Agenda of Ordinary Council meeting - Wednesday, 3 February 2021

Ordinary Council meeting

3 February 2021

Community Leasing and Licensing Policy

Department:	Property and Facilities, Planning and Environment
Document ID:	454614
Approved by:	Council resolution:
Effective date:	February 2021
Next review:	February 2024

Purpose:

To provide a consistent and equitable framework for community leases and licences of council-managed property and facilities to eligible community groups.

Objectives:

This policy has been established to achieve the following aims:

· To ensure that the granting of occupancy is fair, accessible, and responsive to community needs

· To establish consistent guidelines by which community groups may occupy council land and buildings for sporting, recreational, community services and educational purposes

· To strengthen communities through offering land and buildings at concessional rentals (e.g. less than market rate).

Scope:

This policy applies to all community leases and licences over council owned land and buildings. The provisions of this policy will be applied to existing agreements where they allow, at rent review or where aspects of the existing agreement are silent or ambiguous.

Where an agreement made before this policy came into effect provides for a right(s) of renewal, the lease renewal will reflect the terms of the original lease.

Where a lease provides for rent reviews, new rental fees will be assessed according to the formula in this policy, commencing from the next right of renewal.

This policy does not apply to the following:

· Residential tenancies

· Commercial leases and licences

· Easements

· Short term hiring of council facilities (Note: These are covered by the Council’s Fees and Charges).

Definitions:

Affiliation fees

Any money paid by a group to belong to a regional or national association.

Commercial lease/licence

A lease/licence with a person or group carrying out activities for the primary purpose of generating funds for profit or who occupy the land for the purposes of private use or private gain.

Community lease/licence

A lease/licence to a group carrying out activities on a not-for-profit basis who use their funds to develop and maintain the group or invest them for the betterment of the local community. Community leases are made according to the terms set out in this policy.

Lease

An agreement where the Council grants the tenant the right to exclusive use of a defined area (‘leased area’) as set out in the lease, which may include the whole or part of a council-owned building and/or land.

Licence

An agreement where the Council grants the tenant the non-exclusive right to use a defined area (‘licensed area’) as set out in the licence, which may include the whole or part of a council-owned building and/or land.

Open membership

Membership is open to all persons able to use a group’s services and willing to accept the responsibilities of membership.

Subscription income

Money paid by permanent or casual members of a group on a periodic basis to belong to the group. This includes types of income such as casual memberships and green fees.

Tenant

A person or group to which an agreement is made.

Policy:

Eligibility

Community lease and licence agreements may be granted to community groups undertaking community activities. In order to be eligible, groups must be able to demonstrate the following:

Ÿ Groups must be non-profit organisations or associations of people who have the primary aim of working to provide services, benefits and recreation to the community;

Ÿ Any funds a group generates must be used to maintain and develop the organisation to support community services and activities;

Ÿ Groups must have open membership criteria; and

Ÿ Membership or participation fees reflect the reasonable costs of providing the activity.

A group can apply for ground or premises agreement. Ground agreements are applicable where the Council owns the land and the group owns the building. Premises agreements are applicable where the Council owns the land and buildings.

Assessment Criteria

The following assessment criteria will be applied when assessing applications and renewals in order to determine suitability for granting community leases and licences

Ÿ The group’s purpose and activities must be consistent with the Council’s strategic direction

o Key questions: What is the group’s purpose? What additional benefits will the proposal bring to the community?

Ÿ It is desirable for groups to be an incorporated society or trust

o Key questions: How does the group spend the money it raises and what happens to any surplus? What additional benefits will the proposal bring to the community?

Ÿ The group must be able to demonstrate that they are sustainable in terms of membership and/or users for the term of agreement

o Key questions: Is there evidence that the group’s membership numbers and trends justify the proposal? Is there an open membership policy?

Ÿ The group must be in a financial position to fulfil its obligations under the agreement

o Key questions: How does the group fund its activities? Is there evidence that the group is able to afford to meet the obligations of occupying the land/building?

Ÿ The land and buildings should be utilised to the fullest extent possible

o Key questions: How often will the building be used and what activities are planned? What alternatives have been considered by the group and why have they been rejected? Is there potential for the group to share facilities with other groups?

Ÿ The activity must not have the potential to adversely affect open space values or cause environmental harm

o Key questions: Is the activity consistent with relevant legislation and any applicable reserve management plans? Is there a potential for adverse environmental effects to be caused by the activity? If yes, how will these be mitigated?

Ÿ There must be demonstrated support and need within the community for the activity

o Key questions: Is there demonstrated support from the wider community and those expected to benefit from the activity? Are similar activities to the one being proposed, delivered by other facilities that are accessible to the group and the wider community?

Each application will be considered on its merits by council staff who will make recommendations to the relevant Community Board or the Council for approval.

In the case of lease renewals, the assessment criteria will be used to check that the:

Ÿ Lease will continue to be consistent with the Council’s objectives as defined in key strategic documents such as the Long Term Plan; and

Ÿ Terms and conditions of the previous lease were met.

Unless there is evidence that the above are not met to a significant extent, a renewed lease will be offered to the lessee. If the activity that the lease was originally granted for has changed significantly, the Council may require an application for a new lease.

Expressions of Interest

Generally for council owned or controlled land available for tenure, an Expression of Interest (EOI) process is conducted to determine the most suitable occupant or user of the land. In some instances, the Council may target EOIs to particular community organisations that meet specific community needs.

The Council will assess all applications against this policy and any additional eligibility and assessment criteria specified in the EOI documentation to select a suitable occupant or user. If a suitable occupant or user is not identified the Council may determine not to grant tenure to any applicant.

Where applications are made outside of an EOI process, the Council will publicly notify the availability of the land in question if it is considered to be in the public interest to do so.

Public Notification

The Reserves Act 1977 contains exceptions to the public notification requirements set out in sections 119 and 120 of the Act. The exception applies if the proposed agreement conforms with the approved management plan for the reserve, or if the proposed agreement is subject to a resource consent that was notified under section 93(2) of the Resource Management Act 1991.

The availability of a site not classified as a reserve may be publicly notified where it is considered that the occupation of the site is of broader public interest.

Fee Determination

Community leases will be offered at concessional rates which are, by their very nature, set significantly below the potential market rent. The difference between these rates is effectively a subsidy provided by the Council to groups which assists the Council in achieving its desired community outcomes.

Annual rentals will be calculated at 2.5% of the tenants subscription income less any affiliation fees. This will be calculated over the most recent 5 years the group has filed a financial statement. Where a group does not have 5 years of financial statements, the rental fee will be calculated as an average over the financial statements that are available. This rental fee shall apply for the first 5 years of an agreement or until a rent review is completed.

In exceptional circumstances, the tenants and the Council may agree to an alternative method of determining rent if it is considered that the standard method will produce an unjust outcome.

Rent reviews shall occur every 5 years and will apply the formula of 2.5% of subscription income less any affiliation fees. This will be calculated as an average based on the tenants most recent 5 years of financial statements. Rent reviews shall be authorised by the Chief Executive Officer.

The tenant is required to submit a copy of their financial statements to the Council to assist with this.

The Council will consider proposals for community leases and licences of endowment land and will determine rent in a manner consistent with the conditions of the endowment. To mitigate this, the tenant may apply for a grant from the relevant Community Board to subsidise the cost of their agreement to the level of 2.5% of the group’s subscription income less affiliation fees.

Tenure Framework

The standard length of lease and licence agreements will generally be 15 years with a further 15 year right of renewal.

The exception to this is where the land or buildings in question have been identified in Council strategic documents or plans as having a potential alternative use. In these cases, the standard length of agreement will be 5 years with a further 5 year right of renewal.

The Council reserves the right to terminate an agreement with six months’ notice if it requires part or whole of the occupied area for other activities.

In all cases, a shorter tenure may be granted in circumstances not limited to the following:

Ÿ The life expectancy of the building is less than the standard tenure applicable

Ÿ A shorter tenure is required by a management plan

Ÿ In exceptional circumstances where the Council and the tenant agree that a shorter tenure is necessary

A longer tenure may be granted in circumstances not limited to the following:

Ÿ Where groups amalgamate or share facilities

Ÿ Where a significant capital investment is planned (e.g. construction of a new club room)

Ÿ In exceptional circumstances where the Council and the tenant agree that a longer tenure is necessary.

