Southland.

Cr Beale asked about the intention for the new development where the heritage building was on 128 Main Street. The Planning Consultant said no objections had been received and consent to demolish had been given subject to a number of conditions which were being worked through.

RECOMMENDED on the motion of Cr Phillips, seconded by Cr Dickson THAT the report be received.

5. REGULATORY SERVICES REPORT A report from the Senior Regulatory Officer had been received.

RECOMMENDED on the motion of Cr Bolger, seconded by Cr D Grant, THAT the report be received.

6. DRAFT SOUTHLAND BIODIVERISTY STRATEGY (SC0460)

A report from the General Manager Regulatory and Planning had been received about a Biodiversity Strategy that had been developed through the Southland Biodiversity Forum. The strategy pulled together an approach to increase awareness of biodiversity issues and importance to Southland from an economic and sustainable management of natural resources.

The General Manager said Environment Southland had coordinated the forum but did not own it. Community input was essential for the development of the strategy and

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required proactive engagement with the community to determine how to help birds and bees and how they help us in the long run. How to mitigate circumstances such as climate change was also to be considered. The General Manager said over the coming months there was an opportunity to receive formal feedback from the Council.

The Chairman asked how the feedback would be collected. The General Manager said he would collate the emails he received, ensure feedback was provided to the Council and then it would be taken to the forum.

Cr Bolger asked who decided on the weighting of biodiversity and determined the importance of the different endemic species. He also expressed his concern over the implications this might have for land owners. The General Manager said the purpose of the forum was to embrace thoughts of the community and that would encompass a variety of views.

In response to a question from the Chairman, the General Manager explained the action plan would be followed by the process of a District Plan development and how that looked would be determined by the Council. Resources would be aligned and people would work together to deliver the strategy. Cr Bolger asked if the strategy would produce desirable outcomes that had to be included in the District Plan. The General Manager replied that as far as the strategy was concerned, Councillors discharged their duties under the RMA. RECOMMENDED on the motion of Cr Bolger, seconded by Cr D Grant, THAT the Regulatory and Planning Committee receive the Biodiversity Strategy document for comment/feedback.

7. NATIONAL PLANNING STANDARDS AND OPTIONS FOR DISTRICT PLAN REVIEW (SC0464)

The Council perused a report from the Planning Consultant which provided a summary of the draft National Planning Standards and the submissions lodged to them jointly and on behalf of the Southland Councils. Feedback was sought from the Council on its preferred approach. The Chairman queried the situation with regard to the recent earthquakes in Christchurch and in terms of ensuring buildings were fit for purpose, was the review looking at appropriateness of the current list or was the list to be expanded. The Consultant said there was a need to start afresh and what the criteria should be needed to be looked at. He said the focus was on the ease of the process. The Consultant explained the National Planning Standards as set out in the report and he presented to the Council the options that were before it to be considered. He said feedback was needed and a preferred option decided upon. He said when the options

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were considered it was important to have regard to the status of the various RMA documents in terms of the other Councils. Invercargill City Council was at the appeal stage, and hoped to have its plan operative early next year. The Southland District Council’s plan became operative last year. For Environment Southland, the Regional Policy Statement became operative earlier this year and its Water Plan was at the appeal stage but the Environment Court had noted concerns about the document. All documents took into account National Environmental Standards and changes to the RMA. The Consultant said the present District Plan was no longer fit for purpose. He said the Regional Policy Statement for Southland made it mandatory for the Gore district to have included in the District Plan a number of provisions which had not previously been addressed. The Council needed to consider the options that had been put before it. He said regardless of what option was chosen, there was a need to move quickly to ensure further industrial and residential land was developed for Gore and the spatial plan progressed. The General Manager said this was a considered view by the Council and at several levels, discussions had been undertaken on how the region would work together. He said if the Council had its own District Plan, it had the benefit of full autonomy but would come at a greater cost and inconsistencies with other Councils was a concern. He thought the One Plan was perhaps too aspirational. He concurred with the Consultant that a decision needed to be made to address rezoning and heritage issues. The Chairman asked which option would be seen to the most efficient to move the Council forward. The Consultant replied rezoning was the first priority and how the District Plan was dealt with was a second priority and if that order was followed, it would be easier to integrate into a combined District Plan. The Chief Executive said the Southland Chief Executives had rejected the one plan for all option, as regional issues were deemed to be quite different. There had been a desire to have unification of district planning which could be achieved by one plan or a commonality of rules. He said he could see the advantages of individuality but collaboration with other Councils and a combined district plan with local variances was an option. However, that would be time consuming and there would be a lot of issues to wrestle with. He said he was warming to the notion of an individual plan but the best ideas of neighbouring Councils were being cherry picked. It would speed up the process but it would be long and difficult. However, the cost should come secondary to getting it right. Cr Bolger said he thought one plan for all would be complex. He said he was aware of the commitment to SORDS but the better option for the Council was to have its own plan aligned with better aspects of other plans. The status quo was out of date and it was an opportunity for the Gore District Council to work with its own challenges within the district while working with its neighbours.

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Cr Beale said the cost was of concern but there would be some modification of the existing plan while other ideas cherry picked. Cr D Grant concurred. He said collaborating with other Councils in other regions would be difficult and a challenge. The Chairman said the Council had to review its plan, it was mandatory and was not fit for purpose. The Consultant said it might be worthwhile for Councillors to note he was one of the commissioners on the hearing of submissions to the Invercargill City plan and his role was to write all the decisions so the amount of information he held was considerable. Cr Dickson also concurred and thought the Council might be more aligned with the Southland District Council with respect to biodiversity. His Worship also agreed. He said there had been a long term desire to have a shared document but as time progressed it was seen as being too difficult. He said “we need to push our own boat but work closely with our neighbours”. There needed to be an alignment among the three Councils as much as possible to make the interaction with the public as easy as possible. He congratulated the Consultant and those associated with the complex issue at hand. The General Manager added the spatial plan and Ready for Growth development were driving the change and the need to have a plan that was fit for purpose. Biodiversity and landscape studies were being shared and that information was used to inform the developer on the rules and policies around the plan. Great savings had been made by working with other agencies. RECOMMENDED on the motion of Cr Bolger, seconded by Cr P Grant, THAT the Council note and endorse the submission made jointly by the staff of the Southland Councils to the National Planning Standards, THAT the Council note that on the completion of the spatial plan a recommendation will be made to rezone additional land for residential and industrial purposes, THAT the Council note a further report will submitted to the Council on the matter of the schedule of heritage structures following consideration of the matter by the Government, AND THAT the Council develop its own plan for the preparation of resource management documents for the Gore District.

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8. UPDATE OF STAFF DELEGATIONS (P/F) A memo from the Building Control Manager had been received advising that Council staff were occasionally required to undertake certain enforcement activities as part of Bylaws and other regulatory functions that the Council administered. Mr Alan Farquharson had recently joined the Council as a Building Control Officer and needed to be appointed and warranted by the Council under the Building Act 2004 and the Local Government Act 2002. A schedule detailing the delegations had been circulated with the agenda. RECOMMENDED on the motion of Cr Davis, seconded by Cr Bolger THAT pursuant to the Buildings Act 2004 and Sections 174 and 177 of the Local Government Act 2002, the Council appoint and authorise Alan Farquharson as a Building Control Officer to undertake various duties in accordance with his role with the Council

The meeting concluded at 7.15pm.

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1 FinPol\28.8.18

Report of a meeting of the Finance and Policy Committee, held in the Council Chambers, 29 Bowler Avenue, Gore, on Tuesday 28 August 2018 at 7.15pm. Present His Worship the Mayor (Mr Tracy Hicks, JP), Cr Bolger

(Chairman), Crs Beale, Davis, Dickson, Gardyne, P Grant, D Grant Highsted, Phillips and Reid.


(Mr Luke Blackbeard), General Manager Regulatory and Planning (Dr Ian Davidson-Watts), General Manager Infrastructure (Mr Ramesh Sharma), 3 Waters Asset Manager (Mr Matt Bayliss), Project Manager Infrastructure (Mr Hashem Ramezan-zadeh), Communications/Promotions Manager (Sonia Gerken), Social Capacity and Health Coordinator (Bernadette Hunt) Corporate Support Officer (Suzanne Lucas) and one member of the public in the gallery.

Apology Cr Sharp apologised for absence. 1. RATE ARREARS (SC2177)

A report from the Chief Financial Officer had been received covering arrears as at the beginning of the 2018/2019 financial year. He said rate arrears had declined and he praised the good work of the rating officers in achieving this. RECOMMENDED on the motion of Cr P Grant, seconded by Cr D Grant, THAT the report be received.

2. RATES REBATE SCHEME (SC2177) The Council perused a report from the Chief Financial Officer.

The Chairman referred to the table which was a guide for household income and level of rebate payable. He said it was evident a lot of people qualified and a lot might not be aware they were eligible.

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2 FinPol\28.8.18

The Chief Financial Officer said a lot of advertising had been undertaken to inform ratepayers there was help available for low income earners and it was not limited retirees. Work and Income had been asked to pass on this information to its clients but the Council would like to see the number of customers applying grow. Cr Reid said a lot of people probably did not realise Environment Southland rates could be included as well. She suggested getting in touch with Grey Power and carrying out extensive advertising and publishing the table widely. The Officer concurred and said he would work with the Communications Manager to achieve this. Cr Dickson asked for clarification regarding residents who had more than one property and had cumulative rates. The Officer explained only the primary property was eligible ie the one the ratepayer lived in and this was based on the assumption most second homes generated an income.

RECOMMENDED on the motion of Cr Beale, seconded by Cr Reid, THAT the report be received.

3. MAYORAL OFFICE – UPDATE REPORT The Council perused a report from the Mayoral Office.

His Worship commented a lot of progress had been made. He reminded the Council Ready for Growth had its genesis before the Provincial Growth Fund. He apologised on behalf of Economic Development Coordinator for her absence due to illness.

The Social Capacity Coordinator said since writing the report expressions of interest to the Provincial Growth Fund for both the Ready for Growth implementation centre and the Hokonui Highway project had gone to the TAG group for approval.

The Coordinator said the Ready for Living feasibility study had concluded there was strong support from stakeholders, the community steering group and Minister Tracy Martin. One of the strongest findings was the project needed to be community led and Council supported. To the drive the project forward $28,000 of community funding was needed. Applications for funding had been submitted to the MLT and Community Trust of Southland.

His Worship informed the Council the Chief Executive had received an email from Mike Reid, Policy Manager for Local Government New Zealand.

The Chief Executive said Mr Reid had been in touch with the Prime Minister’s office and he had heard some very positive reports about the Hokonui Highway project. He

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3 FinPol\28.8.18

said the Department of the Prime Minister had a lot of interest in the programme and would be in contact. In response to a question posed by Cr D Grant, His Worship said he could not see any conflict between Ready for Growth and the Regional Development Agency and where possible, both would work in together in tandem.

RECOMMENDED on the motion of Cr Bolger, seconded by Cr D Grant, THAT the report be received.


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COUNCIL MEETING AGENDA TUESDAY 18 SEPTEMBER 2018 5. YOUTH COUNCIL A copy of the minutes of the Youth Council meeting held on 30 July 2018 are attached

for the Council’s information.

Representatives from the Gore District Youth Council will be in attendance at the meeting and provide the Council with an update on Youth Council activities.

RECOMMENDATION

THAT the information be received.

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Minutes of a meeting of the Gore District Youth Council, held in the Gore District Council Chambers, 29 Bowler Avenue, Gore,

on Monday 30 July 2018, at 4.45pm

Present: Hamish Goatley (Chairperson), Emily Chamberlain (Deputy Chairperson), Bree Dinan, Flynn Chamberlain, Hannah Reid, Jay Wadsworth, Latham Gray, Laura Heads, Leah Murray, Luca Patching

Apologies: Abby Gutschlag, Becca McBeath, Brayden Scott, Damien Dowie, Grace Richardson, Keeley Wilson, Lucinda Butler, Myah Kortbaoui, Olivia Crawford, Zac Samson, Bree Dinan (lateness)

In Attendance: Cr Bronwyn Reid, Eleanor Ranstead Ashleigh Martin (The Ensign)

1. Apologies L Gray moved that the apologies of those not able to attend the meeting and for those who were attending the meeting late be received, seconded by L Murray.

2. Confirmation of previous minutes The minutes from the Youth Council Meeting held on Monday 25 June 2018 were confirmed as a true and complete record. L Heads moved that the minutes were correct, seconded by L Murray.

3. Matters Arising from previous meeting Speed Dating with the Gore District Councillors: Susan Jones is hoping to make this happen

prior to the Gore District Council Meeting, 7 August at 5.00pm – she will confirm this closer to the time as there are details that need to be worked out. When the Youth Councillor’s in attendance were asked if this date suited them at least half indicated they would not be available for this date due to other commitments. Due to the low attendance at today’s Youth Council Ordinary Meeting E Ranstead will contact absent Youth Councillors to find out about suitability of the date and then work with S Jones to find a suitable date.

Letters of Thanks to Those Supporting the Youth Council and Youth Week: E Ranstead wrote letters of thanks to the schools that the Youth Council represents for their support of the Youth Week Events the Youth Council put on and giving notification of the coming Youth Awards and that nominations will be open late September for nominees. L Butler has written letters of thanks to James Wards and Dan Winkel for their assistance in putting events on and E Ranstead has written letters of thanks to Ali Boyle and The Ensign.

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Social Event for the Youth Council: A Movie and Munchies evening was held after the planning meeting on Monday 23 July and was enjoyed by all who were able to attend. Cr B Reid stressed the importance of having social events as the Gore District Council did not want the Youth Council to only work hard on projects and events for the year but to have opportunities to have fun as well. She was pleased that so many were able to attend the event.

Youth Council Hoodies: have been ordered for the new Youth Councillors who do not have a Youth Council Hoodie. Hopefully they will be ready to be given out in the near future.

Soft Shell Jackets for Youth Councillors: Cr B Reid had looked into the costing of these jackets – $100 each including embroidering the Youth Council Logo onto it. S Jones is happy to look into Youth Councillors being issued or purchasing the jackets but suggested that we postpone progressing the investigation of this until 2019. She was not sure just how many of the Youth Councillors would actually want or wear one so when those attending the meeting were asked if they would like a Soft Shell Jacket, all indicated that they would like one and almost all indicated that they would like to purchase one, especially if there was a subsidy from the Gore District Council as many of the Youth Councillors have served multiple terms. However, this needs to be discussed with a better representation of the Youth Council. S Jones thought that maybe the Chair could be provided with one. Cr B Reid will continue the discussion with S Jones.

Youth Council Banner to Advertise and Identify Youth Council Events: S Jones thought that getting a banner made up with the Youth Council Logo on it would be a good idea but also raised that as dates for events will change annually, the banner would need to be replaced each year. She is happy to look into one for the Youth Awards – possibly something done on corflute which is not too expensive and nice and light to cart around. E Ranstead will supply S Jones with more information of what the Youth Council were thinking about in regards to a banner.

Signs to Advertise Events Coming into Gore: S Jones has booked the advertising boards for the Youth Awards from 12 November until 2 December. Prior notice needs to be given earlier for next year so that there is a longer lead in.

4. Youth Awards 2018 L Murray moved that the 2018 Youth Awards be held on Saturday 1st December, 7.30pm at the St James Theatre, that the award categories be aligned with the National Youth Awards and the ages of the nominees be 12—24 years of age. Seconded F Chamberlain. Agreed.

A short list of prospective people has been voted on at the last planning meeting and names have been passed on to S Jones for her to approach for availability.

Our next planning meeting will be held on Monday 13th August, 4.45pm. Youth Councillors have been encouraged to bring along ideas of performers and/or performances for the entertainment for the evening and to think outside the box as they don’t have to be just music related items.

5. Maori Language Week L Gray moved that in observance of Maori Language Week the Youth Council create a Karikia to open Youth Council meetings and a blessing to close Youth Council meetings by inviting Carrie Clifford and Matu-Taera Coleman-Clarke from the TUIA Programme to assist the Youth Council in formulating the Karikia and the blessing in Maori. Seconded J Wadsworth. Agreed.

6. Keep NZ Beautiful Clean Up Week L Murray moved that the Youth Council observe Keep NZ Beautiful Clean Up Week by inviting the public of the Gore District to join the Youth Council on Saturday 15th September in doing a Litter River Walk from the Gore Bridge to the Walnut Grove, to be followed by a barbecue for participants. Seconded L Patching. Agreed.

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H Goatley suggested that Youth Councillors also look for opportunities to visit Primary Schools in the Gore District to encourage students to take the time to pick up litter around the school and to encourage recycling.

7. Longer Term Plan/Project for the Youth Council H Goatley proposed that the Youth Council consider planning for longer than just the one year term by looking at working on a legacy project that will take longer than just one year to complete. The thinking is that instead of doing one off events, this sort of project could be for the Youth Council to address bigger issues facing youth in the Gore District and be a project which is handed on from one Youth Council to the next, giving the Youth Council an opportunity to be able to impact and influence the Gore District, not just now but for the future.

Due to the low turnout of the Youth Council it was decided for this matter to be held over to the next ordinary meeting. E Ranstead suggested that the Youth Councillors could start the conversation of what issues they feel need to be addressed at the next planning meeting on Monday 13th August.

8. Extra Items of Business NetHui: An invitation has been received from Adina McDowell for the Youth Council to be involved in NetHui for the Southland Region being held in Invercargill on Tuesday 16th October. It was pointed out that senior secondary students will be preparing and going into NCEA exams at this time so Youth Councillors being involved probably isn’t very realistic but the Youth Council will have a think about topics that we would like to see covered and advertise the event on our Facebook Page.

The Ensign Article on the Youth Council’s Preparation for the Youth Awards: Cr B Reid made the Youth Council aware of the article that had been in The Ensign’s edition on Wednesday 25th July for the Youth Council’s preparation for the Youth Awards. Bronwyn and the Youth Councillors who had seen it had thought the article was very well done and wanted to take the opportunity to thank Ashleigh Martin—reporter for The Ensign who attends and reports on the Youth Council meetings for the great quality of the stories about the Youth Council and the events we have been putting on.

Acknowledging Achievements of Youth Councillors: Cr B Reid brought to the attention of the Youth Council the achievements of a couple of the Youth Councillors.

Firstly, our Chairman Hamish Goatley is now a fully qualified volunteer firefighter for the Mataura Volunteer Fire Brigade but has also been given permission by his school, Gore High School to attend emergency callouts during school time.

Leah Murray recently entered the Hokanui Fashion Awards in the School Section Awards and came runner-up in the Macca Lodge—Recycled Award. We hope to see Leah in the Open Section Awards in the future.

Congratulations was offered to both Youth Councillors with a round of applause.

The meeting concluded at 5.33pm

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6. COMMUNITY RESILIENCE

(Report from Social Capacity and Health Coordinator, Mayoral Office – 06.09.18)

Background There is growing community concern about the growing gang presence in the Gore District and across Southland. This is a coordinated, planned effort by the Mongrel Mob to grow its presence in the south.

The Mataura community and Gore Police are seeing this through an increasing number of newcomers to the town who are connected to the gang, and this is also evident in other towns throughout Otago and Southland.

Discussions with Gore Senior Sergeant Cynthia Fairley and with Jarrod Gilbert, a Canterbury based researcher who is considered New Zealand’s expert in this space have drawn the following conclusions:

• Police have to, and will, unequivocally deal with instances of crime;• However across New Zealand, the worst outcomes have resulted from a

“crackdown”, in an attempt to suppress the gangs/drive them out. We donot want to become the gang’s enemy. There are two main reasons forperverse outcomes from this kind of approach:

o It leads to the inability of gang members to gain legitimateemployment, which drives them to “illegitimate” employment,

o It gives them an increased resolve to uprise against the community;• A community resilience approach which is focused on the issues, not the

gang, is the recommended approach at this time.

Proposed approach Senior Sergeant Cynthia Fairley, the Mataura Community Board Chair, and the Social Capacity and Health Coordinator have met to develop a proposal to progress community actions to address the concerns raised.

The Mataura Community Board has met and discussed the issues and seek the Council’s support to address them. However this is not just a Mataura problem. It is important that the approach taken is all of District, and connects to the rest Southland and Clutha to ensure unity of approach and that the problem is not simply driven to our neighbours.

It is suggested that a community working group of no more than 10 people is formed to drive forward initiatives in this space in a collaborative way. The working group would include representation from Gore District Council, Mataura Community Board, Gore Police and Hokonui Runanga. Other representatives would be selected from across the community and could include Mataura Marae, Youth Council, shearing industry, mental health, Salvation Army, MSD, GoRetail, SDHB, Education.

Some suggested initiatives the working group could rapidly implement “on the ground” in Gore District are:

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• Meth awareness “conference”, where expert speakers and those with experience in this space (including a recovered addict, and affected whanau) present at sessions focused at different groups such as school children, parents and teachers, and employers. On the same day a forum/workshop is held with cross-community representation to gather information about the scale of the issue in the community, connect those who are working in the space, identify gaps or areas of need in service provision, and plan some further actions. *

• It’s Not OK campaign, where community “champions” are trained to identify and support women and families who are struggling with domestic violence. Hairdressers have been particularly and successfully targeted to be champions in other locations. *

• Drive My Life: a programme to support people through driver licensing where specific barriers exist which are preventing them from becoming licensed. Driver licensing is also a focus of Hokonui Highway where driver licensing is a barrier to employment, so there is opportunity for synergy in this space. *

• Rural security campaign particularly focused on gun security and capturing of serial numbers, to support Police in seizure/recovery of stolen firearms.

• Responsible alcohol initiative: a successful programme involving the training of “red frogs” who operate at rugby clubs, race events etc to encourage responsible alcohol consumption. *

• A united effort to establish a “patch ban” in shops, business and buildings throughout the Gore District.

• Cooperation between Police, Real Estate Agents and Property Agents to manage the purchase and rental of houses and buildings in key areas to ensure that gangs are prevented from “taking over” key locations, building an overwhelming presence, or driving others out.

• A more visible Police presence in the Mataura community, including regular “opening” hours at the Mataura Police Station (perhaps a regular 2 hours each week day).

• Linking of people and families to services without going to Police (non-emergency contact numbers) for advice and help – this would be much more effective with connection to the rest of Southland.

• Delivery of “keeping ourselves safe” programmes in primary schools, Kohanga and other centres by Gore Police’s School Community Officer in conjunction with iwi and navigators.

The initiatives marked above with a * are those that we know have been implemented under the Safe Communities umbrella in other locations. By joining Safe in South, we would become part of the Safe Communities network and would gain access to a number of initiatives of this nature which could be rapidly implemented. There is little point in us “reinventing the wheel” when other communities are more advanced in this space. Community collaboration to address the growing gang and drug issues will be much more effective than the current Police-only response, and will help to make the Police response more effective. It is important that the community see Council

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acknowledging and addressing these problems and leading the implementation of solutions. Safe in the South Safe in the South is Southland’s Safe Communities programme and encompasses Invercargill City and Southland District. Safe Communities is an international accreditation programme. There are 26 communities in New Zealand which have or are working towards Safe Communities accreditation. Through Safe in the South, agencies, NGOs and community groups are connected and work together to drive initiatives that improve community safety. This work is driven through four workstreams: Road and Fire, Family, Workplace and Community. Youth and Alcohol are focus areas that cross all four workstreams. The chart below is a metaphorical building that represents the Safe in the South coalition. Four Workstreams: Community, Family, Workplace, Road & Fire are in the core of the building with two “blocks” Alcohol and Youth going across them. Safe Communities principles that guide the work of Safe in the South, together with the values, provides the coalition with a strong framework to achieve its vision and mission.

By joining the Safe in the South coalition, Gore District Council would become represented at the Governance level, be able to contribute to the priorities of the coalition, and access the resources and work which has been implemented in

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Southland and in other Safe Communities. Further, any action we take locally will be more effective if it is aligned with our neighbours. This initiative was presented to the Council in February 2018, but since then the gang and drug situation has evolved rapidly. This means that the specific goals for the Gore District in becoming part of Safe in the South are much clearer. It is also important to note that connection to Safe in the South will also provide access to other initiatives which, although not directly connected to this specific problem, will benefit the community more broadly. These include initiatives in rural mental health, workplace safety, road safety, emergency preparedness and fire safety. Financial Commitment Invercargill City Council and Southland District Council each contribute $10,000 annually, and it has been suggested that an $8,000 contribution from Gore District Council would be appropriate if it were to join the initiative. This will cover operational and project delivery costs relating to the District’s involvement in the initiative and would only be pledged once commitment to meeting the needs of the Gore District, as outlined in this report, was confirmed. As some of the year has already passed, a smaller contribution would be required at this time (approximately $6,700). In addition to the commitment to join Safe in the South, a further $2,500 is requested. If needed, this small fund would provide the working group with the opportunity to rapidly and independently implement specific initiatives outlined above or others identified, without needing to come back to the Council for specific approval or wait for Safe in the South to work through them. This will help to get some quick runs on the board. RECOMMENDATION THAT the information be received and noted, AND THAT the Council approves of finance of $9,200 to progress Community Resilience initiatives as outlined in the report, plus ongoing commitment to Safe in the South.

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7. CREATIVE COMMUNITIES ASSESSMENT COMMITTEE (Memo from Corporate Support Officer – 10.08.18) Attached for the Council’s information is a report from the Creative Communities

Assessment Committee meeting held on Wednesday 8 August 2018. RECOMMENDATION THAT the information be received.

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Minutes of the Creative Communities NZ Assessment Committee meeting held on Wednesday 8 August 2018 in the Gore District Council Chambers, 29 Bowler Avenue, Gore, at 5.05pm. Present Cr Bronwyn Reid (acting Chairperson), Robyn Young, Bryan

Griffiths, and Eleanor Groves In Attendance Suzanne Lucas (Corporate Support Officer). Apology Cr Nicky Davis, Jim Geddes, Dorothy Marshall, Emma Carle and

Louise Meehan apologised for absence. 1. CONFIRMATION OF MINUTES

RESOLVED on the motion of Bryan Griffiths, seconded by Cr Reid, THAT the minutes of the meeting held on 15 March 2018, as circulated, be confirmed as a true and complete record.

B Griffiths referred to the minutes and the allocation of funding given to the Southern Sound Foundry. He explained the Foundry had intended to purchase two advertising banners, but only one had been purchased to date. He said it had been difficult finding a location to place the signs within Gore. The foundry will use the money when possible to purchase a second banner.

R Young suggested that this be submitted in writing to the committee through accountability form. Cr Reid introduced Eleanor Groves to the meeting. Eleanor represented Dorothy Marshall at the committee meeting.

2. CORRESPONDENCE

No correspondence had been received.

3. DECLARATIONS OF INTEREST No interests declared. 4. 2018 APPLICATIONS

Funds totalling $6,974.30 were available for distribution. A total of six applications had been received for consideration that met some or all of the criteria.

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Gore Spinners and Weavers Cr Reid commented it was nice to see a new group apply and it would be good to support their application. E Groves commented they were an active group and their membership had grown considerably. Cr Reid reminded the committee that the costs of refreshments could not be covered by the fund and suggested $30 be deducted from the amount requested which would leave $800 to cover the remaining costs. The committee concurred. Cr Reid was in receipt of an email from Jim Geddes with an apology for his absence. She read to the committee comments he had made on the applications received. He was in support of them all but made particular note of the applications from West Gore School and The Southland Rhododendron Society. J Geddes said the school production West Gore School was undertaking tied in well with activities occurring within the Heritage Precinct and it would therefore appeal to a wider community. He also commented that he supported the Rhododendron Festival but the committee would have to ensure any funding dedicated to that group, covered costs not previously addressed. Southland Rhododendron Group Cr Reid confirmed with the committee the costs that had been previously funded by the Creative Communities Scheme. She suggested looking at the big expenses the Group were faced with which included children’s entertainment. She asked the committee if they thought funding entertainment would be permissible under the CCS criteria. B Griffiths said that entertainment had been funded last year and suggested $1,000 towards technical support. Gore Chamber Ensemble Cr Reid observed that this application asked for a substantial amount and the committee needed to be wary of what was eligible for cover under the Creative Communities Scheme. B Griffiths questioned whether funding for tutors would be permitted under the Scheme. Cr Reid commented that the wording of the application, although thorough, was confusing when referring to teachers and artists. She also reminded the committee that tutors fees had been applied for in a previous successful application and questioned whether artist fees were the same as tutor’s fees.

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R Young agreed the terminology used was unclear and suggested a contribution towards music stands. In response Cr Reid explained that capital costs could not be funded. B Griffiths noted that there were costs relating to a benefit concert which he doubted could be covered by the Scheme. Cr Reid suggested hall hire, advertising and programme printing could be items that were eligible for funding. Hokonui Runanga Cr Reid said she was excited by this application. B Griffiths agreed and commented that it was a very good application and well thought out. Cr Reid suggested the cost of materials could be funded but unfortunately the cost of catering or Koha could not. The committee concurred. Gore Musical Theatre Cr Reid considered the application from the Gore Musical Theatre and amounts previously allocated. She commented that in the preceding funding round they had received $3,078 for wardrobe costs which was very generous as allocations tend not to over $2,000. She asked the committee to consider what other costs could be covered by the Scheme. B Griffiths asked for clarification of what costs had been previously funded. Cr Reid responded; wardrobe costs, hire of sound equipment and printing of programmes and suggested $2,000 be available to distribute. B Griffiths said printing and advertising costs were significant and suggested these be funded. West Gore School Cr Reid reminded the Council this application had the support of J Geddes. R Young asked how much was left in the Scheme reserves to distribute. The committee agreed the remaining $1,500 would be an acceptable amount to allocate to West Gore School. The first round of 2017/18 grants was allocated as follows:

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ORGANISATION NAME BRIEF DESCRIPTION AMOUNT REQUESTED $

AMOUNT ALLOCATED $

Gore Spinners and Weavers

Tutor costs $830.00 $800.00

Southland Rhododendron Group

Technical support $1,300.00 1,000.00

Gore Chamber Ensemble

Advertising and printings costs, hall hire $3,070.00 750.00

Hokonui Runanga Materials $1,400.00 1,000.00 Gore Musical Theatre Advertising and printing costs $2,000.00 $1,900.00 West Gore School Venue hire $3,000.00 $1,500.00 Total $6,950.00

RESOLVED on the motion of E Groves, seconded by R Young, THAT grant monies totalling $6,950.00 be allocated according to the above schedule, for the first 2018/19 Creative Communities NZ funding round. AND THAT the remaining funds totalling $24.30 be rolled over to the next 2018/19 funding round.

The meeting closed at 5.41 pm.

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8. MATAURA COMMUNITY BOARD REPORT (Memo from Administration Manager – 21.08.18) A copy of the report of the meeting of the Mataura Community Board held on 20

August 2018 is attached. RECOMMENDATION THAT the report be received, AND THAT the recommendations contained in the report be ratified.

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Report of a meeting of the Mataura Community Board, held in the Mataura Community Centre, McQueen Avenue, Mataura, on Monday 20 August 2018, at 5.30pm.

Present Alan Taylor (Chairman), Cr Neville Phillips, Sue Taylor, Linda Sinclair, Greg Chaffey and Geoff Colvin.

In attendance Administration Manager (Susan Jones) and District Arts and Heritage Curator (Mr Jim Geddes).

1. CONFIRMATION OF REPORT

RECOMMENDED on the motion of Cr Phillips, seconded by Greg Chaffey, THAT the report of the meeting held on Monday 2 July 2018 as circulated, be accepted and signed by the Chairman as a true and complete record.

Matters arising The Board noted on page 4, paragraph 3 – should have read Geoff Colvin not Chaffey.

2. TULLOCH PARK REDEVELOPMENT PROJECT – UPDATE (SC2210)

A memo had been received from the Parks and Recreation Manager updating theBoard on progress relating to the Tulloch Park redevelopment project. A site meetinghad been held on 7 August with the project management team and discussion hadalso been held with local civil works contractors. A copy of the communications planhad been circulated with the agenda. A letter drop had been done with residents andbusinesses in the area and the school had also been notified.

Cr Phillips noted that the information circulated to the community stated that workwould commence that day, yet nothing had been done. He asked why that was.

In response to Greg Chaffey who asked whether the Runanga had been notified as amatter of courtesy, the Administration Manager advised it probably had not but couldbe.

Geoff Colvin asked who was building the pump track.

The Manager advised there was a specialist company who had been contracted tobuild it.

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The Chairman was concerned that no Board member had been involved or invited to attend the project management meeting held on 7 August. Cr Phillips was unhappy with the plan that had been circulated which included two dog parks. He said the Board had not made any decision as to where a dog park would be located. It had been embarrassing for members and himself for the plan to include the parks and then to try and justify it to residents. The Administration Manager undertook to inform the Board as soon as possible about the status of the project insofar as work not having started that day. RECOMMENDED on the motion of Linda Sinclair, seconded by Sue Taylor, THAT the information be received.

3. FINANCIAL REPORT (SC1524)

A memo had been received from the Administration Manager updating the Board on its discretionary account. Details were:

Opening balance 01.07.17 11,133 Funds added 2017/18 5,300 Less Community Garden plumbing connection 1,928 Less Mataura school – function catering 500 Less gaming event shortfall 213 Funds added 2018/19 5,411 Closing balance $19,203

Costs associated with a recent business event amounting to approximately $400 were yet to be deducted from the closing balance. RECOMMENDED on the motion of Alan Taylor, seconded by Linda Sinclair, THAT the information be received.

4. BEAUTIFICATION FUND BALANCE (SC2210)

A memo had been received from the Administration Manager updating the Board on the balance of the Mataura beautification fund. Details were:

Opening balance 01.07.17 207,995 Main Street beautification project to 30.06.18 119,211 Closing balance at 30.06.18 88,784

The Manager noted that $20,000 per annum was added into the account and the 2018-19 contribution was still to be made. Geoff Colvin queried the total value of the project and asked for a more detailed breakdown of the expenditure.

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RECOMMENDED on the motion of Geoff Colvin, seconded by Cr Phillips, THAT the information be received, AND THAT a more detailed breakdown of expenditure from the beautification fund be provided at the next meeting.

In response to the Chair, the Manager advised that although the Main Street was part of a State Highway, the New Zealand Transport Agency had not yet adopted the installations and the costs of any repairs and maintenance work would be met by the Council in the meantime. Cr Phillips advised hand rails at one of the pedestrian refuges had been missing for about four months. In response to the Manager, he believed there had been a CSR logged. The Manager undertook to follow up with the roading staff the next day.

5. DERELICT BUILDINGS (SC2058)

A memo had been received from the General Manager Regulatory and Planning after the last Board meeting when the issue of dilapidated buildings had been raised. The Council was satisfied that one property that had been identified as being derelict was compliant with bylaws relating to the management of vegetation and no Resource Management Act rules had been breached. The Building Act 2004 dealt with insanitary and dangerous buildings. The building control staff had assessed the building and there appeared to be no imminent threat to either users of the building or the general public as the building was not currently occupied. The building had been boarded up and a person would need to trespass onto the property to be at risk. That was a safety issue for the owner to consider.

The General Manager had advised there were limits as to what the Council was able to do under the current legislative framework. He recommended that a non-regulatory approach be taken and for Council staff to discuss the issues with the owner.

RECOMMENDED on the motion of Cr Phillips, seconded by Geoff Colvin, THAT the report be received,

THAT the Board endorse the non-regulatory approach with the owner of the identified dilapidated building to seek a resolution, AND THAT the Council communicate with the owner as soon as possible.

6. GENERAL

• Cr Phillips advised he had discussed street signage with the Transport Manager. He displayed a sample sign that he thought the Board should consider. It included two sets of numbers at either end of the sign which would be helpful when a street intersected another and was important for

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4

emergency services and visitors locating a certain address. The current signage was generally in poor condition and the proposed replacements could last for up to 20 years. The signs were reasonably expensive but the beautification fund could be used to replace some or all in the town. The Board agreed to consider this matter at its next meeting.

• The Chairman reported on a useful discussion held recently with Graeme Hall

from the New Zealand Transport Agency (NZTA) about the Bridge and Main Street intersection. It was hoped the project would be included on NZTA’s short term programme. NZTA agreed it was a dysfunctional intersection and it would liaise with KiwiRail. A further meeting was scheduled for mid-September.

• Cr Phillips stated he was very disappointed at the condition of the community

centre and its cleaning and maintenance. He was annoyed the Board had to continually complain about the way the facility was being left and the standard of maintenance before anything was acted upon.

The Chairman advised he had had a productive meeting with the Mayor, Deputy Mayor and Chief Executive and solutions were being investigated. He said it was important the facility was presented in its best way for the many groups that used it, both local and from out of the area.

• The Chairman reported on a successful meeting held with local business

owners on 26 July. It had been well received by those who attended. His Worship and Dil Belworthy, founder of Glowing Sky clothing had been guest speakers.

7. DATE OF NEXT MEETING – Monday 1 October 2018, at 5.30pm The meeting concluded at 6.00pm

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9. VENTURE SOUTHLAND QUARTERLY REPORT (Memo from Chief Executive – 21.08.18) Attached is the quarterly report from Venture Southland to 30 June 2018.

RECOMMENDATION THAT the report be received.

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QUARTERLY REPORT

Fourth Quarter (April, May & June) 2017/18

This report contains a complete breakdown of Venture Southland’s key objectives for the fourth

quarter of the 2017/18 year. Venture Southland’s work programme for 2017/18 was formulated

through consultation with its major stakeholders. The consultation resulted in a letter of expectation

which identified objectives and strategic projects for Venture Southland to carry out to contribute to

making Southland one of the most attractive and prosperous regions in New Zealand.

Venture Southland’s performance against the set objectives is outlined in the following tables, along

with commentary regarding the results and a status determined for each measure; green for achieved,

orange for not achieved, but progress made, and red for not achieved.

Achieved

Not achieved but progress made

Not achieved

Quarter Four Highlights

Provincial Growth Fund (PGF)

Venture Southland has assisted a number of groups in preparing their Expression of Interest for the

Provincial Growth Fund (PGF) during the quarter. The government has committed to investing $3

billion to regional economic development over the next three years through the fund, and Southland

has the potential to benefit significantly. There are a number of regional projects that meet the fund

criteria of lifting productivity, enhancing economic development, creating sustainable jobs,

building welcoming communities and helping to meet climate change targets. Due to the

confidential nature of the applications, the project details cannot be disclosed. Venture Southland is

also providing administrative support to the Transitional Advisory Group (TAG) which was established

to assess if applications to fit with agreed regional priorities.

TRENZ

Venture Southland partnered with Dunedin and Tourism Waitaki to bring TRENZ to Otago for the first

time in the event’s history. TRENZ is an annual business-to-business travel and trade event that

showcases New Zealand’s tourism industry. The event saw up to 1500 international travel and tourism

buyers, media and NZ tourism operators converge on Dunedin to meet New Zealand's top tourism

operators and learn about their products and services. Southland was strongly represented at the

event with eight appointment streams for Destination Fiordland and five appointment streams for

Venture Southland. Due to the close proximity of the event, a number of tourism famils (familiarisation

of tourism related activities, locations, personalities and accommodation) were able to be held across

the Southland region by both Venture Southland and Destination Fiordland staff.

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Pop Up Job shop

The Southland Pop Up Job Shop returned for its second year and expanded across the region with

shops held in Invercargill, Gore and Te Anau during the month of April. The initiative is part of Venture

Southland’s co-ordinated response to Southland’s projected labour shortage and aligns well with the

Southland Regional Development Strategy goal of attracting 10,000 more people to the region.

Supported by the Southland Chamber of Commerce and Southern Directionz the pop-up shops were

a success with over 700 employment opportunities advertised across the three shops, and high

engagement and interaction with the advice, seminars and programmes on offer.

Lumsden Heritage Trust Funding

Venture Southland assisted the Lumsden Heritage Trust to secure $62,252 in funding from the Lottery

Grants Board. The funding application was prepared by Venture Southland alongside John Titter and

Rob Scott of the Lumsden Heritage Trust. The funding will allow the development of a purpose-built

canopy to protect the town’s class A 1896 railway carriage. The railway precinct project will contribute

to the preservation of the Lumsden town centre, which is a hub for local communities and visiting

tourists in Northern Southland. Two stages of the restoration project are already complete – relocating

the carriage from Wairio to Lumsden and restoration of the passenger carriage. The construction of

the purpose-built canopy is the third stage of the project with the installation of fire prevention

equipment and the creation of information boards to follow.

‘Seeing Stars’– the Southland Dark Skies Story

Venture Southland coordinated ‘Seeing Stars’– the Southland Dark Skies Story event which was held

in June. The event included presentations from the Southland Astronomical Society, Dean Whaanga

of Awarua Runanga and Te Ao Marama, and Aurora and night-sky photographer, Dr Stephen Voss, and

highlighted the special nature of the region’s night skies and the importance of protecting them. The

event was accompanied by a ‘Dark Shot’ photography competition which was won by Elizabeth King.

The event and photography competition further promoted the potential for Southland’s night sky to

be internationally recognised. Venture Southland continues to work alongside the Stewart Island

Promotion Association to establish a Dark Sky Sanctuary on Stewart Island/Rakiura, with a draft

application to the International Dark Sky Association submitted in July.

Business survey

The results of the 2018 Business survey found that for the first time since the business survey began

in 2014, Southland businesses were reporting employing more people than in the previous year. The

data collected also found more businesses to be adapting their employment practices to recruit

younger people and women, and working to retain older people in the workforce. These findings

support the on-going work of Southland Youth Futures and the labour market team in the attraction

and retention sector.

Awarua Satellite Station virtual field trip

Venture Southland’s Awarua Ground Station featured in a virtual field trip for schools across New

Zealand. The Land, Sky and Space virtual field trip, sponsored by Land Information New Zealand (LINZ),

webcast to schools from the Awarua satellite ground station in May. The tour focused on Venture

Southland’s involvement in an SBAS technology research project and provided students from around

New Zealand with a real-life example of how precision satellite positioning works. The tour fell under

the wider satellite-based Earth observation work carried out by Venture Southland as part of the NZ

Functional Space research and development programme.

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Regional Statistics

Priority Area: Southland Increase in Population SOURCE: 2013 CENSUS

Population 93,339 ↑ +2,463 Up on 2006 Census

Projected population

99,200 as at June 30 2018

Source: MBIE Regional statistics

NZ

Population Over 65 16.8%* At 30 June 2017

↑ +0.4% between 30 June 2016 and 2017

15.1% At 30 June 2017

**This is the estimated resident population at 30 June in each year, summaries age group. Subnational population

estimates at 30 June were obtained by updating census night base population of each area for births, deaths and net

migration

Priority Area: Increase in Regional GDP

Share of national GDP GDP PER CAPITA IN NZ

GDP Per Capita SOURCE: MBIE Regional Economic Activity Tool1

$57,785 Year to Mar 2017

↑ 7.4% % change between 2016 and 2017, year to March

2.1% Year ended March 2017

$56,441 For the year to March 2017

Regional GDP2 SOURCE: Stats NZ

$5.686 million YE Mar 2017

↑ $5.272 million YE March 2016

Priority Area: Increase in Number of New Businesses SOURCE: Stats NZ (2017) Geographic units by region and industry 2000-173

Southland Business Units 14,019 2017

New Businesses 30 ↓ Down on 2016

Priority Area: Increase in Job Opportunities SOURCE: MBIE Regional Economic Activity Tool4

Southland annualised rate (Year to March 2018)*

Percentage change between 2017 and 2018

NZ Annualised rate (Year to March 2018)*

Percentage change between 2017 and 2018

Participation Rate 72.8% ↓ 2.9% (year to March)

70.7% ↑ 0.5%

1 Ministry of Business Innovation & Employment (2017). Regional Economic Activity Tool. Retrieved from http://webrear.mbie.govt.nz/theme/gdp-per-capita/map/timeseries/2016/southland?accessedvia=southland&right-transform=absolute 2 Stats NZ Tatauranga Aotearoa (2017). Regional gross domestic product: Year ended March 2017. Retrieved from https://www.stats.govt.nz/information-releases/regional-gross-domestic-product-year-ended-march-2017 3 Stats NZ Tatauranga Aotearoa (2017). Geographic units by region and industry 2000-17. Retrieved from http://nzdotstat.stats.govt.nz/wbos/Index.aspx?DataSetCode=TABLECODE7603# 4 Ministry of Business Innovation & Employment (2017). Regional Economic Activity Tool. Retrieved from http://webrear.mbie.govt.nz/theme/labour-force-participation-rate/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

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http://webrear.mbie.govt.nz/theme/gdp-per-capita/map/timeseries/2016/southland?accessedvia=southland&right-transform=absolute

http://webrear.mbie.govt.nz/theme/gdp-per-capita/map/timeseries/2016/southland?accessedvia=southland&right-transform=absolute

https://www.stats.govt.nz/information-releases/regional-gross-domestic-product-year-ended-march-2017

http://nzdotstat.stats.govt.nz/wbos/Index.aspx?DataSetCode=TABLECODE7603

http://webrear.mbie.govt.nz/theme/labour-force-participation-rate/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

http://webrear.mbie.govt.nz/theme/labour-force-participation-rate/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

Unemployment Rate

4.1% ↓ 0.9% year to March

4.6% ↓ 0.4% (Year to March)

NEET Rate (15 to 24-

year-olds not in employment, education and training)

10.1% ↓ 3.7% (year to March)

11.7%

↓ 0.4% (year to March)

* These are annual average figures. Results are subject to large sample errors, especially in smaller regions.

Job Seeker Benefit Recipients by Territorial Local Authority (TLA) Source: Ministry of Social Development: June Quarter 20185

June Quarter Total

March Quarter Total

June Quarter 18-24 total

March Quarter 18-24 age total

Dec Quarter 18-24 age total

Gore District 322 ↓ 302 108 ↓ 110 ↓ 130 Invercargill City 1592 ↓ 1372 626 ↑ 551 ↓ 691 Southland District 428 ↓ 371 143 ↑ 127 ↓ 154

Priority Area: Increase in Household Income

Source: MBIE Regional Economic Activity Tool6

Southland Percentage change

New Zealand

Mean Household Income

$74,100 For 2017

↓ -14.5% between 2016 and 2017

$97,100 For 2017

The 14.5% decrease in mean household income for the Southland region is thought to be an anomaly in the data, as to date year-end reports have been steadily increasing. This will be reviewed next quarter to assess if there is a developing trend.

Mean Weekly Rent $242 year to January 2018

↑ 4.2% Between Jan 2017 and 2018

$433 Year to January 2018

Mean House Value $273,870 year to December 2017

↑ +8.6% Between December 2016 & 2017

$671,145 Year to December 2017

Deprivation Index* 5.0 For 2013

0.2 The change between 2006 and 2013

NZ: 5.4 2013 Census

Household Internet Access

71.6% 2013

18.5% between 2006 and 2013

76.8% 2013

5 Ministry of Social Development (2017): Quarterly Benefit fact sheets – Territorial authority’s data tables. Retrieved from http://www.msd.govt.nz/about-msd-and-our-work/publications-resources/statistics/benefit/ 6 Ministry of Business, Innovation and Employment. Regional Economic Activity Web Tool. Retrieved from http://webrear.mbie.govt.nz/theme/household-income-mean/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

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http://www.msd.govt.nz/about-msd-and-our-work/publications-resources/statistics/benefit/

http://webrear.mbie.govt.nz/theme/household-income-mean/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

http://webrear.mbie.govt.nz/theme/household-income-mean/map/timeseries/2017/southland?accessedvia=southland&right-transform=absolute

*The New Zealand deprivation is an index of socioeconomic deprivation based on census information. Meshblocks (the smallest

geographic area defined by statistics New Zealand) are assigned to deciles, with 1 representing least deprived areas, and 10

representing most deprived areas.

Priority Area: Increase in Number Visitor Nights and Occupancy Rate SOURCE: STATISTICS NZ COMMERCIAL ACCOMMODATION MONITOR YEAR END (YE) May 2018

*Statistics are from commercial sources only

Total Expenditure Southland Region 9.5% ↑ $657 million YE May 2018

Southland RTO Expenditure* 11.0% ↑ $426 million YE May 2018

Fiordland RTO Expenditure* 6.8 % ↑ $231 million YE May 2018

*Revised figures not yet available

Number of Guest Nights

Total Southland RTO Guest Nights 7.6% ↑ 465,080 YE May 2018

Southland RTO International Guest Nights

17.2% ↑ 180,453 YE May 2018

Southland RTO Domestic Guest Nights

2.3% ↑ 284,627 YE May 2018

Number of Guest Nights

Total Fiordland RTO Guest Nights 9.5% ↑ 715,354 YE May 2018

Fiordland RTO International Guest Nights

8.3% ↑ 528,987 YE May 2018

Fiordland RTO Domestic Guest Nights

13.2% ↑ 186,368 YE May 2018

Occupancy Rate

Total Southland Region Occupancy Rate by territorial local authority

43.3% ↑ Up 2.0% YE May 2017

Overall Invercargill Occupancy Rate

40.0% ↑ 0.85% YE May 2017

Overall Southland District Occupancy Rate

41.1% ↑ 0.17% YE May 2017

Overall Gore District Occupancy rate

48.8% ↑ 4.86% YE May 2017

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1. Regional Strategies, Assessments and Advocacy

Venture Southland, not confined by traditional council boundaries is uniquely positioned to promote

and provide direction for the whole Southland region. This includes the planning and development of

strategies that ensure a clear pathway forward for the region that aligns with local and central

government and wider industry initiatives.