Standard Terms and Conditions

Allocation of Responsibilities

The following table outlines standard tenant responsibilities in relation to:

Ÿ Utilities

Ÿ Rates

Ÿ Building insurance

Ÿ Structural maintenance

Ÿ Non-structural maintenance

	Energy and water	Rates	Building Insurance	Structural maintenance	Non-structural maintenance
Council-owned land/buildings	Tenant	Tenant	Council	Council	Tenant
Community-group owned buildings	Tenant	Tenant	Tenant	Tenant	Tenant
Rooms within council building*	Council	Council	Council	Council	Council

* Where a tenant occupies a room in a council building, a service charge will be incurred. The service charge will represent a fair portion of utility costs incurred by the tenant’s activities.

The above schedule of responsibilities will apply unless the tenant and the Council otherwise agree.

Subleasing

Tenants may not transfer, sublet, or dispose of their interest in a lease without prior written approval from the Council.

Subleasing will only be considered where the sublessee and its activities comply with the policy, applicable legislative requirements, and management plans. If the land is classified as a reserve, the sublessee’s activities must enhance the primary purpose of the land.

If a lessee is given approval to enter into a sublease, the lessee will be responsible for:

Ÿ Preparing the sublease and associated costs

Ÿ Obtaining approval of the sublease agreement

Ÿ Recovery of all fees and charges associated with the sublease

Ÿ Providing the Council with an executed copy of the sublease agreement.

Additions and Alterations

Where a tenant wishes to erect any new building or improvement or alter any existing building or improvement, landowner approval must be obtained from council staff whether the building or improvement is council-owned or not. Landowner approval must be obtained prior to seeking any approval from the Council in its regulatory capacity.

Where an agreement is nearing expiry, has expired, or is terminated by either party, and it has been decided that a new lease will not be granted to the existing lessee, any buildings or structures owned by the lessee:

Ÿ May be removed by the lessee; or

Ÿ May revert to Council ownership if the Council wishes to accept ownership; or

Ÿ May be transferred to another community or recreation group.

Maintenance

All buildings and structures must be maintained to a standard that meets the requirements of legislation relating to buildings (such as the Building Act 2004). In addition, all buildings, structures and vegetation should be kept in a tidy condition and must not detract from the environment. Vegetation must not become a hazard to personal safety.

Fees and Charges

Groups are liable for all legal costs and expenses relating to the preparation of a renewal or any variation of lease and any other associated costs including, but not limited to, advertising, surveying and obtaining resource consent. The Council will not charge for the reasonable use of council staff time.

Use of fields, grounds and facilities for sporting competitions, tournaments or other events are provided for separately and are subject to the Council’s annual fees and charges and booking processes.

Relevant legislation:

Property Law Act 2007

Reserves Act 1977

Resource Management Act 1991

Related documents:

Grants Policy 2019

Reserve Management Plans

Subject	Action	Assigned to	Status	Update
Training and Education
Start-up support	Facilitate and support the development of a service to foster the creation of new businesses and the adaptation of existing business to a new trading environment.	Partnership	In progress	August: Discussions are underway with a course provider to deliver business start-up courses in Central Otago, starting September. November: The first start-up course begun in October with nine enrolled from Central Otago. February: Additional startup courses will be offered in 2021
Education pathways	Facilitate the establishment of a Central Otago forum to establish and promote transitional pathways (secondary to tertiary, community to vocational) into vocational education.	Partnership	In progress	August: A forum has been established and is meeting fortnightly. Active discussions continue regarding a collective space available for the provision of education, co-working, and delivery of business support services. November: A joint tender by REAP and the Cromwell Otago Polytechnic campus has been successful to establish a space in the Central Stories building in Alexandra February: Community learning hub in Central Stories was opened on 11 December. Council was successful in a funding application to the Mayors Taskforce for Jobs. Funding was secured to provide an event to connect youth with potential employers and education.
Business and employment response centre	Investigate and facilitate partnerships to provide practical support for small and medium businesses.	Partnership	In progress	August: Council staff have supported and taken part in a one-off community-led initiative to connect business owners and managers with a range of professional support. A similar event may be repeated in the future. November: no further update February: no further update. Support is currently being provided through existing providers such as the Regional Business Partners Programme which are meeting the needs.

Council Actions
Council capital works	Review council capital programme to ensure that it is appropriate, minimises impacts to businesses and is accelerated where possible.	Internal	In progress	August: To be delivered as part of the Long-Term Plan. November: Is being considered as part of draft budgets. February: No further update.
Secure external funding to fast track projects	Secure government funding for appropriate capital work to support civil construction.	Partnership	In progress	August: $4.73 million was secured for three waters services. $38,000 was secured through the Town Halls and Memorial Funding for maintenance projects. Community groups were supported to put forward environmental projects for funding by the Ministry for the Environment. Awaiting the outcome of the Ministry for Environment funding along with the Crown Infrastructure Partners application for subdivision development. November: Subdivision application to Crown Infrastructure fund have been declined. $500,000 has been secured from Ministry for the Environment by water catchment group for conservation work in the Manuherekia Catchment. $270,000 was secured for maintenance work to Ophir Hall and swimming pool. February: No further update due to few government funding announcements made over this period.
Council policies and bylaws	Balance ease of application against regulatory requirements and provide online applications where possible.	Internal	Not started	August: no further update November: no further update February: No further update
Public value procurement	Review council procurement processes to maximise value to local firms.	Internal	Complete	August: New procurement process has been developed and is being presented to council in the August meeting. November: procurement policy adopted by council at August meeting.
Seasonal worker accommodation	Review of council policy on onsite seasonal worker accommodation	Internal	In progress	August: Horticulture industry have met with Planning Manager to discuss options as part of the District Plan review. November: no further update February: no further update
Business and consumer confidence	Positive public engagement and communication highlighting Central Otago businesses.	Internal	In progress	August: Tourism operators have been showcased through local tourism marketing initiatives. November: successful Eat Taste Central campaign run over this period. February: Central Otago Touring Route was launched in December.
Council Fees and Charges	Review council’s fees and charging for opportunities to decrease costs to businesses.	Internal	Not started	August: This will happen through the Long-Term Plan process. November: no further update February: no further update
Encouraging urban investment	Review policy settings through the development of the Housing Strategy to incentivise development and add value to recovery initiatives within fiscal constraints.	Internal	In progress	August: Housing Strategy development is underway but is currently on hold awaiting the outcome of application for shovel-ready projects. November: Paper presented to Cromwell Community Board 9 November on the Gair Avenue Development. February: Paper being considered at 3 February meeting on Council’s role in housing.
Spatial planning	Complete identified spatial planning projects and accelerate where possible.	Internal	In progress	August: The Vincent Spatial Plan is currently underway, and community drop ins are scheduled this month. November: a progress report is being presented to the November council meeting. February: Council options on Vincent Spatial Plan released in December for community feedback.
Economic Development Strategy	Review and update Economic Development Strategy Action Plan.	Internal	Not started	August: Scheduled for early 2021. November: no further update February: scheduled for June 2021.

Attraction of visitors and migration
Destination marketing strategy	Marketing campaign to attract visitors to Central Otago in line with destination management principles.	Internal	In progress	August: Domestic marketing has begun. Tourism Central Otago has secured $700,000 for destination marketing, development of a destination management plan, and business development. November: Staff and contractors have been recruited and these projects are underway. February: The Central Otago Touring route was launched over this period that included online marketing of the route.
Migration marketing	Marketing to attract people to move to Central Otago.	Internal	In progress	August: Centralotagonz.com has been updated to provide information relevant to people looking to move here such as housing, employment, climate, education. The project also includes the opportunity for those interested in moving to the district to connect with a local and find out what life in Central is really like. November: Online material live. A report is being presented to Council’s November meeting to support the application to Ministry of Business, Innovation and Employments ‘Welcoming Communities’ programme. February: Council’s application to join Ministry of Business, Innovation and Employments ‘Welcoming Communities’ programme was successful.

Building business resilience
Regional Economic Recovery	Coordinate regional recovery through the Otago Regional Economic Development (ORED) framework.	Partnership	Ongoing	August: To date ORED has undertaken regional forecasts on the change in jobs by industry and advised on the composition of the Regional Skills Leadership Group for Otago. November: ORED group are currently identifying key regional projects to support the economic recovery of Otago. February: ORED continues to work on identifying key regional projects as part of the development of a regional action plan.
Business Support	Promote the use of the Regional Business Partner Network (RBP).	Partnership	Ongoing	August: Regular promotion of this support service through fortnightly Economic Development newsletters and the Council Facebook page. November: promotion of the Regional Business Partners continuing. Februrary: promotion of the Regional Business Partners continuing.
Local economic data	Provide businesses with timely data and information on the state of the local economy and future trends.	Internal	Ongoing	August: A monthly report is produced and uploaded to the Council website. This monthly report shows changes in consumer spending, building consent numbers, and job seeker benefits. November: Central Otago Economic Performance Indicators report produced each month. February: Central Otago Economic Performance Indicators report produced each month.
Business Monitoring	Continue to survey businesses on a regular basis and maintain a register of top issues and areas for support.	Partnership	Ongoing	August: Businesses were surveyed at Alert Level 2 through a questionnaire. Ongoing monitoring is taking place through industry focus groups, business breakfasts and feedback from business advisors and the Chamber of Commerce. November: business monitoring continuing through the development of second Sector Snapshot report and monthly meeting with staff from the Regional Business Partner Network February: no further update
Internet connectivity	Develop resilience within the business community through supporting the development of increased online presence and advocating for better internet connectivity.	Partnership	In progress	August: Discussions have been had with Government regarding the roll out of fibre and whether this can be fast-tracked in the district to support economic recovery. Government has advised that the project is going as fast as possible due to capacity constraints. Coordinated information is now available on centralotagonz.com regarding wireless internet providers. November: enquiry lodged with alternative broadband infrastructure provider to investigate feasibility of broadband provision to Felton Road in Bannockburn. February: awaiting response from broadband infrastructure provider re Felton Road.
Advocacy	Advocate to central government for procurement processes of public works projects to be weighted to support local firms and staff.	Partnership	Closed	August: Funding has been allocated to Council which allows application of Council procurement processes. November: CODC adopted procurement policy February: no further update
	Support industry in advocating for reform to RSE regulations and extensions for other visa types.	Partnership	Ongoing	August: To date, industry has been supported through council facilitated meetings with MBIE, a joint mayoral letter from Central Otago and Queenstown Lakes Districts, and co-authored document outlining Central Otago’s labour shortages for distribution to government. The industry has also been supported in putting nominations to the Regional Skills Leadership Group and through forecasting seasonal labour requirements. November: continued work involving second labour market report and additional meetings with MBIE. February: ongoing work in this area. Government announced in December that 2000 RSE would be allowed into New Zealand in early 2021 and also further changes to working holiday visas to support industry with staff.
	Continued advocacy and support of the primary sector for sustainable water use reforms.	Partnership	In progress	August: The hearing date for Proposed Plan Change 7 is yet to be announced and staff are awaiting a hydrology report to inform the Economic Impact Assessment for Manuherekia minimum flows. November: Hydrology report expected November. Plan Change 7 hearing date expected November. February: work on the Economic Impact Assessment for Manuherekia Minimum Flows scheduled to start in January. Involvement in Environment Court proceedings for Otago Regional Councils Proposed Plan Change 7 representing the economic impact and but also the effects of the proposal on council as a water user.
Dispersal of information	Facilitate the dispersal of forecasted construction levels to enable workforce planning at a business and sector level via the Otago Construction Labour Forecasting Project.	Partnership	In progress	August: COVID-19 updated report expected to be distributed late August. November: report will be distributed in November. February: report distributed to industry and presented to Councils February meeting.

3 February 2021

21.1.7 Council's role in housing: A market data update and direction on council's role in providing affordable housing

Doc ID: 520752

1. Purpose of Report

To consider the updated housing market analysis and provide direction on council’s role in providing affordable housing.

Recommendations

That the Council

A. Receives the report and accepts the level of significance.

B. Notes the updated housing market analysis.

C. Agrees in principle that council has a role in providing affordable housing.

D. Agrees to progressing work on developing an affordable homes model in Central Otago

E. Agrees to progressing work on developing a policy for provision of affordable land or house and land packages as a part of the development of council owned land

2. Background

An investment logic mapping exercise with stakeholders in February 2020 considered a range of options on what council’s involvement in housing could be. Following a workshop in March 2020, Council gave direction for work on the ‘promote density and incentivise development’ option to proceed and requested more detail on what an affordable homes model would look like in practice. As a result of COVID-19 and the prediction of a significant decrease in house prices, Council agreed in May 2020 to defer any further advice on an affordable homes model until an updated housing market analysis was available (refer to appendix 1). An updated market analysis was commissioned in December 2020, and Council was provided with an update at their December 2020 meeting (refer to appendix 2).

3. Discussion

Housing Stocktake Update Report January 2021

An updated high-level housing stocktake for the district has been prepared (refer to appendix 3). Key points are detailed below.

Overall house prices have increased:

There has been an overall 0.49% increase in house prices for the Central Otago region September 2019 to September 2020 to an average sale price of $560,116. This period includes the time New Zealand went into a nationwide lockdown. However more recent data is consistent with the nationwide trend of a significant recent housing cost increase and shows an increase to $605,000 (an increase of 14.2% over the last year).

The rental prices are also increasing and there is a lack of supply:

The data shows a slight increase of 1.24% for average rents to $407 per week for the year ending September 2020 (which included the period in which the Government introduced rental freezes as a result of COVID-19 and all banks offered mortgage holidays). More recent data shows that there has been a significant jump of 9% to $490 per week. Consistent with two previous reports (the Cromwell and district housing stocktakes – refer to appendices 4 and 5) the availability of rentals remains low.

Median incomes have modestly increased:

There has been a 4% increase in median incomes for the period September 2019 to September 2020 to $54,080 per annum ($1,040 per week). However, this increase has fallen significantly short of matching the equivalent housing sale and rental price increases detailed above.

The attached report also notes the cost of borrowing has become increasingly cheap, with earlier this month all major banks offering record low terms of 2.29% for a one-year mortgage. These low rates are making housing an attractive investment option.

Combined with predicted growth in the region, and the factors listed above the housing market in Central Otago is becoming increasingly unaffordable.

An affordable homes model

In light of increasing housing costs in Central Otago, the Central Otago Housing Trust (the Trust) was established in 2018 with the intention of delivering affordable housing to the community. In order for the Trust (or another equivalent body) to provide this service, they need funding for the purchase of land and the development of housing (or alternatively receive these in kind or obtain a financial security arrangement). The Trust are looking to Council in the first instance to support the development of this model in Central Otago.

While there are several ways such a model could be constructed, the Queenstown Lakes Community Housing Trust’s current ‘secure homes’ model provides an example on how such a model could be developed in Central Otago. In this model, eligible purchasers buy the house from the Queenstown Lakes Community Housing Trust and pay a small annual land lease. The owners can only sell back to the Queenstown Lakes Community Housing Trust and receive inflation adjusted increases. This ensures that the housing stock remains under control of the Queenstown Lakes Community Housing Trust, and can be sold onto new owners at an affordable price. The Queenstown Lakes Community Housing Trust also offer public housing rentals, affordable rentals and a rent to buy option.

The Queenstown Lakes Community Housing Trust have had various mechanisms over the years to receive land and develop land. They have received land from both the Queenstown Lakes District Council and private developers. From private developers, they have received approximately 5% of the total land from each development either via voluntary agreements or as a legal requirement as Queenstown had a ‘special housing’ designation (which was mandated by central government). This designation has now lapsed. Over time, the voluntary arrangements have become increasingly ineffective and the Queenstown Lakes Trust is working with Queenstown Lakes District Council to make it compulsory for land developers to provide a proportion of their land under the district plan provisions.