Prioritisation of key projects across the region allows for efficient and appropriate allocation of

resource as well as successful implementation. Venture Southland advocates on behalf of the region

at a national level and continues to work closely with central government for the benefit of Southland.

Status Notes

1.1 Support the implementation of the Southland Regional Development Strategy Action Plan

Venture Southland (VS) continues to support the implementation of the Southland Regional Development Strategy Action Plan with 25 of the projects listed facilitated and/or implemented by VS. A meeting was held with Sarah Hannan and Sarah Brown in March 2018 to confirm project transition from the Southland Regional Development Strategy office to Venture Southland for the other projects outlined in the Action Plan. VS CEO and MBIE regional advisor continue to meet every four weeks to oversee this transition.

1.2 Southland Destination Plan

VS is facilitating the development of the Southland Destination Plan. The advisory group, which will guide the development process, is currently being established. Once established the group will outline a proposal for an external consultant to undertake the work.

1.3 Southland Digital Strategy

The strategy is complete and available for review. VS continues to seek improvement of mobile cellular coverage, and rural and urban broadband deployment.

1.4 Southland Regional Heritage

Strategic regional planning of heritage continues with VS playing a key coordination and support role. Projects include Project Arc (Regional Museum Digitisation and Storage Project), museum redevelopment at the Southland Museum and Art Gallery (SMAG), Andersons House and the Living Dinosaur experience. Development of the overarching Arts, Culture and Heritage framework is currently being undertaken by VS and the Southland Regional Heritage Advisory Subcommittee.

1.5 Advocate on behalf of the region for services/revenue

VS has advocated on behalf of the region to New Zealand Transport Agency (NZTA) and the Ministry of Business, Innovation and Employment (MBIE) regarding telecommunications, roading and cycling. Staff have also been involved in discussions of key tourism issues at a national level relating to freedom camping, Airbnb and social license of tourism to operate.

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1.6 Regional response to Central Government tenders and submissions

A number of opportunities have been identified in the last quarter with responses to Central Government on the Productivity Commission, Zero Carbon Bill, Regional Land Transport Plan and International Visitor Conservation and Tourism Levy.

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2. Destination Development

The destination development section overlaps with almost all other sections in this document and

reflects the integrated approach of Venture Southland. There are a number of projects and initiatives

that focus on developing Southland as a preferred place to live, work, study, visit, and invest in. This

includes international education, attraction and retention strategies and supporting the development

of commissionable trade tourism products.

International Education and Attraction and Retention of a Skilled Workforce are shown as separate

sections due to the scale of these activities.

Status Notes

2.1 Market Analysis and Statistics Information provided as required to allow informed decision making

Monthly tourism key market indicators report.

Three monthly tourism key indicator documents published in the last quarter. VS participated in the MBIE Tourism Domain Plan review into how tourism data is gathered and analysed. Also contributed to the review of the International Visitor Survey (IVS). Qrious reviewed methodology and recommenced work on travel patterns analysis.

2.2 Market Insights Data Project Work alongside Air New Zealand, MBIE to identify and test key regional themes for Southland Identity.

This project has merged into the Southland Story project which VS is facilitating the implementation of. The Terms of Reference have been confirmed and formation of a Strategic Advisory Group is underway to ensure stakeholder involvement with the project. Further funding has been secured through MBIE to assist with this project’s implementation. A partnership approach with Air NZ and other stakeholders also helps VS to gain further market insights.

2.3 Regional Event Strategy and Development

A two-stage process has been initiated to review and develop a framework to guide regional events. Stage one is a desk top review of best practise options including current situation analysis which is due to be finished by September. Stage two will require stakeholder input to develop the framework moving forward.

2.4 Assist Invercargill City Council (ICC) with the Inner City Rejuvenation Project

VS is providing support as requested including supporting individual project developments that contribute to the city’s rejuvenation such as the relocation of the Invercargill i-SITE to Wachner Place.

2.5 Southland Cycling Strategy (Referred to as “Ride Southland”)

A complete draft of the strategy has been adopted by Gore District Council and is moving through the Invercargill City Council (ICC), Southland District Council (SDC) and Environment Southland (ES) processes.

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A submission to ES was prepared as part of Regional Land Transport Plan and support is being provided to ICC regarding the development of alternative cycle trail routes between Invercargill and Bluff.

2.6 Southern NZ Cruise Strategy Support the implementation of the cruise strategy alongside key stakeholders Establish regional cruise forum

VS recently contributed to the review of Environment Southland’s Cruise Deed of Agreement associated with the Marine Fee. Work has begun on establishing a forum for review of the strategy and partnership with key stakeholders including Cruise NZ continues

2.7 Catlins Tourism Strategy 2016-2026

VS has provided support to both Catlins Coast and South Catlins Charitable Trust on the implementation of the strategy. This has included considering the impact of the Tumu Toka Curioscape project, associated infrastructure projects and freedom camping. VS partnered with Clutha District Council to look at the provision of tourism infrastructure in the area and the desire of the community to view the Catlins as a ‘whole’.

2.8 Tumu Toka Curio Bay Natural Heritage Centre (Referred to as “Tumu Toka Curioscape”)

Tumu Toka Curioscape was officially declared open by Southland District Council Mayor Gary Tong on July 19 2018. The centre, which cost $2.5million, includes a café, public toilets and the Gateway Experience, where visitors learn about the history, Maori connection, geology and wildlife of Curio Bay through interactive technology. VS is continuing to support the South Catlins Charitable Trust with ongoing reporting which is required for the next three years. Additional support is also being provided to the operators including engaging an external consultant to review marketing and customer service.

2.9 Southland Museum and Art Gallery (SMAG) Feasibility assessment(s) undertaken for projects including potential funding sources

The Southland Museum and Art Gallery (SMAG) was closed indefinitely to the public in April due to safety concerns of the museum buildings. The outcomes of the ICC’s Long Term Plan (LTP) will determine the direction of associated priority projects and VS will provide support and resource where required. A Feasibility assessment has been undertaken for the Living Dinosaur Project.

2.10 Anderson Park

Option 4 (shared revenue, multi-use model) of Anderson House proposal was investigated with a final report presented to ICC for consideration and inclusion in the Long Term Planning process.

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While this work is complete ICC have indicated they may require further support with the next steps of the project.

2.11 Tourism Industry Capability Building Hold workshops building capability of current and future tourism operators.

One trade development workshop held with Tourism New Zealand. Digital, trade marketing and health & safety workshops have been scheduled for later in the 2018 year to build the capability of tourism operators.

2.12 MBIE Regional Tourism Infrastructure Fund (TIF) Assist Council staff to prepare and support two applications to this fund.

VS coordinated the submission of an application to the TIF for funding to upgrade the Lumsden Railway Precinct on behalf of SDC in October 2017. This resulted in a successful allocation of $220,000. MBIE has recently announced the second round of this fund and VS is currently preparing 2 applications for both the Invercargill City Council and the Southland District Council relating to Bluff, Waikawa, Monkey Island, Clifden Bridge and Te Anau.

2.13 Support applications to the MBIE Tourism Growth Partnership Fund

This fund is no longer in existence.

2.14 Around the Mountains Cycle Trail operational requirements

Support provided through marketing initiatives including the Official Partner Programme (OPP) (accommodation, tour, and food/beverage operators along the trail) and national marketing – with the SDC and ATMCT Ltd. OPP members updated on trail development and marketing. Supported the development of new contracts, alongside SDC. Planning currently underway for the reprinting of maps.

2.15 Around the Mountains Cycle Trail interpretation project Implementation of interpretation plan

Implementation of this project is underway alongside SDC, including site selection and signage design

2.16 Living Dinosaur Project (formerly known as “Kakaporium”)

A feasibility study has been carried out, with the associated report presented to ICC. Negotiations are commencing with DOC and potential commercial partners. VS is providing a range of support including project coordination and preparation of funding agreements.

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This project has been determined as a priority in ICC’s Long Term Plan.

Projects supporting Destination Development – not specified in the 2017/18 work

programme

Bluff Strategic Planning

VS is supporting the Bluff Community Board, local community and Invercargill City Council with undertaking a strategic planning process for the town. VS’s involvement will ensure coordination and prioritisation.

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3. Diversification of Southland’s Economy

Venture Southland works to identify opportunities for investment which are complementary to the

regional economy, and ensure they are promoted to the relevant domestic and international markets.

Venture Southland’s role is to investigate the potential for these opportunities to broaden Southland’s

economic base.

Investigation of diversification opportunities can lead to employment opportunities through the

formation of new industries and their associated support services. Some of the projects listed are

ongoing and will continue to be updated each quarter.

Status Notes

3.1 Aeromagnetic Geological Survey

Final flying for the Southland region will take place in summer 2018/2019 with interpretation of the data to follow. A brief has been produced for a local science partner to undertake further analysis in 2018. This work rests on the completion of the initial data sourcing work as outlined above.

3.2 Awarua and Lochiel Ground stations Deliver services to five satellite and space organisations.

Negotiations for ground station services have commenced with three additional agencies during the last quarter. The potential for a ground operations centre is being scoped and contract for services with CSST being discussed. Expert input into strategic and financial planning has commenced with the support from New Zealand Trade and Enterprise (NZTE). Additional negotiations for two potential contracts were undertaken at the What on Earth Colloquium in Wellington in March

3.3 Support the Film Otago-Southland Trust to identify film opportunities for the region Aim for 52 production days for the year.

Provisional figures for the 2017/18 year have identified 60 filming and production days in the Southland region. Please note that this figure may change as a result of numbers that were still waiting to be received from DOC and other sources at the time of publication.

3.4 Promote opportunities for investment Facilitate six significant investment opportunities.

Investment profiles have been completed for five opportunities; silica, high health functional foods, a data processing centre, a satellite ground operations centre and data centre, and a large industry technology investment.

3.5 Tourism product development Assist in bringing eight new tourism

Fifteen small tourism operators have been assisted in the quarter, four of whom have brought their product to market in the last quarter.

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products to the market

Projects supporting Diversification of Southland’s economy – not specified in the 2017/18

work programme

Provincial Growth Fund

VS is assisting a number of community groups in formulating their expression of interest application forms for the Provincial Growth Fund. Southland has the potential to benefit from this fund with a number of regional opportunities meeting the set criteria of enhancing economic growth, creating sustainable jobs, building welcoming communities and helping to meet climate change targets. Due to the confidential nature of the applications, the nature of the projects cannot be disclosed.

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4. Business Service Efficiency and Competitiveness

As the Southland Regional Business Partner (in partnership with New Zealand Trade and Enterprise and Callaghan Innovation), Venture Southland provides a wide range of services to meet the needs of the many businesses operating in Southland. These include business advice referral services, funding information and facilitating a mentor programme. The services offered ensure that Southland businesses are operating as efficiently as possible, and encourage innovation, and research and development within the sector. Innovation and the development of innovative processes are critical to the ongoing competitiveness of Southland businesses. Venture Southland is able to support businesses through the Callaghan Research and Development funding.

Status Notes

4.1 Facilitate the Regional Business Partner Programme

The 2017/2018 Regional Business Partner programme has successfully been delivered. Review sessions held with NZTE and Callaghan Innovation have determined that they are happy with the Southland’s continued high-performance programme.

$200,000 in funding allocated to Southland businesses

Successful delivery of the NZTE Capability Funding programme in which $240,000 of vouchers were allocated throughout the 2017/18 funding year.

50 mentor client matches

30 mentor-client matches have been made in this year. Growth in the numbers of mentors will allow increased matches to be made for next year. 12 of the 14 regions across New Zealand saw a decline in the uptake of the mentor programme. This is primarily due to an increase in the uptake of one-to-one training opportunities through the NZTE voucher programme.

Train 50 mentors

There are now 55 mentors trained.

Allocate $250,000 from the Callaghan Innovation and Development Fund

Over five million dollars of funding was approved for the 2017/18 year from the Callaghan Innovation and Development Fund. A number of high-value projects are currently in the pipeline, with potential for funding of over $750,000.

Complete 140 client business assessments

218 client assessments/discovery sessions were completed. This is 145% of NZTE target. The net promoter score of the programme is 70, exceeding the annual KPI of 50 for the year.

4.2 Innovation support and

Creative HQ Innovation and the Accelerator programme continue to support Southland businesses.

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Programmes Deliver workshops as a need is identified

Work is ongoing with Creative HQ around the business innovation support platform to ensure appropriate functionality is tailored to the needs of local businesses. Workshops and events held during the quarter included a visit to the Awarua Ground station as part of the national Tech Week initiative, and a start-up weekend.

4.3 Business training and support Deliver training as a need is identified.

New programmes identified and delivered on various topics including the ‘future jobs’ with a series of support presentations held over the first 6 months of 2018 Digital enablement support is being delivered through NetHui Southland which will be held in October 2018. Design Thinking workshops are currently being planned for delivery in late 2018.

4.4 Business survey analysis Complete Business survey by May 2018

The fourth annual Southland business survey concluded in May with 350 Southland businesses participating. For the first time since 2014, Southland businesses were reporting employing more people than in the previous year. More businesses are also adapting their employment practices to recruit younger people and women, and working to retain older people in the workforce. These findings support the on-going work of Southland Youth Futures and the labour market team in the attraction and retention sector. Attraction and retention of workforce continues to be the number one strategic challenge for Southland businesses.

4.5 Deliver LEAN Management training to seven businesses

Three businesses participated in the six-month Lean cluster, and completed the programme in September 2017. The six-month Lean cluster was not delivered in 2018 due to insufficient numbers. A smaller two-day workshop was held in May/June enabling smaller businesses to participate in a Lean programme that better suits their capacity. 12 businesses participated in this. A review of the Lean programme and delivery will be undertaken in the second half of 2018 to ensure it continues to meet local need.

Deliver Dairy Lean to 12 farm

DairyNZ now deliver the Farm Tune programme. This year 15 Farms participated in the programme with VS providing support where required.

Continued support for 30 businesses to attend other Lean support initiatives

The 5s, small business improvement programmes and LEAN forums are currently planned for late 2018 with the promotion of these events currently underway.

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4.6 Methane recovery Continue to investigate the opportunity for capturing methane from effluent ponds and converting it to energy

Vs continues to investigate the opportunities presented through methane recovery. Monitoring of methane at Glenearla farm has begun under a contract funded by EECA. Additional scoping to support an application for further assessment through the waste minimisation fund has also commenced.

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5. Attracting and Retaining a Skilled Workforce

Southland, like other regions, is facing a workforce shortage due to an aging population. For business to grow, skilled staff are required. Venture Southland is active in attracting people to the region and ensuring skilled workers remain in Southland. Without people, new businesses and new industries cannot develop, and existing industries cannot be extended. Venture Southland signed a Memorandum of Understanding in 2016 with the Ministry of Business, Innovation and Employment, and Immigration New Zealand to build on regional migrant settlement and retention strategies. The agreement assists in the implementation of the Southland Labour Market Strategy.

Status Notes

5.1 Work with MBIE and Immigration New Zealand to implement the Southland Labour Market Strategy.

Work is ongoing with MBIE and Immigration NZ regarding the implementation of the strategy. VS has partnered with MBIE to deliver a regional migrant skills placement role to assist skilled migrants, and spouses of skilled migrants, in finding meaningful employment. A Welcoming Communities partnership has also been established. The labour market team continues to support the implementation of the strategy with the following roles;

Southland Labour Market Coordinator

Skills Placement Coordinator

Welcoming Communities Coordinator

Southland Youth Futures Coordinator

5.2 Southland Youth Futures – Invest in Youth Deliver in-school programmes to over 1200 secondary students across Southland.

Delivery for the 2017/2018 Southland Youth Futures programme reached 1190 students across 13 schools. This broad effort is focused on Year 10 students, although Year 11’s and 12’s have also accessed the broad programmes.

Deliver 12 workplace site visit days

Nine workplace site visits were delivered, with 104 students and 15 staff participating across 10 schools and 2 foundation studies providers (YMCA and Community College Southland). This programme focuses on Year 12 and 13 students and foundation students studying NZEA Level 1-3 courses. More site visits are scheduled for the remainder of the 2018 year.

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Have over 30 ‘youth friendly’ employers in the region

45 youth friendly employers have registered as ‘youth friendly’ employers in the region as part of the programme.

5.3 Build partnerships to drive migrant attraction and retention

The Southland labour market coordinator continues to develop strong partnerships that drive the attraction and retention of skilled workers in Southland. Programmes such as the skills placement role further enhance this activity with networks established with employers and recruitment agencies. Workshops focusing on migrant retention are also being delivered in partnership with MBIE. Partnership established with MBIE around the development and delivery of the i-SITE attraction programme.

5.4 Rural migrant working and newcomers project (now Known as “Te Anau Ambassador Pilot”)

The project will no longer be based in Te Anau as community feedback has determined that there are already welcoming mechanisms in place in this area. Research will be carried out to determine a new location to develop this pilot project.

5.5 Promote migration to visitors MBIE i-SITE Attraction Pilot (see 7.10)

See 7.10 for full update. Progress for the MBIE i-SITE Attraction Pilot has been halted due to the closure of the Southland Museum and Art Gallery. MBIE has granted an extension to the project as a result of this and the pilot will resume, and be completed, by the end of the year.

5.6 Welcoming Communities Pilot (see 9.6 Community Development)

VS is the programme coordinator for the pilot in Southland and will oversee the implementation of set objectives alongside the local advisory group. The draft Southland/Murihiku Welcoming Plan has been developed which provides the framework for the pilot moving forward. Implementation of the plan will begin once feedback from Councils and the wider community is received.

5.7 Pathways to employment Work with Education New Zealand, local education providers and industries to provide pathways for graduating

VS provided a number of pathways to employment throughout the year including Pop Up Job Shops and workshops alongside the ongoing work carried out by Southland Youth Futures. The 2018 Pop-Up Job Shops were delivered in Invercargill, Te Anau and Gore. Over 700 vacancies were advertised across the shops; 539 jobs advertised in Invercargill, 130 in Gore and 55 in Te Anau. People who visited the shops were also able to directly connect with, recruiters, CV advice and other job placement programmes such as the Skills Placement role.

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international students into employment

71% of survey respondents said the Pop Up Job Shop increased their knowledge of jobs available in Southland, and supported the initiative being repeated. 110 people have accessed information through the MBIE funded skills placement programme, with 17 people finding pathways to employment. CV enhancement and interview technique training workshops continue to be held on a regular basis. Including those in partnership with key stakeholders such as the Multi-Cultural Council.

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6. International Education

Venture Southland works in partnership with Education New Zealand to deliver its Regional Partnership Programme which is designed to support the development and growth of international education in Southland.

The Southern Education Alliance (SEA) and subsequent “Study Southland” brand, which is supported by Venture Southland, is part of this initiative. Study Southland represents the education providers of the Southland region, including primary and secondary schools as well as the Southern Institute of Technology and focuses on the promotion of Southland as a quality educational destination.

Status Notes

6.1 Partner with Education New Zealand (ENZ) to develop the implementation phase of the Southern Education Strategy.

VS works in partnership with Education New Zealand (ENZ) and regional education providers as part of its Regional Partnership Programme (RPP). Following the implementation phase of the strategy Education New Zealand has confirmed the funding contract for the 2018/19 period. Further funding has been secured under the International Student Wellbeing Strategy. This funding has been used to deliver seminars, workshops and a Rugby experience for international students. A survey is currently being carried out with both current and former international students. The results of the survey, which will close in August, will help to improve the student experience and guide the activities in the region.

Establish the Southern Education Alliance (SEA) Governance group

A SEA Governance Group has been formed and continues to discuss programme roll out across the region including the development of the International Education Prospectus, regional school contacts, marketing material and confirmation of the Study Southland brand.

Set targets for the region based on current market trends

The plan submitted to Education New Zealand for the 2017/18 financial period breaks down the actions required to align the six goals identified in the strategy. This includes timeframes, success measures, who is the lead agency and identifies the total budget per annum.

Promote Southland as a destination for students

The Second Study Southland Workshop was held on the 21 June 2018 in partnership with ISANA. The theme of this workshop was the pastoral care of international students. Southland was promoted as a preferred destination for international students at the 2018 ICEF Agent Workshop in Auckland in April. The SEA Coordinator met with 35 agents

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from 8 different countries: Vietnam, Colombia, India, Philippines, China, Korea, Japan and Mexico. Venture Southland hosted 3 educational Agents during the quarter, one from Brazil, one from Mexico and another local agent that recruits from Colombia and Russia. Attendance of the International Education Manager at the 2018 New Zealand & China Youth Leadership Summit, held in China in July. Study Southland Facebook page currently has 1,103 followers with 18,684 people reached in the quarter. International Students’ enrolments in the Southland region increased by 3% in the calendar year of 2017 compared to 2016, while New Zealand recorded a 5% national decrease in enrolments across New Zealand for 2017. 80% are enrolled at SIT and 20% at the schools.

Develop generic marketing collateral, aligned to the Southland Destination Strategy and Southland Labour Market Strategy

A Welcome to Southland flyer was created in 4 languages: Portuguese, Spanish, English and Mandarin.

Facilitate the development of the Southern Education Alliance website. Develop branding for Southern Education Alliance

Southland as a preferred international education destination is currently promoted via the Southlandnz.com website under the Study section. The website will continue to be improved, using information being gathered from the International Student Survey.

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7. Destination Promotion

Promotion of the region through consistent marketing and communication is essential to strengthen the Southland brand, drive demand and give visitors more reasons to spend more and stay longer. Partnerships that have been developed over the years are essential to promoting Southland and allow Southland to leverage greater promotional opportunities. Involvement in marketing alliances and relationships developed at a national level within entities like Tourism New Zealand, Tourism in Aotearoa (TIA), Air New Zealand, Cruise New Zealand, Region Tourism New Zealand (RTNZ), CINZ, and DOC, are all beneficial to the promotion of Southland as a preferred destination. Destination promotion within Venture Southland includes Attraction and Retention of a Skilled Workforce and International Education. However, as these are significant areas of focus, these are presented in sections 5 and 6 respectively.

Status Notes

7.1 Conduct 18 marketing and promotional campaigns

Seven marketing and promotional campaigns were undertaken for the quarter including: 1. Bluff Oyster Invercargill Activation 2. AA Traveller campaign (hiking, holiday parks, China) 3. Southern Rumble – SPW with the Rock/MediaWorks 4. New Zealand Geographic – Southern Icons 5. Young Farmer of the Year 50th 6. Meet In – conference and meetings promotion 7. TRENZ delegate promotions Projects in preparation include: TravelWireAsia Southland NZ V2.0 (delayed to site development) People of Southland Southland Party Wellington The Life Magazine Southland Visitor Guide Around the Mountains Cycle Trail Southern Scenic Route Web and Guide

20 promotional campaigns have been undertaken in total for the 2017/18 year.

7.2 Tourism publicity and media engagement

For a detailed listed of media engagement and tourism publicity please see additional notes at the conclusion of the report.

Generate 96 media pieces

60 media results have been achieved for this quarter. Highlights for the quarter include Wanderlust Travel Magazine, CNN Travel feature, Walk My World Social Media Coverage of Rakiura Track and article in North and South magazine. 218 media results have been recorded to date for the 2017/18 year.

Coordinate 18 media famils

Four media famils have been conducted during the quarter. Highlights for the quarter include the media famils that were coordinated for international media attending TRENZ,

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North and South media famil to Northern Southland and coverage of the Silver Ploughs in Thornbury. 23 media famils carried out in total for the 2017/18 year.

7.3 Tourism supply and trade development Engage with 200 agents

236 agents have been engaged with during the quarter and 416 engaged with to date for the 2017/18 year. For further information on this engagement please see additional notes at the conclusion of the report.

Attend a minimum of four trade shows

Attendance at Australian Mega Famil and TRENZ during the 4th quarter. To date, five trade shows have been attended for the year.