To register for interest for the secure homes model, one of the potential owners must be a New Zealand citizen, have lived in the area for at least 6 months, one member must be working full-time, they must not own property anywhere else in the world and be below the income caps (for a couple this is currently $99,583 per annum, increasing to $125,790 per annum for a 5 person household). There is considerable demand and the Queenstown Lakes Community Housing Trust has a long waiting list. The Queenstown Lakes Community Housing Trust will be present at the meeting to provide a more detailed overview of their operations.

Factors to consider in progressing such a model in the Central Otago District

There are several factors to consider in deciding whether or not to proceed with a similar model in Central Otago. First, the only land that might be currently available is land that council is developing. This includes Gair Avenue in Cromwell and the Pines in Alexandra. Council would need to determine whether or not they wish to pursue all land developers being required to provide a proportion of their development to the Central Otago Housing Trust. The mechanism to require other land developers to provide land would be via district plan provisions. Based on the Queenstown Lakes Trust experience this might be met with some resistance in the community. Also for consideration, compared to Queenstown Lakes, Central Otago has significantly less private development of land. Even with such a provision, it is unlikely that such a model would achieve the same economies of scale as it does in Queenstown.

Second, the Central Otago context is quite different from Queenstown. While the data presented earlier in the report indicates an increasing housing affordability issue (as is echoed nationwide), Central Otago is not experiencing the same level of housing stress as Queenstown.

Third, there would need to be close consideration as to the criteria which was applied in Central Otago. Based on the criteria Queenstown Lakes Trust uses, a couple both on the median wage would be eligible to be considered. A single professional working as a teacher, planner, or nurse would also meet the criteria. This will cast a wide net, and it may be beneficial for careful considerations to be given as to who is eligible and what the council is wanting to achieve under such a model (especially with only a small number of homes available initially).

Finally, there are financial considerations. While such a model will deliver an affordable homes to a subset of the community, there will be ongoing administrative costs that will need to be funded by the ratepayers. In order to build the initial tranche of homes, the Trust will likely look to Council to either fund or otherwise provide financial security. There is also the opportunity cost of the land to the ratepayer that needs to be taken into consideration.

If elected members give direction to proceed with further work on an affordable homes model the issues above will be canvassed in more detail, such as the actual costs to the ratepayer, how these homes would be built and who would be eligible.

Affordable land or house and land packages

There are other mechanisms that Council may wish to progress to deliver on affordable homes for the community. As an alternative Council could introduce a policy to provide affordable house and land packages (or just land) to the community as part of development of any council land. The first two housing market stocktakes revealed that there is a distinct lack of housing choice in the district, with detached houses with 3-4 bedrooms commonplace. As part of the Cromwell Masterplan, work was undertaken on the viability of different housing typologies (such as apartments and terrace style housing). This work indicated that higher density semi-detached terrace style housing is viable. Council has the opportunity to lead or influence such a development, which would deliver housing at a lower price point than the traditional new builds in the district.

Council could also choose to sell smaller sections (such as 250 to 300 metres squared) at an affordable price. Smaller sections will drive the building of smaller houses, and therefore cheaper homes. Under this model, purchasers will have the freedom to build the house of their choice.

There may be an ability to have criteria on who can purchase these sections or land and house packages (such as with the secure homes model) to ensure these homes are being purchased by those that cannot afford the typical home in the region (the legal mechanism to achieve this and any legal impediments will need to be explored).

This model would likely enable more affordable homes to be delivered to the community than a secure homes type model, especially if council were to develop a series of terrace style homes. Compared to the secure home model, however, purchasers would be able to sell these on the open market. This will likely make them less affordable for future purchasers.

If Council gives direction for further work on this option, the advice would look at how such a model would work in practice (such as how many sections, price points, cost to the ratepayer, any legal challenges to having criteria on who can purchase these).

4. Options

Option 1

Agree to progressing work on developing an affordable homes model (such as a secure homes model) in Central Otago.

Advantages:

· Enables the practicalities of the model in the Central Otago context to be further examined

· Meets the expectations of the Trust

· Would deliver affordable housing to some members of the community

Disadvantages:

· Likely only council land will be readily available for the Trust

· Likely to have a considerable cost to ratepayers (both in opportunity cost of the land gifted and actual costs in supporting the running of the Trust)

· Will likely not achieve the same economies of scale as the model in Queenstown

Option 2

Agree to progressing work on developing a policy for provision of affordable land or house and land packages as a part of the development of council owned land .

Advantages:

· Would likely deliver affordable housing to a greater number of people

Disadvantages:

· Will likely have a cost to ratepayers (in terms of opportunity cost of not receiving full market value for land developed)

· Affordable homes will not be retained by council or a Trust long-term, and will eventually be brought and sold on the open market

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by providing advice to enable Council to make an informed decision on the direction of this work.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	T There are no financial implications as a consequence of this paper. Dependant on the direction Council gives, there may be future financial implications which will be explored in subsequent papers.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes.
Considerations as to sustainability, the environment and climate change impacts	There are no considerations as to sustainability, the environment and climate change impacts as a consequence of this paper.
Risks Analysis	There is some public expectation that Council will provide affordable housing, especially in light of the establishment of the Central Otago Housing Trust and sector meetings following the release of the Southern District Health Board’s report in 2019.
Significance, Consultation and Engagement (internal and external)	This paper does not meet the threshold for engagement under the Significance and Engagement Policy.

6. Next Steps

Dependant on the direction of Council, staff will work with the Central Otago Housing Trust to obtain more specific data (eg administrative costs, building specifications, criteria) or provide advice on provision of affordable land or house and land packages as a part of the development of council owned land.

7. Attachments

Appendix 1 - Report to Council May 2020: Council's Role in Housing - Framework for a New Approach COVID-19 ⇩

Appendix 2 - Report to Council December 2020: An update on Council's role in housing ⇩

Appendix 3 - Housing Stocktake Update Report January 2021 ⇩

Appendix 4 - Cromwell Housing Stocktake ⇩

Appendix 5 - District housing stocktake.pdf ⇩

Report author:	Reviewed and authorised by:

Saskia Righarts	Sanchia Jacobs
Chief Advisor	Chief Executive Officer
18/01/2021	25/01/2021

3 February 2021

21.1.8 Grants Programme 2021-22

Doc ID: 519356

1. Purpose of Report

To consider the process for grant applications following the adoption of the 2021-31 Long Term Plan, and to establish a one-off hardship grant.

Recommendations

That the Central Otago District Council

A. Receives the report and accepts the level of significance.

B. Notes that the Grants Policy 2019 established that grant applications would no longer be accepted as submissions to the Long Term Plan.

C. Notes that transitioning to a fully contestable process may create a one-off funding gap for some groups, potentially causing financial hardship.

D. Agrees to establish a temporary hardship fund for the first quarter of the 2021-22 financial year, to be funded from the agreed Council allocated grant pot for the 2021-31 Long-term Plan.

2. Background

Council adopted a new grants policy in 2019. This policy had the endorsement of community boards and established a requirement for all grants to be awarded in a contestable manner.

Previously, the long-term plan process had provided an avenue for some groups to apply for funding by way of a submission made during the formal consultation process. Many of the funding arrangements that emerged from this resulted in funds being allocated on a recurring basis for several years.

In an effort to create a more transparent process and align the practices of the Council grants programme with other New Zealand councils, twice yearly contestable funding rounds in April and October were implemented following the policy.

This had the effect of ending the allocation of grants through long-term plan submissions and restricted the long-term plan process to setting the total amount of funding available for contestable grants in a given year.

3. Discussion

Under a fully contestable grants programme, individual applications cannot be heard until after the final amount of funding available is confirmed. This would occur when the 2021-31 Long-Term Plan is adopted in late June 2021.

To allow for grant applications to be called for and processed, decisions on applications for grants cannot reasonably be made until late August.

This may cause some groups, who have been receiving annual grants for critical operating costs such as staff wages, to experience financial hardship. This might occur for those groups who had been uplifting 12 months of funding in July of each year. These groups could see a gap in funding for the first quarter of the 2021-22 financial year (1 July – 30 September).

This issue was discussed with councillors at a workshop on 25 November 2020 where several options were considered. The preferred option was to establish a one-off hardship fund to cover the first quarter of the 2021-22 financial year.

This fund would be open to groups who received a grant from the Council in the 2020-21 financial year and applied it to critical operating costs such as staff wages. Groups would be expected to be able demonstrate financial hardship which threatens their ability to continue operating. A simple application form has been prepared (Appendix 1).

The fund would be available for costs a group expects to incur in the first quarter of the 2021-22 financial year. The rationale for this is that groups should be able to apply for the first funding round and access funds in September 2021.

It is proposed that this one-off hardship fund be made available from the agreed contestable pot for Council grants and be available for uplift from 1 July 2021 once the Long-term Plan has been formally adopted (scheduled for 30 June 2020). This would have the effect of reducing the 2021-22 grants budget pot. It is anticipated that applications for these one-off grants would be called for in April 2021 to be decided before the end of the 2020-21 financial year. It is estimated that a maximum of $40,000 would be required for this fund based on the grants awarded in the 2020-21 financial year.

The proposal to establish a one-off hardship fund was discussed with community boards at their January meetings. All four boards opted to establish a one-off hardship grant which will be funded through offsetting the agreed 2021-22 contestable grants budgets in place for each ward.

4. Options

Option 1 (Recommended)

Establish a one-off hardship fund to cover the first quarter of the 2021-22 financial year and fund it through offsetting the 2021-22 contestable grants budgets.

Advantages:

· Reduces the risk of community groups facing financial hardship through changes to the grants programme

· Provides a gesture of good faith for those groups who may have been unaware of the transition to a fully contestable process

· Does not reduce the balance of the Council General Reserves account.

Disadvantages:

· Reduces the amount of contestable grants available in the 2021-22 financial year.

Option 2

Establish a one-off hardship fund to cover the first quarter of the 2021-22 financial year, with any funds to be drawn from General Reserves.

Advantages:

· Reduces the risk of community groups facing financial hardship through changes to the grants programme

· Provides a gesture of good faith for those groups who may have been unaware of the transition to a fully contestable process

· Does not reduce the balance of the 2021-22 contestable grants budget.

Disadvantages:

· Reduces the balance of the Council General Reserves account.

Option 3

Automatically extend all 2020-21 grants through the first quarter of the 2021-22 financial year, with the funds to be drawn from Council General Reserves.

Advantages:

· Provides greater financial security to current grant recipients

· Ensures all groups currently receiving a grant have time to respond to the changes in grants following the Long Term Plan

· Does not reduce the 2021-22 contestable grants budget.

Disadvantages:

· Reduces the balance of Council General Reserves account.

Option 4

Automatically extend all 2020-21 grants through the first quarter of the 2021-22 financial year and fund it through offsetting the 2021-22 contestable grants budgets.

Advantages:

· Provides greater financial security to current grant recipients

· Ensures all groups currently receiving a grant have time to respond to the changes in grants under the new Long Term Plan

· Does not reduce the balance of the Council General Reserves account.

Disadvantages:

· Reduces the contestable grants budget in the 2021-22 financial year.

Option 5

Do not offer additional funding to manage the transition.

Advantages:

· Would not reduce the contestable grants budget nor the Council General Reserves account.

Disadvantages:

· May result in some groups facing financial hardship

· Job losses could result for those staff employed through grants.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social and cultural wellbeing of the community, in the present and for the future. It does this by assisting groups who are likely to face financial hardship following the transition to a different way of allocating grants.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	The recommended option is inconsistent with current budgets. Staff estimate that it could require as much as $40,000 finance the one-off fund.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes. Decision is consistent with the new Grants Policy introduced in 2019 which signalled this change was to occur.
Considerations as to sustainability, the environment and climate change impacts	Nil.
Risks Analysis	This change to the way in which grants are awarded may surprise some groups and those who are reliant on grants to fund salaries and other critical operating costs could be seriously affected if there is a gap in funding. There is a reputational risk to Council if groups are allowed to fail or face serious hardship because of this change.
Significance, Consultation and Engagement (internal and external)	This decision is an implication of the Grants Policy 2019. The Significance and Engagement Policy has been considered and the matter does not need further consultation.

6. Next Steps

· February 2021 – Applications called for

· 1 April 2021 – Applications close

· May - June 2021 – Applications decided by Council.

7. Attachments

Appendix 1 - Hardship Grant Application ⇩

Report author:	Reviewed and authorised by:

Matthew Adamson	Saskia Righarts
Policy Advisor	Chief Advisor
21/12/2020	25/01/2021

Ordinary Council meeting

3 February 2021

Development of community outcomes with a well-being focus for the 2021 Long-term Plan

The purpose of local government is to promote community well-being, now and into the future. Well-being provides a holistic view of people’s ability to prosper. It moves beyond GDP as the traditional tool for measuring success, to evaluating things such as contentment and happiness. Well-being is when people are able to lead fulfilling lives with purpose, balance and meaning.

The Local Government Act describes four strands to well-being:

Social well-being

Involves individuals, their families, whanau, hapu, iwi, and a range of communities being able to set goals and achieve them, such as education, health, the strength of community networks, financial and personal security, equity of opportunity, and rights and freedoms.

Economic well-being

Looks at whether the economy can generate the employment and wealth necessary to provide many of the requirements that make for social well-being, such as health, financial security, and equity of opportunity.

Environmental well-being

Considers whether the natural environment can sustainably support the activities that constitute healthy community life, such as air quality, fresh water, uncontaminated land, and control of pollution.

Cultural well-being

Looks at the shared beliefs, values, customs, behaviours and identities reflected through language, stories, visual and performing arts, ceremonies and heritage that make up our communities^{^[6]}.

Community outcomes are defined in the Local Government Act as the outcomes that a local authority aims to achieve in order to promote the social, economic, environmental and cultural well-being of its district in the present and for the future^{^[7]}.

Our community outcome statements are broader than this. They describe the aspirations (or ‘what good looks like’) for the people of our district. This includes things that are beyond the direct control of this Council. However, the role we play in providing services to our communities can positively influence their achievement.

Council’s community outcomes have been reviewed as part of the development of the 2021 Long-term Plan to reflect current aspirations of Central Otago communities in a well-being context.

Purpose of this process:

1. Define community outcomes for Central Otago that reflect community views on ‘what good looks like’.

2. Assess the alignment of Council’s strategic direction with these revised community outcomes, to ensure we are working towards the well-being aspirations expressed by our communities.

3. Create a well-being indicator framework for this region that can help us understand change within communities and assess whether the work we are doing is having a positive impact on well-being.

What have we heard from our communities?

Council interacts with communities on a range of topics. These interactions are invaluable in telling us about what is important to our people – what needs to be protected and preserved and what needs to be improved in order to develop outcomes that foster positive well-being.

Central Otago’s regional identity

Central Otago’s regional identity is a definition of who we are, our way of life, and what we value. It explains what has shaped this place and influenced our people, and it identifies the special things about this district that we want to enhance and protect.

Central Otago A World of Difference provides the framework within which communities can feel connected to and proud of the place they call home. It is our responsibility to stand by our regional identity values to ensure Central Otago can endure as a world of difference for generations to come. Central Otago’s regional identity values were developed through extensive community input and are as true to the Central Otago residents of today as they were back then.

Community outcomes are embedded within our regional identity. They describe community well-being aspirations within these values.

Community aspirations

Over the past three years Council has led and/or co-facilitated community conversations on a variety of topics. A summary of the twenty-one engagement projects reviewed can be viewed in Appendix Two. Topics included:

Ÿ Community values – assessing what communities love and value about their place, would like to change, and want to be known for

Ÿ Population growth and land development

Ÿ Our workforce – particularly seasonal labour (including related living arrangements and service needs) and people working from home

Ÿ Climate change

Ÿ Older person’s current and future needs

Ÿ Community perspectives on council services and activities

A district-wide analysis on community values has also been undertaken to the gather community’s voice on ‘what good looks like’. Data from Cromwell Masterplan and Vincent Spatial Plan community engagement processes were collaborated with survey responses from Maniototo and Teviot Valley communities, providing pre-consultative information for the 2021 Long-term Plan. Results from this analysis can be viewed in Appendix One.

Feedback from all of these projects have been overlaid to determine common themes on what really matters to our Central Otago communities.