Present regional profile and product offerings of 70 Southland operators

The trade manual, profiling regional product offerings and showcasing Southland as a preferred conference and trade destination is now complete.

Coordinate 10 trade famils

This quarter has seen trade famils carried out for Loyo Travel, XperieNZ and ATS Pacific along with Pre and Post TRENZ famils. The number of participants across these famils was 64 agents.

Fourteen trade famils have been completed for the year to date.

Participate in eight international marketing alliance (IMA) activities

Participation in seven IMA activities to date. Notably the fourth included TRENZ which co-hosted by the Pure Southern Lands IMA. Other activities include Kiwilink USA, Japan/Korea, UK, South East Asia, and China (x2). Review of IMA relationships being undertaken.

Develop three trade itineraries

Four trade itineraries have been developed throughout the year.

7.4 Digital Marketing Obtain top three ranking for regional search engine searches

Maintained the number one and two ranking for regional search engine searches, achieving the target of a top three ranking.

Growth of website traffic (+10%)

168% of the website traffic target has been achieved throughout the year. For more information on this please see additional notes.

Growth of operator listing on Southlandnz to 420 (+19%)

The new SouthlandNZ website has launched with currently 1253 (+293%) live listings of a total 1337 (+318%) (Places and Businesses), 2193 photos, 126 Pages.

Growth of consumer/trade/ industry databases (+8%)

There has been a 1% growth in consumer/trade/industry databases for the quarter (annual growth of 15% of databases).

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Growth of social media engagement (+12%)

98% of the social media community growth target has been achieved. 73% of the social media reach growth target has been achieved. While strong growth in Instagram performance the economic model implemented by Facebook challenges traditional organic reach achievements. For more information on this please see additional notes.

7.5 Southland promotional merchandise

Southland promotional materials created and shared including posters, bags, beanies, pens, duck callers and tea towels. Further materials being developed include chocolates, key rings, blankets, bandanas and table runners.

Destination Fiordland

7.6 Marketing via Destination Fiordland

Continued engagement with local operators, and marketing of Destination Fiordland through a weekly newsletter. The newsletter continues to have an open rate higher than the industry average (April 47.8% open rate, May was 49.3% open rate and June was 42.7% open rate)

Website stats continue to grow: Channel:

Fiordland.org.

nz

Sessions Users Page

views Pages/Session

Bounce

Rate Data sourced

from Google

Analytics

Apr-18 15564

1253

7 33186 2.13 63.46

May-18 12667

1034

6 27518 2.17 63.13

Jun-18 11592 9582 25936 2.24 60.75

% changes on same period last year were

Channel:

Fiordland.org.nz

Sessions Users Page

views Data sourced

from Google

Analytics

Apr-18 23.23% 19.68% 16.71%

May-18 9.15% 6.13% -0.23%

Jun-18 29.61% 28.38% 19.86%

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Attendance of Destination Fiordland at key meetings throughout the quarter:

Tourism New Zealand updates and IBO training in Auckland (April) 160 operators in attendance

South East Asia training for agents in Wellington (April)

Hosted Pre and Post TRENZ famils 7 and 25 agents respectively

TRENZ Trade show (May)

Two Southern Lakes Meetings (joint IMA marketing alliance) (May)

TIA Discussing Tourism workshop (June)

Hosted networking functions for Destination Fiordland Members with a guest speaker from Qualmark. Commissioned an audit on the Fiordland.org.nz website, results due to be available next quarter.

Conference Attraction

7.7 Promote Southland as a conference destination and support potential conferences Develop relationships with national conference sector (including Professional Conference Organisers) and local conference sector providers

7 conferences held during the quarter (74 conferences have been held to date). Attended national MEETINGS sales conference alongside local operators of ILT, Transport World and Scenic Hotels.

Preparing content for CINZ conference event planning guide and Invercargill Meet In mega famil.

Provision of bid support information

The bid template and Conference Manual has been finalised. The investigation is currently underway into interactive digitisation of this via Southlandnz.com

Coordinate the Conference Incentive Fund

Coordination of the conference incentive fund continues alongside the ILT.

Prospect 50 conference opportunities, undertaking 12 bids to attract six additional conferences

21 conferences prospected during the April to June period. Bid development this quarter included Rugby Southland on U19 Jock Hobbs tournament, NZ Aviation, Quarry, Road Engineers, 2walk2cycle, Masters Joiners. 58 conferences prospected for the 2017/18 year.

Represent the region through

Representation at 5 events (10 to date) Conference Promotion/Representation

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four events, activities and industry channels

1. MBIE CAS - Report 2. Master Joiners - Famil 3. Young Farmers Committee Member 4. MEETINGs 5. Harding Consultants

Invercargill i-SITE

7.8 Manage the Invercargill i-SITE including implementing the review undertaken in 2016/17

Recommendations of the review undertaken in 2016/17 continue to be implemented. The i-SITE temporarily moved to the Northend Bowls Club in April following the decision to close SMAG due to safety concerns. The Invercargill i-SITE will move to a purpose-built portable building in Wachner place in early September 2018. The move will allow the i-SITE to have a presence in the city centre while construction of other inner city developments took place.

7.9 Grow revenue 8%

Revenue 2016/17 2017/18 Variation %

Commission $11,696 $10,800 ($896) (7.70%)

Other $11,330 $11,190 $140 (1.0%)

Expenditure

Salaries $47,472 $48,438 ($966) (2%)

Other* $9,000 $14,804 ($5,804) (64.5%) *Retail sales, advertising revenue and ticket sales commissions.

The commission is showing as being $896 below the prior year and other revenue is broadly the same as the prior year. The drop off in commission was expected with the shift to the North End Bowling Club after the museum closure. Staff costs are above the prior year as additional staff were used for various events and while looking at alternative locations for the i-SITE. Other expenditure is up from the prior year due to costs associated with moving and fitting out the North End Bowling Club.

7.10 MBIE i-SITE Attraction Pilot (see 5.5)

VS is facilitating a national pilot project, in partnership with MBIE, to investigate the potential to transition visitors into migrants using the Invercargill i-SITE is ongoing. With the recent relocation of the i-SITE due to the closure of SMAG, this pilot has been put on hold. MBIE have extended the contract and data recording period to account for the closure and relocation of the i-SITE.

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7.11 Department of Conservation i-SITE partnership

i-SITE staff have had training on the Great Walks and other DOC products with the i-SITE developed to hold information on the products. Sales have commenced. The partnership has also included the Responsible camping initiative. Due to the relocation of the i-SITE implementation of the promotional plan scheduled alongside DOC has been delayed.

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8. Events

Southland is known for high-quality events which add diversity, vibrancy and a sense of well-being to the region’s residents and ratepayers. Venture Southland believes that events are an important element in the approach to promote Southland as an attractive place to live, study, work and visit. Venture Southland has long recognised the economic and social value events bring to the region.

Along with promoting events, Venture Southland also assists in determining the feasibility of events

and calculating their economic and social impact.

Status Notes

8.1 Delivery and support of events Generate spectatorship in excess of 40,000 per annum

The delivery and support of events across the Southland region has resulted in spectatorship of 59,000 to date. During the quarter delivery and support of the following events was carried out: - Southland Festival of the Arts - ILT Kidzone - Southland Heritage Month - HopNVine - Bluff Oyster and Food Festival Planning for the following events was also carried out during the quarter: - Take a Kid to Footy with Rugby Southland - SPW Southern Rumble - Hokonui Fashion Awards

8.2 Grow and promote the Southland events calendar Provide marketing support to 32 events Undertake event promotion for iconic and significant events

12 event newsletters have been distributed with 146 events promoted in the Southland events calendar during the quarter. The newsletter has also been rejuvenated with the new design.

8.3 Develop an approach and platform for aligning, planning, coordinating and funding events in the region

The Southland Regional Event Strategy will align with this target (see 2.3). The Event Capability Forum was reconvened in April with 25 events specialists in attendance. New event capability content has been published online in the last quarter and work is continuing with ICC on council support for event managers in the region.

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8.4 Facilitate event capability development Provide support to 12 regional events

As above 8.3. Support has been provided at 13 regional events including the SPW Rumble, Hokonui Fashion Awards, Take A Kidd to Footy and Events Managers Network.

8.5 Economic and social impact assessment Work with key stakeholders to establish a process to identify and prioritise key events to be evaluated in order to understand the economic and social impact

Economic and/or social impact assessments to be completed where a need is identified.

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9. Community Development

Venture Southland, by way of its funding agreement with Southland District Council, plays a key role

in supporting local communities to maintain a proud Southland community spirit, particularly in rural

areas.

Venture Southland works alongside local groups to partner with Councils, community funders and

other stakeholders to achieve success in a range of community-led projects and initiatives. The work

carried out by Venture Southland can be split into three main areas; building community capacity and

capability, local community initiatives and community funding.

Please note that there are four projects as outlined in the Southland District Council Letter of

Expectation which are detailed in other sections of this quarterly report.

Project/Initiative Section Rural Migrant Worker and Newcomers Project (now known as Te Anau Ambassador Pilot – see 5.4)

Attraction and Retention of a Skilled Workforce

MBIE Tourism Infrastructure Fund (see 2.12) Destination Development Cycle Strategy Implementation (see 2.5) Destination Development Around the Mountains Cycle Trail Operational Requirements (see 2.14)

Destination Development and Destination Promotion

Community Capacity and Capability Building

Status Notes

9.1 Community Organisation and Volunteer Sector Project The project aims to prioritise and implement the key findings determined from the research undertaken in 2016-2017

Shared Service Pilots Following a strong appetite for the pilot in Edendale/Wyndham, opportunities are being explored around the recruitment of an individual to undertake the shared services role in this area. The role will encompass general secretarial services as well as other specific skills such as advertising and social media management. After consultation with the Winton pilot groups, a collective decision (alongside SDC) was made to place this pilot area on hold at this stage.

9.2 Community Facilities Project The project aims to prioritise and implement the key findings determined from the research undertaken in 2016-2017

The final report for the community facilities project was submitted to SDC on 31 August 2017. It is anticipated that further projects will eventuate as a result of this project. Venture Southland staff are currently working alongside SDC with community engagement requirements for facility planning in Ohai

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Community Planning

Status Notes

9.3 Southland District local community sustainability strategic approach Approach successfully developed and delivered

This project is aimed at developing a District-wide approach to community development which will be ratified by SDC. An initial workshop was held in November (facilitated by SDC), and the Community Development team are awaiting information from SDC regarding a follow-up workshop.

9.4 Community futures and community leadership plans

Assisted SDC with the delivery of a series of workshops, held in November, which allowed the wider community to have input into the development of Community Leadership Plans in Invercargill, Gore, Te Anau, Otautau and Wallacetown. Awaiting further information from SDC regarding the next phase of this project.

9.5 Community Education Deliver a series of workshops to be held throughout Southland to educate the local community about a relevant issue or topic.

A successful pool water treatment course was held earlier in the year. Process underway to update Community Organisation Needs Assessment Fact Sheets. These are popular sources of information that are regularly distributed to the community as required.

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Local Initiatives

Status Notes

9.7 Local Community Project Support A minimum of 100 community groups assisted to support and lead their own community projects which align with District priorities and regional and national initiatives.

The Community Development team has worked with 38 community groups within the Southland District in the past quarter. These are: Catlins Coast Inc. Catlins Heritage Trail Central Southland Vintage Machinery Trust Drummond Pool Committee Fiordland Players Trust Hollyford Trust Lumsden Bike Park Committee Lumsden Heritage Trust Lumsden Museum Lumsden Squash Club Menzies College Rugby Menzies Rugby Club Mokoreta/Redan Hall Moores Reserve Combined Sports Complex Trust Mossburn Senior Citizens Ohai Hall Ohai Railway Fund Trust Otahu Flat Restoration Committee Otautau Lions Otautau Museum Trust Otautau Pool Committee Otautau Promotions Otautau Skate Park Committee Rakiura Heritage Trust Rimu Memorial Restoration South Catlins Charitable Trust South Catlins Promotions Southland Heritage Building Preservation Trust Spirit of Mossburn Festival Te Anau Rotary Te Anau Trails Trust Thornbury Vintage Tractor Club Tuatapere Guide Book Upper Mataura Education Trust Waiau Area School Winton RSA Wyndham A&P Committee Wyndham Skate Park Committee Total of 110 local community groups assisted to year end

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Additional Notes:

Media Results

1. Media Result - Arrival Magazine, Transport World - Autumn 2018 2. Media Result - Arrival Magazine, Dig This - Autumn 2018 3. Media Result - Arrival Magazine, Insiders Tip, Warrick Low - Autumn 2018 4. Media Result - South Korea, Property Journal, NZ Luxury Escapes - April 2018 5. Media Result - Germany, Westfalenpost.de, Stewart Island - April 2018 6. Media Result - Germany, abendblatt.de, Stewart Island - April 2018 7. Media Result - Germany, nrz.de, Stewart Island - April 2018 8. Media Result - Germany, Berliner Morgenpost.de - April 2018 9. Media Result - UK IMP File, Wanderlust Travel Magazine, Stewart Island - April 2018 10. Media Result - Arrival Magazine, Must Do, South Island Dig This - Autumn 2018 11. Media Result - Arrival Magazine, Southland Feature - Autumn 2018 12. Media Result - Arrival Magazine, Chinese Section, Bluff Oyster - Autumn 2018 13. Media Result - South Korea, Naver News NZ's must-eat succulent sea foods, Bluff Oysters - April 2018 14. Media Result - South Korea, Media Daum, NZ's must-eat succulent sea foods - April 2018 15. Media Result - South Korea, Tour Korea, NZ's must-eat succulent seafood - April 2018 16. Media Result - South Korea, Donga Ilbo, NZ's must-eat succulent seafood - April 2018 17. Media Result - South Korea, News 1, NZ's mus-eat succulent seafood - April 2018 18. Media Results - Kia Ora Magazine, June Agenda, Fibre Octave - May 2018 19. Media Result - Stuff, Pam Wade, World Famous in NZ: Ulva Island - May 2018 20. Media Result - South Korea, Travel Info, NZ luxury escapes - May 2018 21. Media Result - Australia, MSN, Best places to view the stars in NZ, Stewart Island - May 2018 22. Media Result - Brazil, Monique Renne, Information Piece getting around NZ - April 2018 23. Media Result - South Korea, Naver News (The Trip), NZ Luxury Escape, BRTW & Dig This - May 2018 24. Media Result - South Korea, Mobile-C, NZ Luxury escapes, Dig This & BRTW - May 2018 25. Media Result - South Korea, E-Travel, NZ Luxury Escape - May 2018 26. Media Result - South Korea, Travel Bike News, NZ Luxury Escapes - May 2018 27. Media Result - South Korea, News Zum (News1), NZ Luxury escapes - May 2018 28. Media Result - Canada, CAA Saskatchewan, NZ Natural Paradise, Stewart island - May 2018 29. Media Result - Canada, Journal de Quebec.com, Hiking in NZ, Great Walks - May 2018 30. Media Result - Brazil, Brasil Fashion News, NZ's incredible wild life, Stewart Island Kiwi - May 2018 31. Media Result - Brazil, Syndicated Story - Borracha TV, NZ's incredible wild life, Stewart Island Kiwi - May 2018 32. Media Result - Brazil, Massa News, NZ's incredible wild life, Stewart Island Kiwi - May 2018 33. Media Result - Brazil, Porto Noticias, NZ's incredible wild life, Stewart Island Kiwi - May 2018 34. Media Result - Brazil, Rota 55, NZ's incredible wild life, Stewart Island Kiwi - May 2018 35. Media Result - Brazil, Trip 4U, NZ's incredible wild life, Stewart Island Kiwi - May 2018 36. Media Result - Brazil, Turismo Em Pauta, NZ's incredible wild life, Stewart Island Kiwi - May 2018 37. Media Result - Brazil, Turismo SA, NZ's incredible wild life, Stewart Island Kiwi - May 2018 38. Media Result - Brazil, Turista Profissional, NZ's incredible wild life, Stewart Island Kiwi - May 2018 39. Media Result - Brazil, Viajar Pelo Mundo, NZ's incredible wild life, Stewart Island Kiwi - May 2018 40. Media Result - Argentina, Travel with me, NZ's hidden gems, The Catlins - May 2018 41. Media Result - Australia, Jolyonbird Facebook post, Rakiura Track - May 2018 42. Media Result - Australia, Jolyonbird Facebook post 2, Rakiura Track - May 2018 43. Media Result - Australia, Jolyonbird Facebook post , Rakiura Track Sunset - May 2018 44. Media Result - Japanese TV show Sekai Fushigi Hakken, Zealandia Travel Programme, Curio Bay - June 2018 45. Media Result - Gateway South CHCH Airport Magazine, Dark Skies - Winter Edition 46. Media Result - Women On Wheels (WOW) best travel destinations for motorheads, SSR - June 2018 47. Media Result - Stuff, Southern Stays: Bluff - June 2018 48. Media Result - North and South, SilverPlough 2018, Thornbury - June 2018 49. Media Result - IMP UK Phoebe Smith, The Times, In search of the southern lights, Rakiura track - June 2018 50. Media Result - US, Twitter CNN International, Where to see the Aurora Australis in NZ, Stewart Island & The Catlins -

June 2018 51. Media Result - US Twitter CNN, Where to see the Aurora Australis in NZ, Stewart Island and The Catlins - June 2018 52. Media Result - USA, Facebook - CNN Travel, Where to see the Aurora Australis in NZ, Stewart Island and The Catlins -

June 2018 53. Media Result - Singapore, Golf Asia, Perfect Reflections mirror images photograph in NZ, Mavora Lake - June 2018 54. Media Result - South Korea, Syndicated Travel Info, Travel Bike News, Media1, Tour Korea, Naver News, NZ Cycle

Trails ATM - June 2018 55. Media Result - USA, Travel Wire News, Starry night, Where to see the Aurora Australis in NZ, Stewart Island and The

Catlins - June 2018

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56. Media Result - USA, CNN.com, Starry nights where to see the Aurora Australis in New Zealand, The Catlins and Stewart Island - June 2018

57. Media Result - China, National Tourism, Different NZ Eight Southland Experiences that you may not know, Dig This and Kiwi Spotting - June 2018

58. Media Result - China, Syndicated - www.guojialvye.com, Eight South Island Experience that you may not know, Dig This and Wild Kiwi Encounter - June 2018

59. Media Result - China, Sottoc We Chat, Eight South Island Experiences that you may not know, Dig This and Wild Kiwi Encounter - June 2018

Media Famils (including social) 1. IMP Germany, Great Outdoors Magazine – April 2018 2. Turen går til New Zealand, Denmark Travel Writer – April 2018 3. North and South Magazine , Mike White – April 2018 4. IMP TRENZ Media Famil – May 2018

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7.4 Digital

Channel Current Total Community - As at Jun 30 2018

Total Community as at June 30 2017 (Last year)

Total New Community Apr 1 2018 - Jun 30 2018 (This Quarter

Total Reach July 1 2016 - June 30 2017 (Last year)

Total Reach Apr 1 2018 - Jun 30 2018 (This Quarter

Total Reach July 1 2017 - June 30 2018 (This year)

Total 86,671 79,407 1,314 N/A N/A N/A

Databases (Target +8% 15,528)

16,662 (+15%)

14,378 452 N/A N/A N/A

Facebook Southland NZ

35,878 (+4%)

34,535 206 1,616,925 210,548 988,328

Instagram Southland NZ

26,054 (+11%)

23,438 441 N/A 203,961 450,283

Twitter Southland NZ

3,834 (+9%)

3,529 32 97,142 26,576 88,873

Facebook INV i-Site

4,243 (+20%)

3,527 183 685,887 103,144 409,341

Total Social Media (Target +10%, Reach 2.67m, Comm 71.5k)

70,009 (+8%)

65,029 862 2,429,954 544,229 1,936,825

Channel: southlandnz.com Data sourced from Google Analytics

Sessions Users Page views

Pages/Session Bounce Rate

Operator Listings

Year: July 1 2016 - June 30 2017

79,702 62,897 214,812 N/A N/A 352

Quarter 1: July 1 2017 - Sep 30 2017

22,973 (26%)

17,446 (25%)

60,933 (26%)

2.65 54.85% 441 (+25%)

Quarter 2: Oct 1 2017 - Dec 31 2017

29,839 (34%)

22,606 (32%)

83,188 (35%)

2.79 56.87% 442

Quarter 3: Jan 1 2018 - Mar 31 2018

57,739 43,060 152,566 2.64 63.94% 1309

Quarter 4: April 1 2018 - June 30 2018

36,865 28,142 92,866 2.52 59.83% 1337

Year: July 1 2017 - June 30 2018

147,416 111,254 389,553 3 59% 1337

Annual Target (+10% ) 87,672 (Sum)

69,187 (Sum)

236,293 (Sum)

2.70 (Average)

35% (Average)

420

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8.1 Event Delivery:

Facilitated (VS Lead Role)

Supported (VS Support Role)

Event Date Number of attendees (approx.)

ILT Kidzone Jul 2017 11,000

Hokonui Fashion Awards Jul 2017 1,200

Interschool Speech Competition Sep 2017 200

New Zealand Men’s Netball Nationals Sep 2017 400

Spring Festival Sep – Oct 2017 7800

Conference Estimate for quarter Jul – Sep 2017 1400 (*17)

DownRiver Dash/Cycle to Celebrate Dec 2017 200 200

Conference Estimate for quarter Oct – Dec 2017 1600 (*22)

SDC Holiday Programme Jan 2018 300

Summer Sounds Jan 2018 150

Rev Up Jan 2018 120

Southland Buskers Festival Jan 2018 6,000

Shakespeare in the Park Feb 2018 1000

Burt Munro Challenge Feb 2018 8,000

Southern Field Days Feb 2018 n/a

Heritage Month Mar 2018 600

Conference Estimate for quarter Jan – Mar 2018 2400 (*29)

HopNVine Apr 2018 900

Southland Festival of the Arts Apr – May 2018 3,000

Southern Steel Apr – Jun 2018 8,500

Bluff Oyster and Food Festival* May 2018 500 4,500

Southern Professional Wrestling Year 2017/18 1,500

Conference Estimate for quarter Apr – Jun 2018 1000 (*12)

Other Events Supported Year 2017/18 200 3,000

TOTAL 32,000 27,000

Events held since the end of quarter 4: SPW Soutern Rumble Jul 1500 ILT Kidzone Jul 11000 Young Farmers Jul 1500

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10. RURAL HALLS AND DOMAINS SUBCOMMITTEE (Memo from Corporate Support Officer – 12.09.18) A copy of the report of the meeting of the Rural Halls and Domains Subcommittee

held on 6 September 2018 is attached. RECOMMENDATION THAT the report be received, AND THAT the recommendations contained in the report be ratified.

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Report of a meeting of the Rural Halls and Domains Sub-Committee, held in the Mayor’s office, 29 Bowler Avenue, Gore, on Thursday 6 September 2018, at 4.03 pm. Present Chief Executive (Mr Stephen Parry), Councillors C Bolger (Chair),

J Gardyne, P Grant, and G Sharp. In attendance Corporate Support Officer (Gillian Small) Apologies His Worship the Mayor (Mr Tracy Hicks, JP)

1. APOLOGIES Cr Bolger advised His Worship was unable to attend, and had requested Cr Bolger chair

the meeting in his absence. 2. CONSIDERATION OF APPLICATIONS AND DISTRIBUTION OF FUNDS

A total of $17,357 was available for distribution in the 2018/2019 year. Three applications had been received, from the Kaiwera Recreation Reserve and Hall Society, Waikaka Public Hall Society, and the Otama Hall Society Incorporated. History of previous funding allocations and criteria relating to the scheme had been circulated. It was noted that the Kaiwera Recreation Reserve and Hall Society application was for $2,000, not $5,590 as noted in the summary of applicants. The Chief Executive said the application from the Waikaka Public Hall Society was not clear, however it appeared that approximately $6,000, inclusive of GST, would be needed to complete the project. RECOMMENDED on the motion of Cr P Grant, seconded by Cr J Gardyne THAT a grant of $2,000 be made to the Kaiwera Recreation Reserve and Hall Society to supply and fit two heat pumps. RECOMMENDED on the motion of Cr P Grant, seconded by Cr J Gardyne THAT a grant of $5,357 be made to the Waikaka Public Hall Society Incorporated to reline the toilet walls and bathroom area.