Community outcome statements

Key take-outs from our community discussions and interactions are presented in Our Community Outcomes below. Community sentiment is grouped into three main community outcome headings:

Connected community – reflecting social and cultural well-being

Thriving economy – reflecting economic well-being

Sustainable environment – reflecting environmental well-being

The statements beneath each heading describe these outcomes through the feedback that communities told us about what was particularly important to them – the elements that built towards a positive well-being.

Alignment with Council’s strategic objectives

Assessing the alignment between Council’s strategic direction and community outcomes allows us to see if the work we are planning is on-track to support and enhance community well-being. A summary of strategic objectives, gleaned from key Council strategies and policies, is listed in the Our Community Outcomes table below. The table demonstrates the direct links between each outcome statement and specific Council actions.

By ensuring community outcomes are incorporated into the planning and development phases of our strategic documents, Council’s work will continue to reflect and prioritise community aspirations. It will also ensure that Council’s levels of service and performance measures are delivering and reporting on well-being aspirations and community outcomes.

Measuring well-being

Assessing “progress” through a well-being lens looks at quality of life factors such as happiness, social connection, safety and security, plus physical and emotional health. It also considers the negative factors of economic growth, such as income inequality and the state of our natural environment.

The Society of Local Government Managers has developed a well-being measurement and reporting platform that overlays population, social, economic, environmental, cultural and demographic data from a range of government department and other sources to give a set of well-being indicators. A challenge for this Council is to find data sources that drill down to the level of detail needed to describe a territorial authority of our size. Over the past twelve months Council staff have gathered available data relating directly to this district to create our own well-being indicator measurement tool. The following report presents this data as a current snapshot of our community, from a well-being perspective.

By monitoring these data measures over time we can assess whether changes in our demography, environment, and levels of service delivery are impacting on overall community well-being. National and international influences that impact our region, such as the COVID-19 pandemic, can also impact well-being. Council’s environmental scan provides an insight into some of these influencers and should also be taken into consideration as a well-being indicator.

As we continue to learn about priority issues that affect community well-being, we will find gaps in the data available to measure and understand these. The intention of Central Otago Well-being Indicators is to create a benchmark for further development and refinement in years to come.

Periodic review of community aspirations will also enable us to amend our community outcomes to reflect current views and to adapt and reprioritise our work and reporting measures accordingly.

Where to next?

1. Incorporate the revised community outcome statements into future Council planning and policy development.

2. Report on and utilise Central Otago’s well-being indicators.

3. Investigate the value of developing a quality of life survey for Central Otago, to further drill into well-being indicator measures.

Appendix 1

Central Otago community values survey analysis, October 2021

Methodology

A ‘Your Place, Your Community’ values survey was run in each of the four wards of the district. All surveys were conducted online with hard copies available for those who did not have online access. Reports were produced to summarise the results of each survey.

Each community was asked the same three questions:

· What is the one thing you like about your place?

· What is the one thing you would change about your place?

· What is the one thing you would like your place to be known for?

For the purposes of getting an overall picture of what the Central Otago community values about the area, each report was reviewed and the top five mentioned themes for each question were summarised and are included in this report.

Ward representation – sample sizes

Overall respondent numbers by ward means the data sample is relatively representative of the population across the district. Discrepancies are that Cromwell is slightly over-represented, and Teviot Valley is under-represented.

Ward	Sample size (no. respondents)	%	% of district population by ward (based on electoral roll)
Vincent	480	44%	49%
Cromwell	461	43%	34%
Maniototo	96	9%	9%
Teviot Valley	40	4%	8%
TOTAL	1077

Summary of findings

Why people like living in Central Otago…

Community spirit and lifestyle – people like the friendly, caring communities and the quiet and peaceful lifestyle. They like the relaxed small-town feel; the fact that this is a great place to raise a family and the safe environment they live in.

Natural environment – people like the natural, unique, beautiful, clean and diverse environment; the views, the landscape, the wide-open spaces and the rivers and lakes.

Outdoor recreational amenities and facilities – people like the walking and cycling trails, parks, green spaces, hunting, lake and river recreation (including picnics, boating, fishing, water sports) and sport facilities (swimming pools, golf courses).

Location – people like the central location, the easy access to natural amenities, and being a hub/gateway to other areas.

Good services, amenities and facilities – including libraries, cafes and restaurants, Dunstan hospital.

Heritage – people like the museums, historic precincts, and the quaint, authentic, historic character of the area.

Key differences by ward

The attributes that people like were consistent across all four wards in the district.

LIKE - what people say

The one thing people would change…

Revitalise town centres – this includes filling empty shops and attracting more businesses, redeveloping and rejuvenating town centres; more diverse retail with better shops, cafes and restaurants. Tidying streets and maintenance and upkeep of historic buildings.

Better control of planning and development – this includes better planning that is more rigorous and recognises community and environmental needs. Some people wanting more subdevelopments and to make it easier to subdivide. Others wanting less subdivisions/housing development; to keep sections larger to retain the lifestyle.

Improve infrastructure – including roading, accommodation, water treatment, waste management, water supply and quality, sewage schemes, better internet, tar sealing and footpath maintenance.

More / better services, amenities and facilities – would like to see more or better rest homes, heath services, public transport and supermarkets, more restaurants, more rubbish bins, more trade services.

Improve and protect natural environment – lake front, weed control, more native trees and plants, better air quality in winter, noise and pest control.

Key differences by ward

The things that people would like to change are also relatively consistent across all four wards in the district. Some key differences include:

Vincent – regarding ‘better control of planning and development’ Clyde respondents want to restrict growth and have less subdivisions, Alexandra respondents want more subdivisions.

Cromwell – mall needs a revamp or redesign and to create a centralised hub / town centre.

Maniototo – they would like ‘nothing’ to change.

Teviot Valley – improve infrastructure for future employment, better access to faster internet and improve main road and footpaths.

CHANGE – what people say…

What people would like our district to be known for…

Great place to live – good community, friendly, affordable, clean, green, progressive, modern, vibrant, with good amenities.

Natural environment – the stunning scenery, lake, mountains, wide open spaces.

Food and wine – quality produce (predominantly Cromwell respondents mentioned this).

Outdoor recreation – cycle/bike trails, fishing, camping, skiing, boating, swimming, events, hiking tracks and trails.

Great place to visit – wonderful holiday destination.

History and heritage – historical villages, buildings and gold mining relics, quaint historic character.

Community spirit – close-knit community, safe and friendly, welcoming.

Key differences by ward

When it comes to community aspirations the key differences between wards are:

Vincent – walking and biking trails (Alexandra), history and heritage (Clyde)

Cromwell – food and wine

Maniototo – historic character and heritage and peaceful relaxed feel

Teviot Valley – tourist destination

KNOWN FOR – what people say…

Appendix 2.

Community engagement undertaken 2017-2021

Contents

Vincent 7

Vincent spatial plan insights survey, April 2020. 7

Vincent youth insights survey, August 2020. 7

The Next Chapter survey, October 2019. 8

Cromwell 10

Cromwell Masterplan: Let’s Talk Options survey, November 2019. 10

Cromwell Masterplan: Values/insights survey, August 2018. 10

Cromwell promotions insights survey. 11

Pisa survey, February 2018. 12

Teviot Valley. 13

Teviot Valley insights survey, August 2020. 13

Teviot Valley seasonal worker survey, May 2017. 13

Maniototo. 15

Maniototo insights survey, September 2020. 15

Patearoa community plan survey, September-November 2019. 15

District-wide engagement 17

Central Otago District Council Residents’ Survey, July 2020. 17

Wi-fi survey, March 2020. 18

Remote workers in Central Otago, February 2020. 18

‘Paws for thought’ and dog control bylaw surveys, December 2019. 19

Responsible camping survey, 2019. 20

Climate change demonstration, August 2019. 20

Central Otago labour survey: horticulture and viticulture, August 2018. 21

University of Otago Masters of Planning research papers, November 2018. 22

Public engagement and consultation through Planning. 24

Regional Identity stories (2018 – 2020) 25

Vincent

Vincent spatial plan insights survey, April 2020

Methodology and demographics

· A three-question survey, designed to learn about what people love most about the place they live/associate with, what they would like to change about this place, and what they would like the place to be known for.