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RECOMMENDED on the motion of Cr P Grant, seconded by Cr J Gardyne THAT a grant of $10,000 be made to the Otama Hall Society Incorporated to replace the roof tray to the lobby.


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11. UPDATE OF SOUTHLAND TRIENNIAL AGREEMENT (Memo from Chief Executive – 20.08.18) Under Section 15 of the Local Government Act 2002, all local authorities within a

specified region must enter into an agreement containing protocols for communication and coordination among them during the period until the next triennial general election of members. This agreement was last renewed in early 2017. Since then, some minor changes have been made to take account of the involvement of the regional Deputy Chair and Deputy Mayors.

Enclosed is a copy of an updated triennial agreement with the changes highlighted

which has been prepared by Environment Southland. All Councils in Southland are now being invited to endorse the updated agreement.

RECOMMENDATION THAT the Council endorse the updated triennial agreement and authorise the

Mayor, Deputy Mayor and Chief Executive as signatories.

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A267661

Triennial Agreement Southland Region

For the triennium October 2016 to October 2019

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STATEMENT OF INTENT

This agreement represents the shared desire of local government in the Southland Region to pro-actively collaborate and co-operate with each other, to maximise effectiveness and efficiency and to meet the current and future needs and interests of their respective communities.

PREAMBLE

The Local Government Act 2002 recognises that each individual local authority is only one player in the achievement of community needs and interests, and that attaining those objectives goes beyond local authority boundaries. The Act, through its principles further recognises that local authorities will need to actively seek to collaborate and co- operate with other local authorities and bodies to improve the effectiveness and efficiency with which it achieves its identified priorities and desired outcomes. The main framework for co-ordinating the collaboration between different local authorities is the Triennial Agreement.

This Agreement is deemed to meet the requirements of section 15 of the Local Government Act 2002.

For the legal context see Appendix 2.

PURPOSE

Through this Triennial Agreement, local authorities are encouraged to work together to recognise and promote the needs and interests of their communities in all of their social, economic, environmental and cultural aspects, consistent with the principles of sustainable development. This agreement provides an opportunity to reinforce the principle of collaboration and improve communication and co-ordination at all levels of local government in the Southland Region.

It is recognised that a significant level of formal and informal collaboration and cooperation already exists between the local authorities. The success of the Triennial

Agreement will be demonstrated through expanded relationships that help the local authorities to work co-operatively and collaboratively to advance community goals for the region as a whole. This agreement does not address local authorities’ relationships with Central Government agencies or other important sectors of the community, each of which will also be important to the effective delivery of community outcomes. Appendix 1 lists possible areas of collaboration. SIGNATORIES The parties: • Gore District Council • Invercargill City Council • Southland District Council • Environment Southland (Southland

Regional Council). PRINCIPLES AND PROTOCOLS The parties agree to work in good faith together for the good governance of their localities and the region. Signatories to this agreement recognise that: 1. the communities within the Region are

diverse and encompass a range of desired outcomes. Issues and concerns that are shared by some local authorities may be of little relevance to others. This Triennial Agreement acknowledges that it must have a range of sub-agreements or protocols developed for communication and coordination on local issues and media responses between and among local authorities.

2. collaboration among local authorities is

necessary to address increasingly complex governance issues. Many issues cannot be solved by any one agency acting alone. Issues such as community safety and sustainable

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addressing and agreeing any strategic, emerging or identified issues, with

development do not have simple solutions. This includes a commitment to make staff available across local authority boundaries during emergencies.

3. it is desirable that collaboration occur at

both the governance and operational levels.

4. collaboration can make planning more

efficient, reduce costs, increase available resources and help make strategic judgments about the allocation of resources and the delivery of services.

5. collaboration can help the local

authorities promote the social, economic, cultural and environmental needs and interests of communities in the Region.

6. this agreement establishes a platform

for ongoing discussion and consultation on issues, policy and programmes.

7. the councils agree to act in good faith

on issues of information and disclosure.

8. the councils agree to work collaboratively in an open and transparent manner.

9. as signatories to this agreement all

councils will ensure provision of the following:

(a) Early notification to affected

councils, through the distribution of draft documentation and information, of major policy discussions which may have implications beyond the boundaries of the decision- making council. This specifically includes the development of consultation policies and policies on significance and engagement.

(b) Opportunities for all councils in

the region to be involved in early consultation on the development of one another’s draft Annual Plan and draft Long-term Plan

and other significant policy consultation processes or consultation documents.

(c) The application of a ‘no surprises’

policy, whereby early notice will be given over disagreements or differences between councils concerning issues, policy or programmes, before critical public announcements are made.

(d) Where practicable, avoidance of

unnecessary duplication by jointly or in a collaborative manner, engaging with communities and agencies in order to identify outcomes considered as desirable for communities and to prioritise those outcomes, in the context of s10 and s14 of the Act.

MAYORAL FORUM The Mayoral Forum is a non-statutory body made up of the Mayors, regional Chair, Deputy Mayors/Chair, and their Chief Executives and its purpose is to provide leadership to programmes and projects with a regional perspective that cut across the local authorities and which require integrated leadership. Its mandate is provided by this Agreement. A protocol for the operation and meeting format of the Mayoral Forum has been agreed by the parties as part of this Agreement. See Appendix 3. CEOs will be the “clearing house” for information and meeting notes to be distributed to the Mayoral Forum irrespective of the issues. Emergency meetings between the combined CEOs can be called as required. This does not preclude meetings being coordinated by councils other than the council next on the rotation, on request. All public communications from these meetings will be approved by all participants prior to their release.

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GENERAL APPROACH TO CONSULTATION

Signatories to this agreement will endeavour to:

1. work jointly to share resources for the

purpose of preparing background information on the various communities within the Region. Such information may include demographics, survey data and scientific studies and the analysis of social, economic, environmental and cultural trends.

2. actively collaborate and cooperate with

government agencies and local authorities outside the region as considered appropriate to promote or achieve regionally focused priorities and desired outcomes, while making efficient use of resources, and in situations where issues and potential solutions cross local authority boundaries.

3. develop agreed or joint approaches to

8. recognise that shared services in the region, or joint procurement approaches with joint or separate contracting, can bring efficiencies and savings in terms of planning, administration, consultation and operations; increases in available resources and promotion of cooperative approaches to the allocation of resources (refer to Appendix One).

9. use our statutory reporting documents

to report steps taken to implement the intent of this document.

10. the following consultation process (in

terms of Clause 3A, First Schedule RMA) will apply to any change, variation, or review of the Regional Policy Statement for the Southland Region, and the preparation of any future Regional Policy Statement:

(a) Environment Southland will seek

the input of territorial authorities

engaging with the media (including into the review of the Regional development of joint media Policy Statement for the

statements), Government agencies, tangata whenua, and other organisations.

4. develop processes, protocols and

agreements through which the councils can jointly participate in identifying, delivering services (e.g. S.17A, LGA), and funding facilities of significance to more than one district.

5. promote communication and co-

operation among the local authorities in the Region.

6. provide early for notification/circulation

of information, and participation in, decisions that may affect other local authorities in the Region.

7. make draft strategies, policies and plans

available to all local authorities in the Region for discussion and development.

Southland Region. (b) Environment Southland will make

available to all local authorities, for discussion and development, draft copies of:

- any change or variation to the

Regional Policy Statement - any proposed Regional Policy

Statement. (c) territorial authorities will be

given a reasonable period of time, but no less than 30 working days, to respond to any such proposal. Environment Southland agrees to consider fully any submissions and representations on the proposal made by territorial authorities within the region.

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SIGNIFICANT NEW ACTIVITIES PROPOSED BY THE REGIONAL COUNCIL

If Environment Southland or a regional council-controlled organisation proposes to undertake a significant new activity, Section 16 of the Local Government Act 2002 shall be adhered to.

As part of this communication process, the parties agree to discuss the issues involved at one or more of the existing forums, and to provide early drafts of proposals to affected councils for early comment. This includes amendment of the Environment Southland’s significance and engagement policy.

Where it is proposed that Environment Southland undertakes significant new activities that are undertaken or have been proposed in a consultation document to be undertaken by one or more territorial authorities within the Region:

a. Environment Southland will as

soon as practicable inform all territorial authorities within the Region of:

• the nature of the activity

proposed to be undertaken • the scope of the proposal

(including size, districts covered and why)

• the reasons for the proposal.

b. territorial authorities will be

given a reasonable period of time, but no less than 30 working days, to respond to any such proposal. Environment Southland agrees to fully consider any submissions and representations on the proposal made by territorial authorities within the Region.

c. should there be substantive

disagreement between the local authorities about whether

Environment Southland should undertake the activity, the parties agree to refer the matter to mediation, as set out in the process in this agreement for resolving disagreement.

DECISIONS OF A LOCAL AUTHORITY If a decision of a local authority is significantly inconsistent with, or is expected to have consequences that will be significantly inconsistent with this agreement, the local authority must, when making the decision, clearly identify —

(a) the inconsistency; and (b) the reasons for the inconsistency;

and (c) any intention of the local

authority to seek an amendment to this agreement.

As soon as practicable after making any decision to which the above applies, the local authority must give to each of the other local authorities within the region notice of the decision and of the matters specified in subsections (a) – (c). RESOLVING DISAGREEMENT In the event of a disagreement over the terms of this agreement, the parties agree to refer the issue of disagreement to mediation for a resolution within 3 months of any such disagreement arising. If no agreement is forthcoming a mediator will be appointed by the president of the Southland District Law Society. If mediation is unsuccessful, any of the local authorities affected may ask the Minister of Local Government to make a decision on the proposal. AUTHORITY This agreement is signed under seal by the following on behalf of their respective authorities:

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Environment Southland (Southland Regional Council)

Chair

Deputy Chair

Chief Executive

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Southland District Council

2

Mayor

Deputy Mayor

Chief Executive

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3

Invercargill City Council

Mayor

Deputy Mayor

Chief Executive

104

4

Gore District Council

Mayor

Deputy Mayor

Chief Executive

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APPENDIX 1

Existing structures that promote communication and collaboration include, but are not limited to:

Assistance with WINZ System Barberry Control Emergency Management Welfare Group Co-ordinating Executive Group Election Returns Emergency Management Southland GIS Data Sharing Gravel Management Hazardous Waste Group Hazardous Waste Response Group Information Technology Laboratory Testing and Monitoring Maintenance of Boundary Roads and Bridges Milford Community Trust NZAA Register Update Public Information Management Team (SEMO) Rakiura National Park Report Regional Advisory Group (Transport) Regional Transport Committee Representation Review projects Review of the Southland District Plan Review of the Southland Regional Policy Statement Riverton Harbour Committee Road Safety Committee Road Safety Co-ordination (joint employment) Road Safety Southland Trust Snow Pole Route Closure SoRDS Southland Regional Development Strategy Southern Rural Fire Authority Southern Scenic Route Signs Southland Coastal Landscape Study Southland Emergency Management Group Southland Heritage Building Preservation Trust Southland Regional Heritage Committee Southland Shared Services Forum Spartina Control Specification/Policy Sharing and Development Te Anau Basin Planning Study Te Roopu Taiao Tender Evaluations Urban Fire Risk Venture Southland Waiau River Working Party Wastebusters Group WasteNet/Waste Advisory Group Wetlands on Private Land

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APPENDIX 2

LEGAL REQUIREMENTS – Local Government Act 2002

This document is deemed to duly constitute fulfillment of section 15 of the Local Government Act 2002.

Section 15 requires that:

(1) Not later than 1 March after each triennial general election of members, all local authorities within each region must enter into an agreement under this section covering the period until the next triennial general election of members.

(2) An agreement under this section must include—

(a) protocols for communication and co-ordination among the local authorities; and (b) a statement of the process by which the local authorities will comply with section 16 in respect of proposals for new regional council activities; and (c) processes and protocols through which all local authorities can participate in identifying, delivering, and funding facilities and services of significance to more than 1 district.

(3) An agreement under this section may also include—

(a) commitments by local authorities within the region to establish or continue 1 or more joint committees or other joint governance arrangements to give better effect to 1 or more of the matters referred to in subsection (2); and (b) the matters to be included in the terms of reference for any such committees or arrangements, including any delegations.

(4) An agreement under this section may be varied by agreement between all the local authorities within the region.

(5) An agreement under this section remains in force until it is replaced by another agreement.

(6) If a decision of a local authority is significantly inconsistent with, or is expected to have consequences that will be significantly inconsistent with, the agreement under this section that is currently in force within the region, the local authority must, when making the decision, clearly identify—

(a) the inconsistency; and (b) the reasons for the inconsistency; and (c) any intention of the local authority to seek an amendment to the agreement under subsection (4).

(7) As soon as practicable after making any decision to which subsection (6) applies, the local authority must give to each of the other local authorities within the region notice of the decision and of the matters specified in that subsection.

In addition, other sections of the LGA also require collaboration:

Section 14 (e) –

a local authority should actively seek to collaborate and co-operate with other local authorities and bodies to improve the effectiveness and efficiency with which it achieves its identified priorities and desired outcomes;

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Section 14 (g) – a local authority should ensure prudent stewardship and the efficient and effective use of its resources in the interests of its district or region, including by planning effectively for the future management of its assets

Section 16 – (summary)

if regional council, or a regional council-controlled organisation, proposes to undertake a significant new activity, the regional council must advise all the territorial authorities within its region of the proposal and seek their agreement

LEGAL REQUIREMENTS – Resource Management Act 1991

Clause 3A, First Schedule -

(1) A triennial agreement entered into under section 15(1) of the Local Government Act 2002 must

include an agreement on the consultation process to be used by the affected local authorities in the course of— (a) preparing a proposed policy statement or a variation to a proposed policy

statement; and (b) preparing a change to a policy statement; and (c) reviewing a policy statement.

(2) If an agreement on the consultation process required by subclause (1) is not reached by the date prescribed in section 15(1) of the Local Government Act 2002,— (a) subclause (1) ceases to apply to that triennial agreement; and (b) 1 or more of the affected local authorities—

(i) must advise the Minister and every affected local authority as soon as is reasonably practicable after the date prescribed in section 15(1) of the Local Government Act 2002; and

(ii) may submit the matter to mediation. (3) If subclause (2) applies, the parts of the triennial agreement other than the part relating to

the consultative process referred to in subclause (1) may be confirmed before— (a) an agreement on the consultative process is reached under subclauses (4) and (5)(a); or (b) the Minister makes a binding determination under subclause (5)(b).

(4) Mediation must be by a mediator or a mediation process agreed to by the affected local authorities.

(5) If the matter is not submitted to mediation or if mediation is unsuccessful, the Minister may either— (a) make an appointment under section 25 for the purpose of determining a

consultation process to be used in the course of preparing a proposed policy statement or reviewing a policy statement; or

(b) make a binding determination as to the consultation process that must be used. (6) The consultative process must form part of the triennial agreement, whether or not the

other parts of the triennial agreement have been confirmed, in the event that— (a) an agreement is reached under subclause (4) or subclause (5)(a) as to a consultative

process, as required by subclause (1); or (b) the Minister makes a binding determination under subclause (5)(b).

(7) In this clause, ``affected local authorities'' means— (a) the regional council of a region; and (b) every territorial authority whose district is wholly or partly in the region of the

regional council.]

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APPENDIX 3 – MAYORAL FORUM PROTOCOL

Status

The Mayoral Forum is a non-statutory body. It is formed by the agreement of the local authorities that comprise it. Its power to act on any matters is prescribed through the Triennial Agreement made between those local authorities at the beginning of each Triennium. This Agreement can be revisited and updated at any time but must be consulted on with each of the local authority signatories.

Purpose

The purpose of the Mayoral Forum in Southland is to provide governance leadership to programmes and projects with a regional perspective that cut-across the local authorities and which require integrated leadership. These are “horizontal” programmes of a regional nature that require a joined-up regional approach in order to be successful.

Regional Direction

There are a number of regional documents that need to be co-ordinated into the consensus direction overseen by the Mayoral Forum and delivered by the councils. Arguably, the primary document is the Regional Policy Statement which identifies the high level directions of the region. This is a community consensus document.

The Regional Policy Statement is then given effect to in other documents:

• Regional Plans (Environment Southland) • District Plans (of each of the territorial councils)

The SoRDS strategy reflects the desire for a strong focus on regional social and economic development to be acknowledged in the Regional Policy Statement, in the regional and district plans, and in the Long-term Plans (LTPs). There is a role for the Mayoral Forum to seek alignment across those primary management documents to ensure that steady progress is being made to achieve their higher level goals.

Operation of the Mayoral Forum

Frequency – the Mayoral Forum meets at least four times a year Chairing – the Mayoral Forum is chaired for a period of one year by a mayor

agreed by the other mayors on a rota which means that all mayors or chair would have served as a chair in a period of four years. The period of a year is chosen to give the chair an opportunity to develop a solid programme of action.

Membership – membership will comprise of the Mayors, regional Chair, Deputy Mayors/Chair, and their chief executives

Meeting location – the meeting location is circulated around the region on a meeting by meeting rota.

Servicing – the council organisation of the incumbent chair would be responsible for servicing the Mayoral Forum which would include developing agendas, inviting guests, arranging their presentations and organising the annual forums listed below. This would involve a significant commitment for that organisation and advance planning would be necessary to ensure all responsibilities are met. The

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proceedings of the Mayoral Forum would be held in a Dropbox to which all the members of the Forum would all have access.

Meeting format

1. Internal Business (30 minutes) – the Mayors, regional Chair, Deputy Mayors/Chair, and

their chief executives will meet alone for the purpose of identifying any issues and dealing with any local-authority-specific business.

2. Regional Development (40 minutes) – the Mayors regional Chair, Deputy Mayors/Chair,

and their chief executives will receive a report from the Chair of the Southland Regional Development Strategy Governance Group at every meeting. This report will include reporting against the targets set out in the Southland Regional Development Strategy, and the Action Plan, once it is completed later this year.

This section of the meeting is able to be attended by the local MPs and Ngai Tahu representatives (as agreed).

3. Regional Forum (one hour) – the Mayors regional Chair, Deputy Mayors/Chair, and their

chief executives will receive brief presentations from pre-arranged contributors. A regular report would be provided by the Chair and CEO of Venture Southland (on an ‘as required’ basis) to review progress on major regional projects. From time to time (and not less than annually) the forum will receive reports from the leaders of local agencies such as the DHB, Police, WINZ, Ngai Tahu, CTOS and the Licensing Trusts. The purpose of these discussions will be to identify regional level issues and responses that may benefit from Mayoral support or involvement.

This section of the meeting is able to be attended by the local MPs and Ngai Tahu representatives (as agreed).

4. Shared Services (15 minutes) – a brief shared services report would be provided by the

chief executive of Southland District Council which oversees the Shared Services operation.

5. Annual Events – up to two events are to be considered for placement onto the annual agenda and held in conjunction with a regular Mayoral Forum meeting. They are:

• Central Government Forum – this will comprise a gathering of Ministers and Central

Government officials (and local MPs where agreed by Ministers). Its purpose is to cover off the major issues of concern for the region that relate to Central government policies and services. It would be normally expected that at least some of the Regional Economic Development Ministers would attend and that the profile of this gathering would be steadily built over a number of years so that it is a recognised and anticipated annual event.

• Local Organisations Forum – this is a gathering of representatives from local

organisations and agencies who have the opportunity to discuss major issues of importance to Southland. It would be themed along such lines as facilities and infrastructure, youth unemployment and training, poverty and housing. The purpose of these Forums would be to sensitise the Mayors/Chair and their deputies to local issues and identify any actions that need to be taken or facilitated by local government. It may be considered that this overlaps with the regional forum outlined above and could be one in the same.

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12. 2018 GORE DISTRICT RESIDENTS’ SURVEY

(Report from Communications/Marketing Manager Sonia Gerken – 05.09.18)

Background The Council has undertaken an annual survey of its residents since 2012. Prior to that it was on a biennial basis. The 2018 Residents’ Survey is the third year the Council has used New Zealand company Research First to conduct the survey and provide an informative report.

The survey is conducted primarily by telephone. However, an online option was introduced in 2014 to make the survey available to a wider section of the community given the decline in landline telephones. The Council also wanted to get more young people involved, ie the demographic that engages mainly online.

It is not unusual for local authorities to offer an online component to their annual residents’ survey, in fact some councils undertake their surveys solely online. While there is the potential for sample bias, such as respondents completing the survey because they have an extreme view, either very positive or very negative on an issue, the benefits of capturing a more diverse and wider sector of our community were considered to outweigh the potential for this to happen.

Uptake of the survey online has fluctuated over the years.

• 2014 – 45 responses online and 415 responses via telephone• 2015 – 36 responses online and 414 responses via telephone• 2016 – 126 responses online and 395 responses via telephone• 2017 – 73 responses online and 373 responses via telephone

2018 Residents’ Survey This year saw a significant increase in online responses with 241 people opting to undertake the survey online. There were 383 responses to the telephone survey.

The increase in online engagement could reflect heightened awareness of engaging with the Council in the way, as shown by the record number of 10-Year-Plan submissions received this year online.

It could also reflect a more engaged community due to the high profile water issues the Council experienced in the first quarter of this year.

Characteristics of the online respondents were:

• In the 25 to 49 year age group (identified as the demographic the Council wantsto attract and retain in the District);

• More likely to have had contact with the Council in the last 12 months;• More likely to use the Council’s website and Facebook pages to obtain

information;

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• Wanting to be more engaged with the Council; and • Seeking more opportunities to have their say.

Online respondents had significantly lower satisfaction levels compared to the random sample group regarding:

• Wastewater services • Reliability and quality of water supply • Local gravel roads, sealed roads and footpaths • Kerbside recycling • Public toilets, sportsground and cemeteries (though satisfaction levels are

high) • The Council’s website.

The self-selecting group was more likely to state the Council should do more to assist economic development in the district and was more critical of the performance of elected members. Overall result The overall result sees continued high satisfaction with the Council’s facilities. The Gore Visitor Centre and Hokonui Moonshine Museum, which it provides front-of-house services for, and the Eastern Southland Gallery achieved 99% customer satisfaction. Satisfaction with Council services varies, with water quality and reliability experiencing the largest drop to 69% (from 84% last year) and 66% (from 90%) respectively.

The 2018 Residents’ Survey report is enclosed. Comments from the Council’s managers in response to outcomes and/or comments in the survey are as follows:

Gore District Libraries Manager Lorraine Weston-Webb With residents 98% satisfied with the library service, this is confirmation that the libraries are highly valued by the community. Comments indicated many people appreciate the help they receive from staff. There appears a misconception the Mataura Library and Service Centre is closing, when in fact this popular facility is going from strength to strength. Concern was expressed about whether there would still be parking close to the library after the arts and heritage precinct development, so this will be important to consider in planning. Parks and Recreation Manager Ian Soper Reviewing the 2018 Residents Survey it is pleasing to note the result confirms a very high level of community participation and use of Council provided facilities. Only three percent of those surveyed had not visited a Council provided facility in the preceding 12 months. The results are also in alignment with the past two years survey results,

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which is a good trend. The survey commentary relating to an increase in the perception of playgrounds aligns with the Council investment in recent years. A general staff comment following review of residents’ comments is that the Council has addressed a number of the concerns in the 2018-28 10-Year-Plan. Examples of this are the provision of dog parks and upgrading the décor in the James Cumming Wing, scheduled respectively for year one and two of the Plan. 3 Waters Asset Manager Matt Bayliss Water There appears to be a clear link between the low satisfaction levels in 2016 and 2018 and the fact that sustained water restrictions were required during these years. Council staff continue to investigate more reliable water sources and are aiming to have a strategy to address this issue in place by the end of the year. It is noted the most common reason for residents opposing water restrictions is farmers/ business using water without water restrictions. It is believed this is the result of a misconception independent water takes are affecting the Council’s water supplies resulting in increased water restrictions. The other major factor believed to be affecting satisfaction levels is the intermittent “dirty water” issues experienced by residents. The Council will be taking a significant step in resolving this issue through the upgrading of the East Gore water treatment plant to remove iron and manganese. Following the treatment plant upgrade the ongoing replacement of the Council’s ageing pipe network will result in a decline in the occurrence of these “dirty water” events. Wastewater and stormwater Results show a gradual decline in satisfaction of the level of wastewater and stormwater service provided since 2015. This is in line with the significant increase in national attention regarding water quality resulting change in expectations in recent years. The most common comments regarding the service were for the Council to improve/upgrade the service in general and remedy surface flooding from stormwater. The completion of the approximately $3.7 million Ajax Pump Station project late this year, coupled with the forecast $18.3 million of capital expenditure over the next 10 years, will be a significant step in addressing these concerns. Communications/Marketing Manager Sonia Gerken Communication channels There has been a subtle shift this year in the way people obtain information about the Council. While newspaper articles and advertising are still the top two channels, the Council’s website, Facebook page and ChinWag newsletter fill the next three places in

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that order. This is the first year they have overtaken radio as the method most used to obtain information about the Council. Given the Council’s ChinWag noticeboard appears in the Ensign fortnightly, it is safe to say the Council has all the main communication channels covered. The online channels continue to reach a large audience with over 1/3 of survey respondents saying they followed the Council’s Facebook page, which is up on previous years. The drop in satisfaction with the website is worth noting. The present website is nearly five years old which is an aeon, in terms of technological advancement. Staff will be investigating options to upgrade the website to ensure it is customer focused and makes it easy for people wanting to do business online. Gore Visitor Centre It is very pleasing to see the Gore Visitor Centre repeat its 99% satisfaction rating for the second year in a row. The number of people who use the visitor centre and the satisfaction level shows residents value this service. The Visitor Centre has expanded its services and local merchandise options over the last couple of years, and is the first touch point for the many domestic and international visitors to the district. Staff also provide excellent service as front of house for the Hokonui Moonshine Museum. RECOMMENDATION

THAT the 2018 Residents’ Survey and accompanying report be received.