· The survey ran from 13 March through 13 April; NZ went into COVID-19 lockdown one week in so all promotion and survey collections were done online.

· 480 surveys were completed: 299 by Alexandra residents, 110 by Clyde residents and the balance by a mix of Omakau, St Bathans, Ophir and other outlying areas.

· Sixty-nine percent of responses were from people aged 50 years or over; 2% were less than 30 years of age.

Results

Overall, respondents love their community and lifestyle (i.e. friendly and caring communities, a safe place with a great community spirit, quiet and peaceful, relaxed small-town feel, not too many people), followed by the natural environment (views, clean and diverse landscape, wide open spaces, rivers and lakes) and outdoor recreational opportunities (walking and biking trails, plus sporting facilities and hunting opportunities) – walking and biking tracks was a significantly strong response from Alexandra respondents. Respondents living in lifestyle blocks or working farms rated the natural environment as the thing they valued most (i.e. views and scenery), followed by lifestyle and community (or outdoor recreation opportunities, in the case of Omakau respondents).

Control of planning and development and improved infrastructure were the two most reported categories for change. Clyde respondents wanted to restrict growth and sub-divisions whereas Alexandra respondents tended to want more sub-division opportunities (particularly respondents from Alexandra’s lifestyle blocks and working farms). Suggested infrastructure improvements included water quality, sewerage schemes, better internet, tarsealing and footpath maintenance. Enhancing the town centre was the most mentioned issue by Alexandra’s urban respondents. Clyde respondents mentioned traffic and parking issues. Omakau respondents commented on the development of a community hub and services such as better rubbish collection and mail and courier services in town.

Respondents would like the area to be known as a great place to live, followed by its scenery and natural environment. Other comments included outdoor recreation, heritage (particularly from Clyde, but also Ophir and St Bathans respondents) and a forward-thinking, progressive and sustainable place.

Vincent youth insights survey, August 2020

Methodology and demographics

· A three-question survey, designed to learn about what youth love most about the place they live/associate with, what they would like to change about this place, and what they would like the place to be known for.

· The survey was conducted at the Adulting 101 workshop for youth from around the district, thought primarily from Vincent ward. The workshop was held on Monday 3 August.

· Thirty-six surveys were completed: 26 by students from Alexandra, 3 from Omakau, 2 from Clyde, 2 from Cromwell, 1 from Teviot Valley, 1 from Poolburn and 1 from Hong Kong.

· Twenty respondents live in town, 10 live on a lifestyle block and 4 on a working farm.

· The majority of respondents were female (25), male (9), and gender diverse (1).

· Thirty respondents were aged between 16-18, two aged between 19-21 and three aged between 22-25.

Results

Respondents like the small-town community that they feel is friendly, welcoming and supportive. They like being close to family and friends and they like the space and scenery the area has to offer. The outdoor activities including tracks, trails and access to the lake are also things young people like about their place.

The main thing that younger people would like to change about their place is to have more to do. This includes more outdoor activities, more shopping and more opportunities in general for young people. Two respondents mentioned water (clean water, more water for irrigation) as something they would like to change. Planning was also mentioned with comments about more commercial and residential development and looking after land and space.

Young people would like their place to be known for being a friendly, supportive and connected community; a place where people can enjoy themselves. They’d also like it to be known for the tracks and trails, and beautiful natural environment.

The Next Chapter survey, October 2019

Purpose

To gain insight into current and future needs of our aging population living in the Alexandra basin. Of particular interest is current and future accommodation needs, social connectedness and support, and potential transport needs. The survey was developed as a joint venture between Alexandra Community House, representatives from ACOSS, and Central Otago District Council. The Ministry for Seniors provided a grant to assist with the survey’s implementation.

Methodology and demographics

· On-line and paper surveys, promoted through social service agencies, local sport and community organisations, and social media promotion.

· 395 responses received; the survey analysis focussed on the 364 responses received from Alexandra residents.

· Forty percent of respondents were aged between 66 and 75 years of age.

Results

Accommodation:

· Seventy-five percent of respondents have lived in the region for 11+ years and 71% see themselves living in this region for the next 11 or more years.

· Ninety-four percent own their own homes.

· People’s next accommodation choice include a retirement village with full care (110 responses), down-sized independent living (94 responses), residential care with healthcare support (82 responses), retirement village with no healthcare support (76 responses), or shared living (i.e. independent apartments with communal social spaces) (61 responses).

· The most likely causes for people to leave the region in the future are health-related issues (170 responses), availability of suitable living arrangements (161 responses), connections with family (103 responses) or mobility/transport issues (101 responses).

Social connectedness and social service needs:

· Eighty-six percent were a member of a group or organisation and 89% have interests or pastimes that they are actively involved in.

· Barriers for joining groups included the time of the day that the activity is held and price.

· The majority of respondents have regular connections (daily or weekly) with friends, family, neighbours, and clubs/organisations.

· Half of all respondents volunteer regularly and 31% are in paid employment.

· Most respondents regularly use currently use technology (e.g. the internet) to connect with friends and family, for online banking, news/media updates and online shopping.

· Library and gold card services are the most frequently noted services that are currently used by respondents; future potential service requirements include house cleaning, household maintenance, gardening, social support agencies (e.g. Alzheimer’s), home health support and meals on wheels.

· Nearly all respondents (97%) own their own vehicle(s) and 89% are confident drivers (i.e. are comfortable traveling to Dunedin or further afield).

Cromwell

Cromwell Masterplan: Values/insights survey, August 2018

Methodology and demographics

· 461 surveys were completed (an 8-9% response rate). 11% were under 35 years old, 25% aged 35-49, 34% aged 50-64, and 30% over 65 years of age.

· Seventy percent of respondents lived in Cromwell’s urban area.

Results

Respondents love Cromwell’s community and lifestyle (its peaceful, laid back, and down-to-earth feel; its sense of community; and good cross section of people), its range of recreational facilities and amenities (its greenways, walking tracks, lake recreation, motorsport opportunities, sports facilities), and the natural environment (the natural clean landscape, wide open spaces, mountains and orchards/vineyards).

Improving the mall to be Cromwell’s centralised hub and better planning and control of Cromwell’s growth development (i.e. control of high-density housing, development of subdivisions) were the two most reported requests for change. Also mentioned were more and better facilities, better infrastructure, lakefront development, and control of freedom camping.

Respondents would like Cromwell to be known as a great place to live and visit (i.e. its friendly down to earth family oriented community; its orchards and vineyards (high quality produce); the scenery and natural environment (from the mountains to the lake); and a great holiday destination.

Cromwell Masterplan: Let’s Talk Options survey, November 2019

Purpose

To determine a preferred outcome, based on three possible options, for Cromwell’s spatial framework i.e. how and where Cromwell grows, the town centre and civic facilities, and Cromwell heritage precinct and memorial hall.

Methodology and demographics

· 467 people completed the survey.

· Over 40% of respondents are over 60 years of age, whereas 3% are under 30 years of age.

· Fifty-six percent of respondents are Cromwell township residents, 32% are permanent residents in outlying settlements within the Cromwell basin and a very small portion live outside the Cromwell Basin.

Results and recommendations

Where should Cromwell grow?

1. Forty-nine percent preferred growth occurring within the existing town boundary:

Vibrant town centre; innovative high-density housing options; smaller settlements retain their rural feel, and productive land is protected

Those against this option: didn’t want high density housing (change the small-town character) and development on recreation reserves (e.g. Cromwell golfcourse)

2. Thirty percent wanted balanced growth between the township and rural settlements (significantly most popular option for respondents living in outlying settlements).

Vibrant town centre, plus make use of the land south of town; high-density housing, preserve and develop green spaces; protect productive land; provide balanced growth between Cromwell township and smaller settlements

Those against this option: Wanted to avoid urban sprawl and wanted a more intense focus on urban growth to stimulate the town centre.

3. Fifteen percent wanted change focused across the Cromwell basin

Encourage growth in the smaller settlements; avoid high density housing and an overpopulated town centre; protect green spaces and recreation areas; and provide housing/lifestyle options.

Those against this option: Wanted to protect the character and rural lifestyle values of the smaller settlements. Others did not want smaller section sizes or the need to duplicate infrastructure and services.