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THE GORE DISTRICT

COUNCIL PERFORMANCE

87% 84% 89% 75% 72%

Felt

a s

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of p

ride

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rea

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ict

has

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the

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that

the

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e D

istr

ict

is a

gre

at p

lace

to li

ve

Were satisfied that they can contact an elected member of the Council to

raise an issue or problem.

Stated that they were satisfied with the performance of

Gore District Council.

Were satisfied that the Council is responding to the needs, and to

issues raised in, the community.

Agreed Gore District Council provides enough opportunities for

people to have their say.

Felt the Mayor and Councillors display sound and effective leadership.

Agreed they have good strategies for developing prosperity

and wellbeing.

73% 89%

44%

77%

50%48%

Satisfied with the wastewater service

Satisfied with the stormwater system

Satisfied with the reliability of town

water supplies

Satisfied with the quality of town water

supplies

Satisfied with local sealed roads

Satisfied with local gravel

roads

Satisfied with local footpaths

Satisfied with Gore Transfer Station

Satisfied with Kerbside Recycling Service

84%

75% 71% 74%

80%

85% 97%66% 69%

99%

99%

98%

97%

97%

97%

96%

95%

94%

86%

Hokonui Moonshine Museum, Eastern Southland Gallery or the heritage centre

Gore Visitor Centre

Library service

Sportsgrounds

District Parks and Reserves

Gore Aquatic Centre

Playgrounds

James Cumming Wing or community halls

Cemeteries

Public Toilets

COUNCIL SERVICES

COUNCIL FACILITIES

INFOGRAPHIC SUMMARYANNUAL RESIDENTS’

SURVEY 2018

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RESEARCH REPORTJULY 2018

GORE DISTRICT COUNCIL

ANNUAL RESIDENTS’ SURVEY JUNE 2018

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2 GORE DISTRICT COUNCIL | ANNUAL RESIDENTS’ SURVEY 2018 www.researchfirst.co.nz

Disclaimer Research First notes that the views presented in the report do not necessarily represent the views of Gore District Council. In addition, the information in this report is accurate to the best of the knowledge and belief of Research First Ltd. While Research First Ltd has exercised all reasonable skill and care in the preparation of information in this report, Research First Ltd accepts no liability in contract, tort, or otherwise for any loss, damage, injury or expense, whether direct, indirect, or consequential, arising out of the provision of information in this report.

Contents

Annual Residents’ Survey 2018

1 Infographic Summary 32 Research Design 5

2.1 Context 52.2 Method 62.3 Sampling 72.4 Performance Targets and Satisfaction Measures 7

3 Wastewater and Stormwater 84 Water Services 11

4.1 Quality and Reliability 114.2 Water Restrictions 134.3 Comments about Water Services 14

5 Local Roads and Footpaths 156 Waste 19

6.1 Gore Transfer Station 196.2 Kerbside Recycling Service 206.3 Expansion of Kerbside Recycling 216.4 Waste Services 22

7 Council Facilities 237.1 Use of Council Facilities 237.2 Satisfaction with Council Facilities 257.3 Satisfaction with Council Facilities – Trend Analysis 267.4 Resident Feedback 27

8 Council Planning 289 Contacting the Council 29

9.1 Methods of communication 299.2 Satisfaction with Communication 30

10 Council Communications 3110.1 Methods of Obtaining Information 3110.2 Online Channels 3210.3 Resident Feedback 33

11 Elected Members and Organisational Performance 3411.1 Representation 3411.2 Overall Satisfaction with Performance 3511.3 Priority Issues 3611.4 Local Leadership 37

12 Perceptions of the Gore District 3812.1 Perceptions of the Gore District 3812.2 Perceptions of the Gore District Trend Analysis 3812.3 Promoting the District 39

13 Appendix One: Benchmarking 4014 Appendix Two: Summary of Performance Measures 4415 Appendix Three: Sample Composition 4516 Appendix Four: Resident Feedback on Service & Facilities 4717 Appendix Five: Online Survey Results 51

117

INFOGRAPHIC SUMMARY


Satisfied with the wastewater service

Satisfied with the stormwater system

Satisfied with the reliability of town

water supplies

Satisfied with the quality of town water

supplies

Satisfied with local sealed roads

Satisfied with local gravel

roads

Satisfied with local footpaths

Satisfied with Gore Transfer Station

Satisfied with Kerbside Recycling Service

84%

75% 71% 74%

80%

85% 97%66% 69%

99%

99%

98%

97%

97%

97%

96%

95%

94%

86%


Gore Visitor Centre

Library service

Sportsgrounds


Gore Aquatic Centre

Playgrounds


Cemeteries

Public Toilets

COUNCIL SERVICES

COUNCIL FACILITIES

118

INFOGRAPHIC SUMMARY


THE GORE DISTRICT

COUNCIL PERFORMANCE

87% 84% 89% 75% 72%

Felt

a s

ense

of p

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Agr

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ve

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Agr

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the

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ict

is a

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Were satisfied that they can contact an elected member of the Council to

raise an issue or problem.

Stated that they were satisfied with the performance of

Gore District Council.

Were satisfied that the Council is responding to the needs, and to

issues raised in, the community.

Agreed Gore District Council provides enough opportunities for

people to have their say.

Felt the Mayor and Councillors display sound and effective leadership.

Agreed they have good strategies for developing prosperity

and wellbeing.

73% 89%

44%

77%

50%48%

119


2.1 ContextThe Gore District:

n was formed in 1989, incorporating the former Gore and Mataura borough councils and part of the former Southland County Council.

n has five electoral wards for the 11-member council, plus the mayor who is elected at large.

n covers 1,251 km².

n has a capital value of over $2.6billion with a strong agricultural-led economy.

n has a population of 12,033 (2013 Census). Gore is the largest urban area with a population of 7350. Mataura has a population of 1509.

Gore District Council commissions an annual survey of residents to find out what they think about specific services and facilities and how they feel about the District and Council’s performance.

The key service areas tested in the 2018 residents’ survey were:

n Wastewater and Stormwater Services

n Water Services

n Roading Services

n Waste Services

n Council Services

• Council Facilities

• Contacting the Council

• Council Communications

n Council Planning

n Elected Members and Organisational Performance

n Perceptions of the Gore District

Research Design

2120


2.2 MethodIn line with the 2014 – 2017 surveys, the 2018 research was conducted both by phone and online.

Phone survey with online completion option

Telephone surveys are ideally suited to surveying large, geographically dispersed populations exactly like Gore’s. The data produced is the result of random sampling and is therefore free from self-selection bias; it can be considered statistically robust and levels of statistical confidence can be applied to the data.

An online channel for the survey was included to make the survey more inclusive. This gave an option for those with a preference for online completion and for those without landlines or not invited to take part as part of the random telephone sample.

Residents contacted by phone who were unwilling or unable to complete the survey were offered to be sent an email containing a link to the online survey.

Standalone online survey

The research was also promoted across the district as an online survey that anyone could complete. Communications to promote the online survey to a wider audience included:

n Production of graphics and text used jointly by Research First and Gore District Council. A set of 7 images were produced to appeal to different groups within the population.

n The advert and link to the online survey were placed in the banner section of the Gore District Council homepage to coincide with the start of the telephone survey, providing both promotion of the online mechanism and verifying the legitimacy of the telephone survey.

n Advert and links were placed and boosted on Council Facebook pages throughout the survey period.

n A campaign targeted to reach residents across the District ran through the Research First Facebook page throughout the survey period.

The survey was visible and created an inclusive approach that enabled greater community engagement than with the telephone survey alone. However, the online sample is self-selecting and is essentially different from that provided through the telephone approach based on random sampling where respondents are invited to take part. Self-selecting respondents are likely to have characteristics and opinions that are not consistent with the general population. The sample from the online survey should not be viewed as representative of the district’s population. A comparison of results provided from the two different samples is provided in appendix five.

The telephone survey provides a sample of 383 respondents that is representative of the district’s population and accurate to +/-5% at the 95% confidence level. An additional 241 residents chose to give their feedback through the online survey.

121


2.3 SamplingThe questionnaire was consistent with the 2017 survey.

Following a pilot testing phase, data collection took place between the 1st – 29th May.

Data collection for the telephone survey was randomised within each household to ensure the sample included a range of respondents based on age, location and gender, with a quota system being used to ensure the sample was representative of the population as per Census 2013 statistics.

2.4 Performance Targets and Satisfaction Measures

Findings have been presented in relation to Key Performance Indicators (KPI) as identified in the 2015-2025 Long Term Plan, 2017 targets.

Across all KPIs, the KPI measure of satisfaction is reported as the proportion answering neutral, satisfied or very satisfied.

To ensure consistency, where the total satisfied is reported for any service area this is the proportion of residents that answered neutral, satisfied or very satisfied.

Where levels of agreement are reported, the total agreeing is the proportion that answered that they agreed or strongly agreed. In these cases, stating ‘neither agree nor disagree’ cannot be deemed as agreement.

122


Overall results showed:

n 84% of residents were satisfied with the wastewater service over the past 12 months

n 80% of residents were satisfied with the stormwater system over the past 12 months

n Respondents in Mataura were significantly more likely to state that they were dissatisfied when compared with residents in other areas of the district. This is unsurprising given issues with water services experienced in the area in 2017/2018.

n Trend analysis in the overall results for the district shows consistent levels of satisfaction with wastewater services and the stormwater system when compared with the last survey point and relatively consistent perceptions over time.

n Comments about services highlighted residents’ priorities as overall upgrades, remedying surface flooding from stormwater and fixing or clearing drains, gutters, sumps and culverts. These were the same priorities in 2017.

Figure 3.1 Satisfaction with Wastewater and Stormwater Services

5%

7%

15%

9%

32%

33%

35%

35%

13%

16%

Stormwater system

Wastewater service

Very dissatisfied Dissatisfied Neutral Satisfied Very satisfied

Wastewater and Stormwater

3123


Figure 3.2 Satisfaction with Wastewater and Stormwater Services by Location

Gore Mataura Other rural Total sample

Wastewater service

Very dissatisfied 4% 21% 8% 7%

Dissatisfied 9% 15% 8% 9%

Neutral 32% 28% 43% 33%

Satisfied 39% 22% 25% 35%

Very satisfied 17% 13% 16% 16%

Total satisfied 88% 64% 84% 84%

Number of respondents 378 67 76 521

Gore Mataura Other Total sample

Stormwater system



Neutral 33% 21% 42% 32%

Satisfied 36% 36% 26% 35%




Figure 3.3 Satisfaction with Wastewater and Stormwater Services – Trend Analysis

84%77% 77% 80%

94%89%

85% 84%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2015 2016 2017 2018

Stormwater system Wastewater service

124


Figure 3.4 Comments about Wastewater and Stormwater Services

Number of respondents

% of respondents

Improve/upgrade services in general 38 24%

Remedy surface flooding from stormwater 34 22%

Fix or clear drains/gutters/sumps/culverts 25 16%

Rural areas don’t receive these services 11 7%

Stop dumping stormwater/ wastewater into river 10 6%

Clear foliage/ reduce tree debris 10 6%

Happy with services 8 5%

Listen to resident concerns/ suggestions 5 3%

Bring in water storage 3 2%

Separate wastewater and stormwater pipes 2 1%

Other 24 15%

Total 157 100%

125


Just over half of respondents (60%) were on the Gore town water supply, 11% on the Mataura supply and 29% on a rural supply.

Respondents on town supplies were asked a series of questions around water services.

4.1 Quality and Reliability n 66% overall were satisfied with the reliability of town water supplies.

n 69% overall were satisfied with the quality of town water supplies.

n Trend analysis shows a decrease in satisfaction with the quality of town water supplies following a positive upturn last year. Service improvements had made a positive impact on residents’ perceptions, but this had a temporary effect on perceptions.

n Trends also show a decrease in satisfaction with the reliability of supply when compared with the 2017 survey results.

n Results are at the lowest reported levels and are likely to be a result of the supply issues experienced in the district within the last year (notably, water restrictions forced by dry weather and falling well levels, the leak that compromised the Mataura town water supply and Pyramid Bridge (that only affected rural supplies but was a high-profile event in the district)). Open comments about this service area back up this conclusion.

n Results analysed by location confirm significantly higher proportions were dissatisfied with service levels in Mataura, as a response to failures in the town supply. Sample sizes are smaller for Mataura so figures should be viewed with some caution. However, conclusions drawn from the results are a robust indicator of feelings amongst residents.

Figure 4.1 Satisfaction with Water Services

10%

14%

21%

20%

18%

13%

34%

33%

17%

20%

Quality

Reliability


Water Services

4126


Figure 4.2 Satisfaction with Water Services By Location

Gore Mataura Total sample

Reliability of your water supply

Very dissatisfied 11% 31% 14%

Dissatisfied 18% 31% 20%

Neutral 13% 13% 13%

Satisfied 37% 15% 33%

Very satisfied 21% 9% 20%

Total satisfied 71% 37% 66%

368 67 441

Gore Mataura Total sample

Quality of your water supply

Very dissatisfied 5% 37% 10%

Dissatisfied 19% 28% 21%

Neutral 19% 15% 18%

Satisfied 37% 16% 34%

Very satisfied 20% 3% 17%

Total satisfied 75% 34% 69%

368 67 441

Figure 4.3 Satisfaction with Water Services – Trend Analysis

90%

80%86% 84%

78%84% 69%

94% 91% 91% 92%

79%

90%

66%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015 2016 2017 2018

Quality Reliability

127


4.2 Water Restrictions n 61% of residents stated that they did support the Council’s approach of

applying water restrictions to manage water use on town water supplies. Support is in line with perceptions in 2017 and 2016.

n Farmers and businesses being able to use water without restriction was again the reason most often mentioned by those opposed to the Council’s approach. The proportion giving this as a reason has increased from 26% in 2016 to 38% in 2017 and to 37% in 2018.

Figure 4.4 Reasons for opposing water restrictions as a means to manage water use on town supplies


% of respondents

Farmers/business using water without restriction 65 37%

Restrictions are only temporary solution/ Not fixing problem of new source

36 21%

Council should have resolved issues years ago/ planned ahead 31 18%

Need/ deserve to use water without restriction 25 14%

Council wastes water/ spends money on other things 23 13%

Water usage is part of rates/ No proposed rates reduction 17 10%

Restrictions apply even when sufficient water available 4 2%

Other 7 4%

Don’t know 14 8%

Total 174 100%

128


4.3 Comments about Water ServicesFigure 4.5 Open comments about water services


% of respondents

Water services need improvement (general) 30 20%

Quality poor/ variable 27 18%

Need to solve supply issues/ find new sources 25 17%

Farmer/ business usage too high 18 12%

Unhappy with restrictions 16 11%

Council wastes water 15 10%

Council poor planning and management 14 9%


Some people use water irresponsibly/ Need to monitor usage 8 5%

Leaks need fixing 7 5%

Need to focus on preservation/ rainwater collection 6 4%

Pressure low 5 3%

Other 6 4%

Total responses 148

129


n 75% were satisfied with local sealed roads

n 74% were satisfied with footpaths

n 71% were satisfied with local gravel roads

• Performance target not met (2018 target: 78% satisfied) n Residents outside of the main urban areas of Gore and Mataura were

significantly less likely to be satisfied with local gravel roads. This may be due to higher frequency of use.

n Perceptions of sealed roads were more positive amongst Gore residents when compared with Mataura. Perceptions of footpaths were more negative in Mataura than the other areas.

n Trend analysis shows slight increases in satisfaction with local gravel roads and footpaths, but a decline in satisfaction with local sealed roads.

n Relatively high proportions of residents in the 2017 and 2018 surveys mentioned poor or hazardous conditions of footpaths in the open comments; this is an area of concern for residents. Improving the condition of gravel roads is also highlighted as a priority.

Figure 5.1 Satisfaction with Roading Services

10%

6%

8%

19%

18%

18%

33%

24%

29%

32%

41%

36%

6%

11%

9%

Local gravel roads

Local sealed roads

Footpaths


Local Roads and Footpaths

5130


Figure 5.2 Satisfaction with Roading Services by Location


Local gravel roads



Neutral 36% 41% 21% 33%

Satisfied 35% 23% 28% 32%



391 78 155 624


Local sealed roads



Neutral 25% 17% 25% 24%

Satisfied 43% 36% 39% 41%



391 78 155 624


Footpaths



Neutral 27% 27% 35% 29%

Satisfied 38% 28% 34% 36%



391 78 155 624

131


Figure 5.3 Satisfaction with Roading Services – Trend Analysis

83%

81%

74%64%

69% 67% 71%

92% 96%87%

92%

75%82%

75%79%

74%

78% 79%70% 72% 74%

2012 2013 2014 2015 2016 2017 2018

Local gravel roads Local sealed roads Footpaths

Figure 5.4 Comments about local roads and footpaths


% of respondents

Roads

Improve gravel roads (grading, more gravel) 48 17%

Seal repairs poorly done/ Need more long term fix 31 11%

Poor condition 27 9%

Repair potholes 25 9%

Better traffic management systems 13 5%

Prioritise repairs more urgently 11 4%

Clean gutters/ debris/ litter 7 2%

Heavy traffic damages road 6 2%

Wider roads 6 2%

Cut back trees/ foliage 3 1%

Too much roadwork/ taking too long 3 1%

No response from Council when reporting issues 2 1%

Total road related responses 137 48%

132


Footpaths

Poor condition/ Hazardous 83 29%

Prioritise more 12 4%

More pedestrian crossings/ walkways 10 3%

Fixes poorly done 5 2%

Wider footpaths 5 2%

More lighting 3 1%

Total footpath related comments 110 38%

General comments

Services need improvement/maintenance (general) 36 13%


Other 12 4%

133


6.1 Gore Transfer Station n 46% of respondents had visited Gore Transfer Station in the previous 12

months.

n 85% of these respondents were satisfied with the facility.

n Trend analysis shows consistency in the high proportion of residents satisfied with this service.

Figure 6.1 Satisfaction with Gore Transfer Station – Trend Analysis

92% 93% 90%94%

88% 89%85%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015 2016 2017 2018

Waste

6134


6.2 Kerbside Recycling Service n 66% of respondents used the kerbside recycling service

n 97% of service users were satisfied with the service

n Trend analysis shows consistency in the high proportion of residents satisfied with this aspect of waste service as well.

Figure 6.2 Satisfaction with the Kerbside Recycling Service -Trend Analysis

98% 98% 98% 96% 98% 97%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013 2014 2015 2016 2017 2018

135


6.3 Expansion of Kerbside Recycling n All respondents were asked whether they would like to see the introduction of

a kerbside service into rural areas of the Gore District:

• Half of respondents (49%) would like to see the kerbside service in rural areas (this is in line with 52% in 2017 and 47% in 2016);

• 28% stated that it was not their concern;

• 16% did not want the service expanded; and

• 7% did not know.

n Whilst a high proportion of those outside of the main urban areas would like to see the introduction of the service, there was also a significantly higher proportions that do not want to see the service in rural areas when compared with responses from urban areas. Opinions were similar in 2017 and 2016.

Figure 6.3 Would you like to see the introduction of a kerbside service into rural areas of the Gore District? By Area

Gore Mataura Other rural Total Sample

Yes 46% 42% 61% 49%

No 12% 12% 28% 16%

Not my concern 36% 35% 5% 28%

Don’t know 7% 12% 6% 7%


136


6.4 Waste Services n Open comments showed a concern from residents that high costs have

encouraged the incorrect disposal of rubbish.

n Comments also showed an increasing priority for more environmentally sound options with requests for more recycling and green waste services.

Figure 6.4 Comments about waste services


% of respondents

Prohibitive costs encourage incorrect rubbish dumping 29 17%

Provide rural/outskirts waste services 26 15%

More recycling services/ options 25 15%

Costs too high/ Worried about cost increase 14 8%

Provide green/organics bin 14 8%

Happy with service 11 7%

Provide weekly service 11 7%

Increase transfer station opening hours 8 5%

Concerned about whether recycling service actually recycles 7 4%

Better information/ education regarding recycling 5 3%

More transfer stations 4 2%

Unhappy with transfer station staff/ service 4 2%

Contractor issues 4 2%

More public rubbish bins/ clean up township 3 2%

Mataura Transfer Station poor 2 1%

Other 12 7%

Total responses 168

137


7.1 Use of Council FacilitiesRespondents were asked which of a number of Council facilities they had visited over the past 12 months.

Results do not show the frequency of visits but do indicate that Council facilities do have high levels of use amongst residents.

Usage of Council facilities is broadly in line with 2017 findings.

Figure 7.1 Council Facilities Visited in the Past 12 Months

% visited in past 12 months 2016




2018

District Parks and Reserves 69% 79% 76% 477

Sportsgrounds 59% 67% 61% 378

Gore Aquatic Centre 58% 61% 56% 352

Public Toilets 45% 56% 55% 342

Playgrounds 49% 50% 54% 338

James Cumming Wing or community halls 56% 63% 53% 331

Gore or Mataura Library 56% 54% 52% 324

Cemeteries 55% 53% 50% 310


34% 34% 27% 171

Gore Visitor Centre 26% 31% 26% 162

None of these 5% 2% 3% 19

Noting again that the results do not show levels of use but rather indicate whether the facility has been used at least once in the previous 12 months. Analysis of the facilities visited by age indicated that:

n Higher proportions in the 65+ age group had used the Visitor Centre or visited Hokonui Moonshine Museum, Eastern Southland Gallery or the heritage centre.

n The youngest age group were more likely to have visited public toilets.

n District parks and reserves, sportsgrounds, playgrounds and the Aquatic Centre are more likely to be visited by those in the 25-49 age group.

n The numbers who had not visited any of the Council facilities listed were very low across all age groups.

Council Facilities

7138


Figure 7.2 Council Facilities Visited in the Past 12 Months By Age Group

15-24 25-49 50-64 65+ Total sample

Gore or Mataura Library 40% 52% 51% 61% 52%

Gore Visitor Centre 12% 19% 31% 45% 26%

Public Toilets 73% 58% 50% 43% 55%

District parks and reserves 77% 82% 70% 72% 76%

Sportsgrounds 63% 71% 52% 47% 61%

Cemeteries 47% 41% 59% 59% 50%

Playgrounds 58% 69% 42% 35% 54%


19% 23% 29% 42% 27%

Gore Aquatic Centre 55% 73% 44% 37% 56%


52% 48% 57% 61% 53%

None of these 7% 1% 2% 5% 3%

139


7.2 Satisfaction with Council FacilitiesLevels of satisfaction with facilities were very high.

The following Council facilities are consistently amongst the top performing in recent surveys:

n Hokonui Moonshine Museum, Eastern Southland Gallery or the heritage centre;

n Gore Visitor Centre; and

n Library service.

Performance targets set in this area were met for all facilities but public toilets:

Performance Target Achieved

Museum and Gallery (The public appreciates the services and assets of arts and heritage)

90% 99%

Aquatic Centre 90% 97%

Parks and Reserves 90% 97%

Playgrounds 90% 96%

James Cumming Wing or Community Halls 90% 95%

Cemeteries 90% 94%Public Toilets 90% 86%

Figure 7.3 Satisfaction with Council Facilities

Very dissatisfied Dissatisfied Neutral Satisfied Very

satisfiedTotal

satisfiedNumber of

respondents


1% 0% 11% 30% 59% 99% 171

Gore Visitor Centre 0% 1% 7% 43% 50% 99% 162

Library service 1% 1% 6% 34% 58% 98% 324

Sportsgrounds 1% 2% 12% 45% 40% 97% 378

District Parks and Reserves 1% 2% 8% 44% 45% 97% 477

Gore Aquatic Centre 1% 3% 6% 40% 51% 97% 352

Playgrounds 2% 3% 12% 46% 38% 96% 338


2% 3% 15% 48% 32% 95% 331

Cemeteries 2% 5% 7% 34% 53% 94% 310

Public Toilets 5% 10% 21% 46% 19% 86% 342

140


7.3 Satisfaction with Council Facilities – Trend Analysis

Analysis shows broadly consistent levels of satisfaction across facilities.

Trends show a rise in satisfaction with playgrounds following a slight decline in 2016 and 2017; the quality of facilities has been perceived to be improved.

Figure 7.4 Satisfaction with Council Facilities Trend Analysis

2012 2013 2014 2015 2016 2017 2018

Library service 100% 100% 98% 100% 99% 100% 98%

Gore Visitor Centre 98% 98% 98% 98% 96% 99% 99%

Public Toilets 92% 83% 86% 91% 87% 88% 86%

District Parks and Reserves 99% 99% 98% 97% 97% 97% 97%

Sportsgrounds 99% 100% 98% 99% 100% 99% 97%

Cemeteries 98% 99% 96% 96% 97% 92% 94%

Playgrounds 98% 97% 95% 99% 93% 94% 96%

Hokonui Moonshine Museum, Eastern Southland Gallery or the heritage centre1 99% 99% 97% 97% 99% 98% 99%

Gore Aquatic Centre 98% 99% 98% 99% 98% 97% 97%

James Cumming Wing or community halls2 98% 100% 96% 97% 96% 95% 95%

1. 2012-2015 surveys asked respondents about ‘arts and heritage’2. 2012-2015 surveys asked respondents about ‘community centres or halls’

141


7.4 Resident FeedbackResidents were invited to comment on individual facilities or the facilities in general. 202 residents chose to give a comment; 26 residents used this as an opportunity to state that they were happy with the services in general.

Comments relating to individual facilities are provided in Appendix Four.

142


Knowledge of the Gore District Plan amongst residents is still low; 39% stated that they did not know anything about it. However, the proportion that indicated that they had a detailed knowledge of some or all of the plan has increased.

Figure 8.1 Which of the following best describes your knowledge of the Gore District Plan

% of respondents 2017

% of respondents 2018


I have never heard of it 16% 10% 61

I have heard of it, but I don’t know anything about it 34% 29% 180

I have heard of it and know a bit about it 43% 44% 275

I have detailed knowledge of sections of it that interest or affect me 6% 14% 87

I have detailed knowledge of the whole District Plan 2% 3% 21

Total respondents 624

Residents were asked their level of agreement with statements relating to Council planning.

For each question around a third of residents (27-34%) stated that they were unsure of a response. Of those that did give a response, there were high proportions stating that they neither agreed nor disagreed with the statement (35% - 46%). High proportions in the ‘don’t know’ and neutral categories indicate lower levels of engagement with an area of activity.

Results are shown for those respondents that did give an answer:

n 50% agreed that the Council needs to do more to assist economic development in the Gore District. This is in line with 52% in 2017.

n A third (35%) felt that the Council was effective at identifying residential land for development. This is in line with 37% in 2017.

n 37% agreed that the Council is effective at identifying commercial/industrial land for development. This is broadly in line with 41% in 2017.

Figure 8.2 Council planning

Tota

l Dis

agre

e

Tota

l Agr

ee

Stro

ngly

dis

agre

e

Tend

to d

isag

ree

Neit

her a

gree

nor

di

sagr

ee

Tend

to a

gree

Stro

ngly

agr

ee

Num

ber o

f re

spon

dent

s

Council needs to do more to assist economic development in the Gore District

15% 50% 5% 10% 35% 35% 14% 454

Council is effective at identifying residential land for development

20% 35% 7% 13% 46% 30% 4% 423

Council is effective at identifying commercial/industrial land for development

19% 37% 6% 12% 44% 32% 5% 412

Council Planning

8143


9.1 Methods of communicationTwo thirds of respondents (69%) had contacted the Council in the last 12 months.

Trend analysis shows the continued importance of human contact with face to face visits and phone contact still dominant methods of communication.

Figure 9.1 Means of Contact – Trend Analysis

71%66%

62% 63%

47%51% 51%

44%53%

44% 43%37%

43%36%

2% 4%

18% 19% 21% 24%

7% 9% 12%

9%13% 14% 11%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015 2016 2017 2018

Visit to the Council Office Phone

Online ie website or Facebook Email

Contacting the Council

9144


9.2 Satisfaction with CommunicationTrend analysis shows slight increases in satisfaction with the level of service received across all communication modes from 2016 to 2018.

Figure 9.2 Proportion Satisfied with the Level of Service Received by Communication Method – Trend Analysis

2012 2013 2014 2015 2016 2017 2018

Visited the Council Office 99% 100% 98% 95% 92% 92% 93%

Phone 95% 95% 94% 95% 84% 87% 87%

Online i.e. website or Facebook3 - - 90%* 99%* 86%* 97% 90%

Email - - 94% 95%* 88%* 90%* 86%

*Small sample sizes, results should be treated with caution

145


10.1 Methods of Obtaining InformationNewspaper articles and advertising remain the dominant sources of information about the Council for residents. There were no significant changes in source use when compared with 2017 findings.

The preferred newspaper for Council news remained as The Ensign and Hokonui FM was again most often cited as the preferred source for radio Council news.

Figure 10.1 Methods used to obtain information about the Council


% of respondents

Newspaper articles 424 68%

Newspaper advertising 264 42%

Council Website 228 37%

Council Facebook page 213 34%

Council newsletter ChinWag 193 31%

Radio 170 27%

Personal contact with Council staff 151 24%

Councillors 62 10%

Council Meetings 24 4%

None of these 48 8%


Figure 10.2 Newspaper/radio station preferred for Council news


% of respondents

Ensign 251 57%

Hokonui 61 14%

Newslink 43 10%

Southland Times 30 7%

CaveFM 23 5%

No preference 6 1%

Other 18 4%

Don’t know 11 2%


Council Communications

10146


10.2 Online ChannelsA third of respondents (35%) stated they followed the Council’s main Facebook page. This is an increase from the proportions in the 2017 and 2016 survey responses.

Of these 82 respondents, 93% were satisfied with the page (46% satisfied and 20% very satisfied)

Over half of respondents (58%) had visited the Gore District Council website in the last year. The number of regular users is low; most visited a few times a year or less. Frequency of visits are the same as in 2016 and 2017.

Figure 10.3 Visits to the Gore District Council website over the past 12 months

% of respondents


Weekly or more 6% 35

Monthly 11% 71

A few times a year 29% 183

Once a year 11% 70

Never 42% 265


Those that had visited the website were asked to rate it.

94% of respondents stated that they were satisfied (52% satisfied and 13% very satisfied). The infrequency of visits explains the high proportion of respondents (30%) that gave a neutral response.

Satisfaction levels are consistent with 2017 and 2016 results.

147


10.3 Resident Feedback106 respondents provided a comment related to communications. 31 comments provided positive feedback and a further 80 comments suggested areas for improvement.


% of respondents

Communication is good 31 29%

Communication is poor 17 16%

Information dissemination improvements 13 12%

Follow up on enquiries 11 10%

Social media/Newspaper communication improvements 7 7%

Website improvements 7 7%

Communication could be improved 4 4%

More transparency 4 4%

Council doesn’t listen 3 3%

Other 14 13%

106

148


11.1 Representation n 73% of respondents were satisfied that the Council was responding to the

needs of the community and to issues raised in the community.

n Performance target not met.

• Performance target 80% of residents and ratepayers satisfied with the Council’s decisions and actions; achieved 73%

n 89% of respondents were satisfied that they can contact an elected member of the Council to raise an issue or problem.

Trend analysis shows consistent levels of resident satisfaction between 2016 and 2018 regarding contact but a decline in satisfaction with the Council responding to the community.

Figure 11.1 Satisfaction with Representation

5%

11%

6%

17%

41%

38%

35%

29%

13%

6%

You can contact an elected member of theCouncil to raise an issue or a problem

The Council is responding to the needs of thecommunity and to issues raised by the community


Figure 11.2 Satisfaction with Representation Trend Analysis

2014 2015 2016 2017 2018

The Council is responding to the needs of the community and to issues raised by the community

86% 84% 76% 77% 73%

You can contact an elected member of the Council to raise an issue or a problem

96% 93% 93% 90% 89%

Elected Members and Organisational Performance

11149


11.2 Overall Satisfaction with Performance77% stated that they were satisfied with the performance of Gore District Council (33% neutral, 38% satisfied and 5% very satisfied).

Trend analysis shows a consistent third of residents that state they are neither satisfied nor dissatisfied with performance. Increasing community engagement and public participation may provide the information these residents need to rate performance positively (or negatively).

Trend analysis shows a slight decline in overall satisfaction between 2016 and 2018.

Figure 11.3 Overall Satisfaction with Performance Trend Analysis

64% 61% 59%54%

50% 51%44%

30% 33% 31% 32% 31% 33% 33%

6% 7% 8%14%

19% 16%23%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2013 2014 2015 2016 2017 2018

Satisfied Neutral Dissatisfied

150


11.3 Priority IssuesWater, roading and footpaths and council expenditure/rates remain the top issues that respondents feel need priority over the next 12 months. Water takes the top spot this year, in place of roading. This is not surprising given events in the district in the last year.

Water, roading and footpaths have been noted as the priority issues in each survey from 2012 onwards and are consistent with the views of residents in neighbouring districts.

Figure 11.4 Services or facilities the Council should give high priority to over the next 12 months


% of respondents

Water issues 266 43%

Roading 208 33%

Council expenditure & rates 121 19%

Footpaths 101 16%

Recreation/sports facilities/sportsgrounds 85 14%

Wastewater, stormwater 76 12%

Parks/playgrounds 74 12%

Recycling/waste services 65 10%

Beautification, upgrade, maintenance, cleaning of town/area 63 10%

Business support 42 7%

District promotion 28 4%

Pyramid Bridge 10 2%

Housing/ accommodation 10 2%

Rural services/ facilities 10 2%

Street lighting 9 1%

Public toilets 9 1%

Library 8 1%

Youth facilities/ issues 8 1%

Animal control 6 1%

Emergency/ disaster services 6 1%

Infrastructure/ facilities in general 6 1%

Swimming pool 5 1%

James Cumming Wing 4 1%

Healthcare 4 1%

Telecommunications (WiFi, Fibre etc) 4 1%

Other 27 4%

151


11.4 Local LeadershipHalf of respondents (48%) felt the Mayor and Councillors display sound and effective leadership and half (44%) agreed they have good strategies for developing prosperity and wellbeing.

50% agreed Gore District Council provides enough opportunities for people to have their say. This proportion has increased from 2017 and is in line with 2016 results.

Trend analysis shows declining perceptions in each of these areas.

Figure 11.5 Perceptions of Local Leadership

5%

6%

6%

11%

12%

10%

34%

38%

36%

40%

37%

39%

10%

8%

8%

Gore District Council provides sufficientopportunities for people to have their say

The Mayor and Councillors have goodstrategies for developing the prosperity and

wellbeing of their community

The Mayor and Councillors display sound andeffective leadership

Strongly disagree Disagree Neutral Agree Strongly agree

Figure 11.6 Perceptions of Local Leadership Trend Analysis

% Agree 2015 % Agree 2016 % Agree 2017 % Agree 2018

The Mayor and Councillors display sound and effective leadership

57% 54% 55% 48%

The Mayor and Councillors have good strategies for developing the prosperity and wellbeing of their com

53% 51% 49% 44%

Gore District Council provides sufficient opportunities for people to have their say

57% 60% 56% 50%

152


12.1 Perceptions of the Gore DistrictGore residents were very positive about their district:

n 87% agreed that the Gore District is a great place to live.

• National results from urban areas in 2016 showed 79% of residents agree their city/local area is a great place to live4.

n 84% agreed the Gore District is a safe place to live.

n 89% agreed the Gore District has good sporting and recreation facilities and opportunities.

n 75% agreed there is a great sense of community where they live.

• Urban results from 2016 showed only 58% of respondents feel a sense of community with others in their local neighbourhood.

n 72% felt a sense of pride on the way their local area looks and feels.

• Urban results from 2014 showed just 62% of respondents feel a sense of pride in the way their area looks and feels.

12.2 Perceptions of the Gore District Trend Analysis

Looking at the results over time identifies that residents hold very positive perceptions of the area.

Despite perceptions being good, the proportions have dropped from those in the previous year. This is particularly the case regarding the sense of community and the look and feel of the area and is likely to be an effect of the different sample structure provided this year. See appendix five for further details.

Residents’ identification of priorities for Council showed that beautification, upgrade, maintenance and cleaning of the town/area remains as one of the top ten issues that residents would like to see given priority over the next 12 months.

2012 2013 2014 2015 2016 2017 2018

The Gore District is a great place to live 93% 96% 93% 95% 92% 94% 87%

The Gore District is a safe place to live 92% 88% 92% 94% 91% 88% 84%

The Gore District has good sporting and recreation facilities and opportunities4

95% 83% 90% 95% 94% 92% 89%

There is a great sense of community where I live 84% 86% 85% 84% 80% 84% 75%

I feel a sense of pride in the way my local area looks and feels 93% 89% 88% 87% 77% 83% 72%

Perceptions of the Gore District

12

4. 2016 Quality of Life Survey, partnership between Auckland Council, Hamilton, Wellington, Porirua, Hutt, Christchurch and Dunedin City Councils and Waikato and Wellington Regional Councils: http://www.qualityoflifeproject.govt.nz/

5. Prior to 2016 separate questions were asked about ‘sporting facilities and opportunities’ and ‘recreation opportunities’. To allow trend analysis the mean of these results for each year has been calculated.

153


12.3 Promoting the DistrictThe majority of residents (81%) believed the Gore District was sufficiently promoted.

Comments about the promotion of the Gore District continue to be focused on a dislike of the GO campaign, though the proportion mentioning this has dropped compared with recent years.

Figure 12.2 Comments about the promotion of Gore District


% of respondents

Unhappy with GO-RE campaign 48 33%

Event/tourism/business/opportunities-based promotions

18 12%

General unhappiness with promotion 14 10%

General happiness with promotion 13 9%

Focus on wider district/coordination 11 8%

Needs more promotion/online/radio 11 8%

No extra promotion necessary 9 6%

More public consultation/input about promotions 4 3%

Other 25 17%

Number of respondents 145

154


Comparisons between results recorded by Councils in similar areas are provided to add context to results. When viewing the results there are a number of factors to bear in mind that may influence recorded results:

1. Councils in this group were identified as being similar in terms of some key identifiers: split of urban/rural residential areas, significance of rural industry and broad demographic profile. The districts are very different in other areas that may impact on results.

2. Sample sizes and data collection methods differ slightly between Councils.

3. Question wording and response scales differ between Councils.

4. Response scales have been combined for comparison as follows. Green cells showing responses that make up the proportion satisfied.

1 - Extremely dissatisfied 1 - Very dissatisfied 1 - Very dissatisfied 1 - Dissatisfied

2 - Very dissatisfied 2 - Dissatisfied 2 - Dissatisfied

3 - Quite dissatisfied

4 - Quite satisfied 3 - Neutral

5 -Very satisfied 4 - Satisfied 3 - Satisfied

6 -Extremely satisfied 5 - Very satisfied 4 - Very satisfied 2 - Satisfied

The results shown here are a good indication of comparative performance between similar Councils and identify where different approaches in service areas may be worthy of further investigation to identify best practice.

The benchmark comparisons should not be viewed as rankings.

Comparisons are shown where three or more Councils have asked a question around the same service area, facility or issue.

Councils included in this comparison:

n Gore: 2018 survey results, 5-point question scales, 624 respondents

n South Taranaki: 2018 survey results, 5-point question scales, 403 respondents

n Ashburton: 2018 survey results, 2-point question scales, 500 respondents

n Clutha: 2017 survey results, 6-point question scales, 300 respondents

n Far North: 2017 survey results, 5-point questions scales, 500 respondents

n Grey: 2016 survey results, 6 point question scales, 350 respondents

Appendix One: Benchmarking

13155


Stormwater Services

80%

80%

71%

68%

67%

73%

Gore 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Local Sealed Roads

75%

43%

73%

78%

77%

54%

67%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Footpaths

74%

83%

64%

55%

68%

69%

Gore 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Water Supply

69%

82%

83%

67%

73%

87%

77%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Local Gravel/Unsealed Roads

71%

55%

53%

60%

Gore 2018

Ashburton 2018

Clutha 2017

Group mean

Transfer Stsations/Dumps

85%

89%

91%

88%

Gore 2018

Clutha 2017

Far North 2017

Group mean

156


Kerbside Recycling

97%

86%

94%

92%

85%

91%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Group mean

Public Toilets

86%

90%

80%

64%

69%

80%

78%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Sportsgrounds

97%

94%

91%

67%

87%

Gore 2018

Ashburton 2018

Clutha 2017

Grey 2016

Group mean

Library

98%

93%

97%

100%

82%

97%

95%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean


97%

96%

97%

96%

91%

87%

94%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Cemeteries

94%

97%

96%

93%

94%

95%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Far North 2017

Group mean

157


Playgrounds

96%

88%

95%

93%

Gore 2018

Ashburton 2018

Clutha 2017

Group mean

Overall Satisfaction with Council Performance

77%

68%

95%

86%

83%

75%

81%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Grey 2016

Far North 2017

Group mean

Community Halls

95%

95%

90%

93%

Gore 2018

South Taranaki 2018

Clutha 2017

Group mean

Sufficient opportunities to have their say

50%

90%

90%

73%

76%

Gore 2018

Ashburton 2018

South Taranaki 2018

Clutha 2017

Group mean

The District is a Great Place to Live

87%

97%

63%

82%

Gore 2018

Ashburton 2018

Grey 2016

Group mean

158


Target 20185 Achieved Result

Roading - unsealed roads 78% 71%

Museum and gallery/arts and heritage 90% 99%

Aquatic Centre 90% 97%

Parks and reserves 90% 97%

Playgrounds 90% 96%

James Cumming/community halls 90% 95%

Cemeteries 90% 94%

Public toilets 90% 86%

Council decisions and actions 80% 73%

14Appendix Two: Summary of Performance Measures

159


Age

% of Respondents

Number of Respondents

15-24 12% 73

25-49 43% 271

50-64 26% 165

65+ 18% 113

Declined 0% 2

Total 100% 624

Gender

% of Respondents


Male 38% 239

Female 62% 385

Total 100% 624

Length of Residence

% of Respondents


Lived in Gore District longer than 12 months 97% 603

Lived in Gore District 12 months or less 3% 21

Total 100% 624

Ratepayer Status

% of Respondents


Ratepayer 75% 467

Renter 13% 82

Both 1% 9

Don’t pay rent or rates 9% 57

I prefer not to say 1% 9

Total 100% 624

Appendix Three: Sample Composition

15160


District Area

% of Respondents


Gore 63% 391

Mataura 13% 78

Waikaka 8% 48

Pukerau 3% 18

Mandeville 1% 5

Rural 13% 84

Total 100% 624

161


Council FacilitiesDistrict Parks and Reserves


Need dog park solution 12

Happy with parks and reserves 8

Provide more bins 5

Needs more maintenance/ upgrading 4

Provide more tracks and walkways 4

District Gardens expensive 2

Safety concerns 1

Provide extra facilities 1

Total responses 33

Gore Aquatic Centre


Happy with centre 6

Not enough parking 5

Expensive 4

Pool too cold 2

Provide extra facilitites (eg cafe, hydroslide) 2

Issues with staff/ staffing 2

Unhappy with opening hours 1

Provide more/bigger changing rooms 1

Other 5

Total responses 25

Appendix Four: Resident Feedback on Service & Facilities

16162


Public Toilets


Poorly maintained 19

Unhappy with tourist usage 1

Extend opening hours 1

Other 3

Total responses 24

Playgrounds


Needs maintenance/ upgrading 9

Excited about Kids Hub 3

Concerned Kids Hub will mean other playgrounds miss out

2

Don’t close/ sell the playgrounds 2

Safety concerns 1

Unhappy with Eccles St Playground fencing 1

Total responses 17

James Cumming Wing


Needs maintenance/ upgrading 30

Poor acoustics 3

Total responses 33

Cemeteries


Poorly maintained 7

Well maintained 3

Problems with Charlton Park cemetery 4

Other 2

Total responses 15

163


Library Services


Happy with library service 4

Good staff 3

Other 8

Total responses 13

Sportsgrounds


Not enough parking 5

Happy with sports centre 3

Improve sportsgrounds 2

Other 6

Total responses 15

Museum, Gallery, Heritage Centre


Happy with Art Gallery 6

Happy with Hokonui Museum 1

Total responses 7

164


General CommentsAre there any other comments you would like to make about any of the Council services?

% of respondents


Council staff 4% 25

Gardens/gardening 3% 17

Council spending 3% 18

Playgrounds/ parks/ sportsgrounds 2% 14

Support rural areas 2% 13

Rates 2% 10

Water 1% 9

Rubbish and recycling 1% 8

Overall good job 1% 7

Roads 1% 7

Consult the community 1% 6

Building consents/regulations 1% 4

Streets, footpaths and lighting 0% 3

Dealing with complaints/enquiries 0% 2

General unhappiness 0% 2

Other 3% 21

None 77% 483

Total 100% 624

165


The online survey was open for completion to all residents. The survey was promoted through Gore DC and Research First Facebook advertising and was available as a link through a home page banner on the Gore DC website.

241 residents chose to complete the survey online.

The 241 residents that chose to complete the online survey self-selected to participate and therefore should not be viewed as a representative sample of the Gore District population.

The results show the self-selecting residents have a different profile from the random sample:

1. They likely to be more engaged with Council matters. They are more likely to have contacted the Council in the last 12 months and are more likely to use online contact tools. They are more likely to use the Council website and Facebook pages as ways to obtain information about the Council than other, more static or traditional sources. They are also likely to be more regular visitors to the Council website.

2. This group also want to be more engaged. They were less satisfied that they could contact an elected member of the Council to raise an issue or problem and were less satisfied that the Council responds to the community. They were also seeking more opportunities to have their say.

3. Significantly lower satisfaction levels were shown relative to the random sample group regarding:

n Wastewater services

n Reliability and quality of water supply

n Local gravel roads, sealed roads and footpaths

n Kerbside recycling

n Public toilets, sportsground and cemeteries (though satisfaction levels are high)

n The Council website

4. The self-selecting group were more likely to state Council should do more to assist economic development in the district and were more critical of the performance of Elected Members.

5. Whilst this group did hold positive perceptions of the district, perceptions were not as high as the random sample. This group were more likely to have perceived issues in relation to the district as a safe place to live, having a great sense of community and having a sense of pride in the area’s look and feel. These areas indicate that this group does want a higher level of engagement with their district.

6. In terms of demographics, the random sample accurately reflects the profile of the Gore District as defined by Census statistics. The self-selecting sample had a skewed profile in terms of age and gender, with 25-49 year olds and female residents over represented. The profile of the two samples was comparable in terms of length of residence, ratepayer status and area.

Appendix Five: Online survey results

17166


The results from the two survey samples are shown in the following tables. Statistically significant differences between the two groups are highlighted in the tables. For example, the following excerpt from the wastewater services table shows a significantly higher proportion of the online sample were dissatisfied with the level of service when compared with the phone sample:

Random sample - phone survey

Self-selecting sample - online survey

Very dissatisfied or dissatisfied13% ↓

Significantly lower20% ↑ Significantly

higher

Satisfaction with wastewater service



Very dissatisfied or dissatisfied 13% ↓ 20% ↑

41 42

Neutral 30% ↓ 38% ↑

92 80

Very satisfied or satisfied 57% ↑ 42% ↓

178 88

Satisfaction with the stormwater system



Very dissatisfied or dissatisfied 17% 24%

54 49

Neutral 32% 34%

100 70

Very satisfied or satisfied 51% 43%

162 89

Reliability of water supply




68 82

Neutral 11% 17%

27 31


162 71

167


Quality of water supply




56 80

Neutral 18% 17%

47 32


154 72

Support for water restrictions to manage water use on town water supplies



Yes 66% ↑ 53% ↓

169 98

No 34% ↓ 47% ↑

88 86

Local gravel roads




97 87

Neutral 34% 32%

130 76


156 78

168


Local sealed roads




63 90

Neutral 25% 23%

94 55


226 96

Footpaths




77 87

Neutral 28% 30%

109 73


197 81

Gore Transfer Station




23 19

Neutral 16% 18%

25 22


112 84

169


Kerbside Recycling




5 9

Neutral 7% ↓ 15% ↑

16 26


215 140

Satisfaction with Council Facilities



Library service 99% 96%

Gore Visitor Centre 100% 98%

Public Toilets 92% ↑ 76% ↓

District Parks and Reserves 98% 95%

Sportsgrounds 99% ↑ 93% ↓

Cemeteries 96% ↑ 90% ↓

Playgrounds 98% 93%


100% 98%

Gore Aquatic Centre 98% 95%

James Cumming Wing or community halls 96% 93%

Council needs to do more to assist economic development in the Gore District



Strongly disagree or disagree 18% ↑ 11% ↓

49 21

Neutral 39% ↑ 29% ↓

104 55

Strongly agree or agree 42% ↓ 60% ↑

112 113

170


Council is effective at identifying residential land for development



Strongly disagree or disagree 17% 23%

43 40

Neutral 48% 43%

118 75

Strongly agree or agree 35% 34%

87 60

Council is effective at identifying commercial/industrial land for development



Strongly disagree or disagree 18% 20%

42 35

Neutral 45% 43%

107 75

Strongly agree or agree 37% 37%

89 64

171


Have you used any of the following ways to contact the Council in the last 12 months



Visited the Council Office 48% 56%

184 135

Phone 35% 38%

134 92

Online i.e. website or Facebook 15% ↓ 38% ↑

59 91

Email 9% ↓ 15% ↑

34 35

Have not contacted the Council in the last 12 months 34% ↑ 25% ↓

132 60

Satisfaction with contact



Visited the Council Office 94% 93%

173 125

Phone 90% 84%

120 77

Online i.e. website or Facebook 98% ↑ 85% ↓

58 77

Email 91% 80%

31 28

132 60

172


Which of the following do you use to obtain information about the Council



Newspaper articles 73% ↑ 60% ↓

279 145

Newspaper advertising 51% ↑ 28% ↓

197 67

Council Website 33% ↓ 42% ↑

126 102

Council Facebook page 24% ↓ 50% ↑

92 121

Council newsletter ChinWag 37% ↑ 22% ↓

140 53

Radio 34% ↑ 17% ↓

130 40

Personal contact with Council staff 28% ↑ 18% ↓

108 43

Councillors 11% 9%

41 21

Council Meetings 3% 5%

11 13

None of these 7% 9%

27 21

173


Do you follow the Council’s main Facebook page?



Yes 21% ↓ 56% ↑

82 134

No 79% ↑ 44% ↓

301 107

Satisfaction with the Council’s Facebook page




4 11

Neutral 20% 32%

16 43


62 80

Over the past 12 months, how often have you visited the Gore District Council website?



Weekly or more 3% ↓ 10% ↑

12 23

Monthly 10% 14%

38 33

A few times a year 23% ↓ 39% ↑

88 95

Once a year 11% 11%

44 26

Never 52% ↑ 27% ↓

201 64

174


Satisfaction with the Council website




9 11

Neutral 20% ↓ 41% ↑

36 72


137 94

Contacting an elected member of the Council to raise an issue or a problem




33 24

Neutral 36% ↓ 49% ↑

119 97


175 78

Council is responding to the needs of the community and to issues raised by the community




72 86

Neutral 39% 36%

141 78


150 52

175


Overall satisfaction with the performance of the Gore District Council




64 82

Neutral 31% 36%

117 87


202 72

Agreement with statements relating to Elected Members



The Mayor and Councillors display sound and effective leadership

54% ↑ 38% ↓

The Mayor and Councillors have good strategies for developing the prosperity and wellbeing of their community

53% ↑ 32% ↓

Gore District Council provides sufficient opportunities for people to have their say

60% ↑ 35% ↓

Perceptions of the Gore District



The Gore District is a great place to live 90% ↑ 81% ↓

The Gore District is a safe place to live 89% ↑ 77% ↓

The Gore District has good sporting and recreation facilities and opportunities

91% ↑ 84% ↓

There is a great sense of community where I live 79% ↑ 68% ↓

I feel a sense of pride in the way my local area looks and feels

77% ↑ 66% ↓

176


Sample profile

Residence Random sample - phone survey


Lived in the Gore District for 12 months or longer 96% 98%

368 235

Lived in the Gore District for less than 12 months 4% 2%

15 6

Total sample 100% 100%

383 241

Age Random sample - phone survey


15-24 12% 11%

46 27

25-49 39% ↓ 51% ↑

148 123

50-64 26% 28%

98 67

65+ 24% ↑ 9% ↓

91 22

I prefer not to say 0% 1%

0 2


383 241

Gender Random sample - phone survey


Male 46% ↑ 26% ↓

177 62

Female 54% ↓ 74% ↑

206 179


383 241

177


Ratepayer status Random sample - phone survey


Ratepayer 75% 74%

289 178

Renter 13% 13%

50 32

Both 1% 2%

3 6

Don’t pay rent or rates 10% 7%

40 17

I prefer not to say 0% ↓ 3% ↑

1 8


383 241

Area Random sample - phone survey


Gore 61% 65%

234 157

Mataura 13% 12%

49 29

Waikaka 9% 6%

34 14

Pukerau 3% 2%

13 5

Mandeville 1% 1%

2 3

Rural 13% 14%

51 33

NET 100% 100%

383 241

178

OTAGO OFFICE

Level 1, 17 Dunmore StreetWanaka 9305Tel: 022 676 8722

WELLINGTON OFFICE

Level 12, 215-229Lambton QuayWellington 6140

CHRISTCHURCH OFFICE

23 Carlyle StreetPO Box 94Christchurch 8140Tel: 03 281 7832

TAURANGA OFFICE

PO Box 4632Mt Maunganui 3141Tel: 021 0269 2354

179

13. OTAMA RURAL WATER SUPPLY BILL (Memo from Chief Executive - 5.09.18) The Gore District Council (Otama Water Supply) Bill received its first reading in the House on 8 August 2018. In total there were 11 speeches, made by a mixture of New Zealand First, Labour, Green and National MPs. All speakers supported the Bill being referred to the Governance and Administration Select Committee for submission and consideration. Submissions on the Bill close with the Select Committee on 28 September 2018. The Committee is due to report back to the House on submissions received and its analysis and recommendations on issues raised, by 8 February 2019. RECOMMENDATION THAT the update be received.

180

14. GORE MLT EVENT CENTRE - DAMAGE TO THE BLEACHER SUPPORT WALL

(Report from General Manager Infrastructure - 04.09.18) Purpose This memo is to update the Council of the preliminary assessment of bleacher cracks and its reinforcement plan in regard to the MLT Event Centre.

Background On Friday 17 August 2018, the engineering assessment was commissioned after staff noticed a deterioration in cracks in a section of the seating area. Transverse cracking is evident one of the lower bleacher. The bleacher also has a visible sag in the leading edge. The cracking is not for the full depth of the bleachers. The detail construction drawings were provided to WSP Opus to carry out a formal assessment and a report to identify the current issues, risks and interim mitigation measures and any other recommendations. The Gore event centre was officially opened in November 2009 and the Gore Multi-Sports Centre Charitable Trust was responsible for overseeing its construction. The event centre is 2900m2 of clear-span space, and houses changing rooms, 300 permanent tiered seats, four netball courts, two basketball courts and three tennis courts. It has a maximum capacity 1000 people. The structural engineer engaged for the project was Invercargill engineer Tony Major, who also worked on the original, and ultimately ill-fated, Stadium Southland. Considering Mr Tony Major’s involvement and the minor cracking to some concrete panels, the Council opted to carry out a detailed structural assessment of the stadium. The assessment is expected to be completed by October 2018. Comments The specialist advice we have received from a structural engineer is that there is no risk as long as there’s no weight on the tiered seating. The seating area has been closed as a precautionary measure while structural engineering checks are being undertaken.

The preliminary assessment report suggests that the lower bleachers were shown to

have a structural engineer has recommended strengthening to support the bleacher in the lobby area and a repair method. (a copy of the report is attached)

We have requested WSP-Opus to provide an Offer of Service to complete the detailed structural design for the proposed strengthening schemes to engage a skilled contractor. It is expected to have the proposed bleacher strengthening work completed by March 2019.

181

Financial impact WSP OPUS engineers are engaged on time and expense basis for completing the structural assessment and the design.

The engineers estimate for the proposed work is as below:

Sr. No Activity Cost estimate 1 Bleacher assessment $5,600 plus GST 2 The assessment of the stadium $29,500+GST 3 To complete the detailed structural design for the

proposed strengthening of bleachers $10,000+ GST

4 Bleacher reinforcement work by the contractor $ TBA

This work is unbudgeted, and this department has no funding in reserves. While working capital would fund the initial expenditure, the only long-term funding solution for this work is a loan. The building has an expected useful life more than 60 years. However, given the scale of the works a 20-year loan would strike a balance between spreading the cost over time and minimising financing costs.

The Council’s insurance broker has been notified of the situation, and the structural engineer’s reports and the Council’s action plan have been shared with the broker. The Council holds a material damage policy on the MLT Event Centre. However, these types of policies do not cover gradual damage as has occurred in this situation. Our broker is examining the policy further to see if a claim could be made, although this is unlikely. The insurer will mainly use the information to determine the risk profile for this asset.

RECOMMENDATION THAT this report be received, THAT the Council acknowledge that there is a need to act as quickly as possible to prevent the on-going deterioration to the bleacher support wall, AND THAT this work will be funded through a 20-year loan.

182

WSP OpusWSP OpusWSP OpusWSP Opus

Dunedin Office

Opus House, 197 Rattray Street

Private Bag 1913, Dunedin 9054

New Zealand

+64 3 471 5500

www.wsp-opus.co.nz

31 August 2018

Ramesh Sharma General Manager- Infrastructure Gore District Council PO Box 8 Gore 9740 Ref: 6- VG110.00 Gore Multisport CentreGore Multisport CentreGore Multisport CentreGore Multisport Centre –––– MLT MLT MLT MLT Events CentreEvents CentreEvents CentreEvents Centre Preliminary Assessment of Bleacher and Bleacher Support WallPreliminary Assessment of Bleacher and Bleacher Support WallPreliminary Assessment of Bleacher and Bleacher Support WallPreliminary Assessment of Bleacher and Bleacher Support Wall Dear Ramesh, A Structural assessment of the bleachers at the GDC Multisport Centre has been carried out. The bottom row of bleachers were found to have insufficient capacity for crowd loading. The typical bleachers have sufficient strength. The bracing of the bleachers is also insufficient above the female changing rooms. Preliminary strengthening proposals have been schemed and are appended to this letter. Design StandardsDesign StandardsDesign StandardsDesign Standards The following design codes were used: AS/NZS 1170:2002 Structural Design Actions NZS 3101:2006 Concrete Structures Standard NZS3404: 2009 Steel Structures Standard Basis for Design LoadsBasis for Design LoadsBasis for Design LoadsBasis for Design Loads The following data was used for derivation of design loads: Dead Load of bleacher = 3.25 kPa (Self weight of 130mm thick panel) Super imposed Dead load = 0.5 kPa Live Load = 5 kPa Two types of bleacher details are shown in the Construction drawings that Gore District Council provided to us.

1. Lower Bleacher Lower Bleacher Lower Bleacher Lower Bleacher - 8115 mm long by 130mm thick precast L-shaped sections with 1580 mm wide horizontal section and 570 mm high vertical section.

2. Typical BleacherTypical BleacherTypical BleacherTypical Bleacher– 8115 mm long by 130mm thick precast L-shaped sections with 1030 mm

wide horizontal section and 570 mm high vertical section. Typically, the horizontal sections of each bleacher are supported at the back by its vertical section and at the front by the vertical section of the bleacher below. The typical bleachers are reinforced with 4 number HD12 bars longitudinally and HD10 at 300 centres across. The lower bleachers are similarly reinforced but have 6/HD12 bars longitudinally.

183

OF 3 www.wsp-opus.co.nz

The front edge of the Lower bleachers are supported by walls running along the length of the bleachers, except in the Lobby area where the bleacher spans the 6.8m wide entrance opening. Calculations were carried out to check the capacity of the Lower bleacher considering its ability to span along the length of the bleacher and also to cantilever from the vertical section. In addition to hand calculations and Response – 2000 section checks, a SAP 2000 Structural analysis was performed to check the stresses and deflection of the bleachers utilising 2-way action. The Lower bleachers were shown to have a capacity of 56% of that required by the current loading code. The SAP 2000 analysis showed a maximum predicted deflection of 13mm above the lobby under dead load only with a creep factor of 2.0. The typical bleachers were shown to have a capacity in excess of 100%.

3D view of Bleacher and 3D view of Bleacher and 3D view of Bleacher and 3D view of Bleacher and Bleacher supportBleacher supportBleacher supportBleacher support

Deflection shape of Bleacher at Lobby areaDeflection shape of Bleacher at Lobby areaDeflection shape of Bleacher at Lobby areaDeflection shape of Bleacher at Lobby area

Above the Female changing rooms the bleachers are supported on a gravity steel frame. This

frame has minimal bracing capacity and any diaphragm capacity to spread the load to the

adjacent walls is negligible due to the joint in the bleachers.

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OF 3 www.wsp-opus.co.nz

Recommendation to support the Bleacher at Lobby EntranceRecommendation to support the Bleacher at Lobby EntranceRecommendation to support the Bleacher at Lobby EntranceRecommendation to support the Bleacher at Lobby Entrance and Repair method to damaged and Repair method to damaged and Repair method to damaged and Repair method to damaged support wallsupport wallsupport wallsupport wall We recommend the following:

• A steel frame support should be designed and installed in the Lobby to support the Bleacher above. This will change the load path so that the flat section of the bleacher will span the short direction and will act similarly to the typical bleachers. This will increase their gravity capacity to in excess of 100% of the current code.

• A portal frame below the existing gravity frame in the female changing room should be designed and installed to ensure the bleachers have sufficient support in a seismic event.

• After construction of the portal frames, the damaged portion of the support walls need to be repaired by a Specialist Contractor using a repair mortar such as the Sika Monotop system.

Additional information regarding the proposed strengthening schemes are included in the attached sketches. Can you please confirm if you would like WSP-Opus to provide an Offer of Service to complete the detailed structural design for the proposed strengthening schemes? Prepared by:

Shanker Thanapalasingam

Structural Engineer

Reviewed by:

Simon Burrough

Work Group Manager Structures

185

SIMON BURROUGH

Work Group Manager, Structures and Geotechnical

Page 1 of 2

4 years with WSP Opus

15 years of experience

LOCATION

Dunedin

TECHNICAL SKILLS

Seismic assessment

High rise design

Retaining wall design

MANAGEMENT SKILLS

Team leadership

Mentoring

PROFILE

Simon is a Structural Engineer with over 15 years’ experience. He has worked on a wide range of projects, from high-rise structures to domestic basement extensions, as well as seismic assessments and strengthening of existing buildings. Simon is passionate about structural engineering and believes that strong personal relationships lead to an excellent project result.

EDUCATION

Bachelor of Engineering, Civil (Hons), Canterbury University 2003

PROFESSIONAL ASSOCIATIONS

Chartered Member of New Zealand Institute of Engineers CMEng

Chartered Professional Engineer CPEng

PROFESSIONAL EXPERIENCE

Phoenix Steel, Warehouse – Timaru. Structural Reviewer

4000m2 Warehouse and office structure with large span portal frames. Simon was the technical reviewer and overseeing Engineer for this project.

Outpatients Buildings Christchurch, CDHB

Simon was responsible for the design of the core structure, including the stairs, lifts and risers for this six storey building utilising an earthquake damage limiting design philosophy..

The Salvation Army Corps, Upper Hutt New precast panel and steel framed structure, with a mix of large open spaces and individual rooms. Utilised an innovative precast panel system to resist seismic loads in excess of 1G.

Telecom Central, Wellington (2008-2013): The Wellington Company, Design Engineer Two twelve storey concrete frame office towers connected by a full height steel framed atrium. The project included strengthening and incorporation of a heritage URM building and a 1980s concrete frame structure. As well as the detailed structural design and construction monitoring I was responsible for the concept design of the steel framed atrium and the innovative steel temporary works for the URM facade. Responsible to the project director.

3 Parks Wanaka, Commercial Building Warehouse portal frame structure. I lead the structural design for this building currently under construction.

188

SIMON BURROUGH

Work Group Manager, Structures and Geotechnical

Page 2 of 2

Massey University Wellington – School of Public Health Upgrade and structural alterations to a four storey and a six storey building, including seismic strengthening using a combination of FRP and steel K-frames. Displacement based analysis was used to confirm the strengthening design.

Ronald McDonald House, Wellington (2010-2011) Senior Structural Engineer Four storey concrete frame structure. Included an innovative foundation design and extensive retaining works. I was responsible for the structural concept and detailed design and construction monitoring.

Leith Flood Protection Scheme – Dundas Street Bridge Culvert Upgrade and Widening (2017-Current): Otago Regional Council, Design Manager Currently out for Tender this project involves widening the capacity of the existing bridge by using a box culvert with careful consideration of the effects on the existing bridge. Precast wing retaining walls. Century City Apartments, Tory Street, Wellington Carried out the detailed design of a six storey vertical extension on top of a six storey carpark, including strengthening of the lower structure.

Telecom Exchange – Mayoral Drive - DSA Seismic assessment of the 12 storey exchange structure, including innovative analysis of the precast connections.

Column removal - Sovereign Building, Wellington Carried out the transfer beam strengthening design to allow the removal of a ground floor gravity column in a five storey building.

National Archives DSA and Strengthening Design, Department of Internal Affairs. 10 Mulgrave Street, Wellington I carried out the DSA in 2015 which utilised a SLaMA analysis to assess this mixed system structure (K-frames, concrete frames and Shear walls). We also carried out emergency strengthening following the Kaikoura EQ..

Palmers Plimmerton – Warehouse Alterations Structural additions and significant alterations to this warehouse structure.

PROFESSIONAL HISTORY

WSP Opus, Dunedin, Work Group Manager, Structures and Geotechnical

2017 - Current

WSP Opus, Dunedin, Senior Structural Engineer 2014 – 2017

Clendon Burns and Park Ltd, Wellington, Senior Structural Engineer

2003-2014

189

SHANKER THANAPALASINGAM

Engineer, Structures

Page 1 of 2

1 year with WSP Opus

8 years of experience

LOCATION

Dunedin

TECHNICAL SKILLS

Structural analysis

Retaining wall design

Ground improvement

Soil investigation

Timber framed building design

Foundation design

Pile design

PROFILE

Shanker is a Structural Engineer with work experience in Singapore, Sri Lanka and New Zealand in economical structural design, key planning and project management. He possesses excellent interpersonal skills and the ability to communicate professionally with clients, architects and contractors alike, attaining the required quality assurance techniques. He enjoys being part of, as well as managing, motivating and training, a successful and productive team.

EDUCATION

Master of Science, Civil Engineering (specialising in Geotechnical Engineering), National University of Singapore

2011

Bachelor of Science (Hons), Civil Engineer, University of Peradeniya 2008

PROFESSIONAL ASSOCIATIONS

Member of Engineering New Zealand MEngNZ

Member of Structural Engineering Society SESOC

Member of Institute of Engineers (Singapore) MIES

Member of Tunnelling and Underground Construction Society (Singapore)

MTUCSS

PROFESSIONAL EXPERIENCE

Clouston Cottage Detailed Seismic Assessment (2018): Ashburn Clinic, Structural Engineer Detailed Seismic Assessment of single storey stone masonry Cottage according to NZSEE guidelines.

Design of Retaining walls to Dundas Street Bridge and Culvert upgrade and widening (2018); Otago Regional Council, Structural Engineer Cantilever reinforced concrete retaining walls. (Retained height from 3m to 5m)

Gabion Retaining wall to DCC Bridge 140 (2018): Dunedin City Council, Structural Engineer 5m high gabion retaining wall next to broken Bridge wing wall to prevent road from settlement.

Peer Review of Sylvia Park Department Store design, Auckland (2018): Kiwi

Property, Structural Engineer Two Storey Department Store – Structural Steel super structure with reinforced concrete slab supported on reinforced concrete ground beams and bored piles.

Rakiura Heritage Centre, Stewart Island (2018): Rakiura Information and Heritage Centre Trust, Structural Engineer Single Storey Steel and timber framed Structure with timber driven piles and subfloor foundation.

190

SHANKER THANAPALASINGAM

Engineer, Structures

Page 2 of 2

Templeton Medical Centre, Christchurch (2015-2017): Medispace, Structural Engineer

Single storey timber framed building with steel portal frames.

Rue Renard, Akaroa (2016-2017): Mike Greer Homes, Structural Engineer Two storey house with basement block wall garage.

Slope Hill Rd, Queenstown (2016-2017): Mike Greer Homes, Structural Engineer Two storey timber framed house.

National Art Gallery, Singapore (2011-2012): National Heritage Board, Project Engineer Worked as a Project Engineer restoration of former supreme court and city Hall building. Involved in construction monitoring of micro piling, bore piling, diaphragm wall and structural steel work.

Reinstatement Works for North- South Expressway, Singapore (2012-2014): Land Transport Authority Singapore, Structural Design Engineer Design of affected structures by North- South Expressway alignment including retaining wall, boundary wall and footpaths.

Accredited Checks for Springleaf and Caldecott MRT Stations (2012-2014): Land Transport Authority Singapore, Structural Design Engineer Checked the design of temporary and permanent work including temporary retaining walls and station structure.

Accredited Checks for Woodlands and Woodlands South MRT Stations (2012-2014): Land Transport Authority Singapore, Structural Design Engineer Checked the design of temporary and permanent work including temporary retaining walls and station structure.

PROFESSIONAL HISTORY

WSP Opus, Dunedin, Engineer Structures 2017 - Current

Constructure Ltd, Christchurch, Structural Engineer 2014 – 2017

ECAS – EJ Consultants Pte Ltd, Singapore, Structural Design Engineer

2012 – 2014

Singapore Piling and Civil Engineering Consultants Pte Ltd, Sri Lanka, Project Engineer

2011 - 2012

FOSTA Pte Ltd, Singapore, Project Engineer 2010

Environmental Engineering Consultants Pte Ltd, Sri Lanka, Design Engineer

2008 - 2009

191

15. ACCESSION AS GUARANTOR TO THE LGFA (Memo from Chief Financial Officer – 06.09.18)

Purpose This is a brief report to inform Councillors that the process of acceding as a guarantor to the LGFA has been completed.

Guarantor status The Council was assisted through this process by Buddle Findlay, the law firm that also assisted the Council when it joined the LGFA in December 2015.

Now that the Council is a guarantor, the margin for future borrowing will be 10 basis point less. Additionally, the Council is no longer limited to borrowing only $20 million from the LGFA. The Council can approach its large capital work programme with the confidence that it will be financing its projects at the lowest interest rates available.

RECOMMENDATION

THAT the report be received.

192

EXCLUSION OF THE PUBLIC His Worship to move that the public be excluded from the following parts of the proceedings of this meeting, namely the items as listed below. The general subject of each matter to be considered while the public is excluded, the reason for passing the 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: General Subject Matter Confirmation of Minutes Confirmation of the minutes of the ordinary meeting of the Gore District Council, held in committee, on Tuesday 7 August 2018. Confirmation of the minutes of an extraordinary meeting of the Gore District Council, held in committee, on Tuesday 28 August 2018. Confirmation of the report of the meeting of the Finance and Policy Committee meeting, held in committee, on Tuesday 28 August 2018. Confirmation of the report of the District Growth Committee meeting, held in committee, on Tuesday 4 September 2018. Other Business • Minutes of Audit and Risk

Committee • Proposed Southland Regional

Development Agency update • Proposals for electoral services

• Funding for Ouvea premix removal

(Cr Highsted excluded)

• Offer to purchase land

Reason for passing this resolution in relation to each matter Enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations. Maintain legal professional privilege Enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations.

Grounds under Section 48(1) for the passing of this resolution 7 (2)(i) 7 (2)(g) 7 (2)(i)

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