Renewing the town centre

1. Forty-three percent wanted a commercially focussed town centre.

Creates a commercial/retail hub; will activate significant change to the mall (i.e. improve visibility into the mall, introduce new civic buildings and a ‘town square’)

Those against this option didn’t want 3-4 storey buildings (city-like; shading), too ambitious and costly, concern about residential and worker accommodation within the mall.

2. Thirty-six percent wanted a mixed-use town centre (preference for all age groups, except the 60-69 year olds).

Want a mix of retail, office and residential development to create vibrancy; open up the mall and improve access.

Those against this option didn’t want increased building heights and the commercial/residential mix, while others thought it was not ambitious enough.

3. Six percent wanted to upgrade the existing mall.

Cost efficiencies; the existing structures have potential.

Those against this option did not think it was ambitious enough to activate change.

Note: Cromwell’s urban responders scored relatively the same for commercial vs mixed development, whereas rural/settlement responders tended to prefer option 3.

How ambitious do we need to be to improve our town centre? 74% very ambitious; 17% moderately ambitious; 4% not very ambitious.

Arts, Culture, Heritage Precinct

1. Fifty-seven percent wanted to create an arts, culture and heritage hub with potential visitor accommodation.

Good location for visitor accommodation (possibility for commercial investment); utilises the lakefront; creates a destination (heritage, arts & culture, visitors), a multi-purpose facility.

Those against this option opposed the hotel development as it would obstruct views.

2. Twenty-nine percent wanted to create a memorial hall and functions centre that was connected to the lakefront.

A new build for the hall (rather than a renovation); utilises the lakefront; a multi-purpose facility; link heritage/retail/business; possible visitor destination.

Those against this option felt it was a compromise and didn’t go far enough to make it a ‘destination’.

3. Eight percent wanted to upgrade the hall and improve access to the heritage precinct.

Refurbishment, in keeping with original architecture, is all that is required; most realistic and achievable; retains the heritage precinct’s quiet relaxed nature.

Those against this option felt a refurbishment didn’t address future growth and was not a good fit for community-use.

Pisa survey, February 2018

Purpose

To understand community values and help plan and prioritise local community projects. This survey was developed by the Pisa District Community Group, with support from Central Otago District Council.

Methodology and demographics

430 surveys were sent to residence and holiday home-owners. 168 responses were received (39% response rate) – 70% confirmed they were permanent residents.

Results and recommendations

· The things people liked most about living in Pisa was its quiet and peacefulness (not too busy and a relaxed atmosphere) followed by Lake Dunstan, its rural feel, views and people.

· The things they would like to change was more public facilities, footpaths, and limiting housing development (slowing down or stopping additional houses being built). Maintenance of the lake and pest control also featured.

· Prioritised community concerns were a coordinated rabbit control programme; sealing and tree removal for Ferry Lane footpath; 40km/hr speed limit in Pisa Moorings; clarification of planning and building regulations for the area; a walking/cycle track along the lakefront; development of new and existing lakefront services (including boat ramp, playground, bbq); dog regulations.

Teviot Valley

Teviot Valley insights survey, August 2020

Methodology and demographics

· The online survey ran from 21 July through to 31 August 2020.

· 43 surveys were completed: 27 by Roxburgh residents, 10 by Millers Flat residents, three by Ettrick residents and three by Lake Roxburgh Village residents.

· Eighty-four percent of responses were from people aged 50 years or over; 5% were less than 30 years of age.

Results

Respondents overwhelmingly like the community spirit of Teviot Valley i.e. small community feel, a community that comes together, friendly and helpful locals, caring community. Natural environment was the second most popular attribute that respondents like about their place i.e. views of the river, having a clean environment, scenery and tranquillity. The peacefulness of the Valley, the climate and the lifestyle were all mentioned a number of times as things the community like about their place.

Improving infrastructure came out as the strongest area in which people would like to see change i.e. improving and developing infrastructure for future employment, better access to faster internet, improve main road and maintain smoother footpaths, development of a retirement village. This was followed by ‘improving services and amenities including better medical services (continuity of doctors). Many respondents simply said ‘nothing’, meaning that they did not want to change anything about their place. Better control of planning and development was also mentioned a number of times i.e. rezoning for accommodation, decreasing speed limit beside golf course and less subdivisions.

Respondents would like the area to be known for being a tourist destination, followed by wanting to be known for their community spirit, horticulture and being a great place to live.

Teviot Valley seasonal worker survey, May 2017

Purpose

To understand seasonal worker employer and employee needs so that the Teviot Valley can build on its reputation as a good place work. The investigation looked at whether any more can be done to support and integrate seasonal workers into the community. Funded by the Teviot Valley Community Development Scheme Governance Group.

Methodology and demographics

Two surveys were conducted between February and April 2017: a survey of 87 seasonal workers about their experiences working and living in the area (this equated to approximately 7% of the total number of seasonal workers in the Valley during the 2016/17 season); and a second interview survey with 12 (or 80%) of the 15 employers of seasonal workers in the Teviot Valley. The employers were asked how seasonal workers can be further supported.

Results and recommendations

· Approximately 1,180 seasonal workers were employed on horticultural businesses in the Teviot Valley in the 2016/17 season. More than half of these were backpackers and the peak month of employment was January. Demand for employees is growing, due to additional plantings, and will likely increase by 60-100 workers over the next 5 years.

· 97% of seasonal workers interviewed said they would recommend the Teviot Valley to others as place to work – because the people are friendly, the work that is available and there is a quiet relaxed pace of life.

· Making seasonal job searching easier: that seasonal workers interviewed indicate that a website and Facebook page would be the preferred means of communicating information about working and living in the Valley.

· Consider working with the Central Otago District Council and mobile service providers to see if mobile coverage in the valley can be improved and black spots resolved, that workers staying in commercial accommodation have access to Wi-Fi at their lodgings.

· Consider developing an initiative that connects workers with their families and home communities through technology.

· ‘Being away from family’, ‘isolation’ and the ‘quiet’ are some of the challenges seasonal workers

· Consider developing a programme of events building on the interests of seasonal workers highlighted in the surveys. The report contains a broad range of interest areas.

· Note that 10 of the 12 employers interviewed consider there is an accommodation shortage in the Valley. While growers are slowly adding to their accommodation supply and a home hosting business has opened in the Valley, the closing of two camping grounds has exacerbated the issue. working with the Teviot Valley Community Board and the Central Otago District Council to resolve freedom camping issues in the Valley.

· As noted in the report, freedom camping is raising issues regarding the potential contamination of fruit

· Seasonal workers were asked what they enjoy about living here. The small, peaceful and relaxing village atmosphere was the most common response. The friendly locals and the beauty of the natural landscape also featured highly.

· Challenges with living in the Valley: The cold climate and limited retail were ranked the highest. The quiet, being away from family and isolation also featured.

· Challenges for the valley – loss of camping grounds was causing an accommodation shortage; freedom camping and related hygiene issues; difficult to buy properties because they were being used by seasonal workers.

Maniototo

Maniototo insights survey, September 2020

Methodology and demographics

· The online survey ran from 2 August through to 6 September 2020.

· 96 surveys were completed: 60 by Naseby respondents, 20 by Ranfurly residents, six by Oturehua residents, three by Kyeburn residents, three by Waipiata residents, two by Gimmerburn residents and two by Patearoa residents.

· Sixty-nine percent of responses were from people aged 50 years or over; 10% were less than 40 years of age.

Results

Respondents most like the peace and quiet and relaxing lifestyle of the Maniototo. They like the outdoor recreational opportunities including walking and biking tracks in the Naseby forest, the Rail Trail and the curling rink. They like the scenery, big skies and wide open spaces. They also like the community feel and spirit including genuine, caring, inclusive, close knit community) and the quaint, authentic historic character.

Respondents had many suggestions as to what they would like to change about their place however ‘nothing’ was mentioned the most, this means many respondents did not want anything to change. Better services and amenities, including more rubbish bins and dog poo stations, more pubs and eateries, improvement of the golf club and tennis courts, more shops, more trade services was the second most popular change that respondents would like to see. Thirdly, people would like to see some improvement in town infrastructure, including improving streets, gutters, channels and footpaths, water supply and quality.

Respondents would like the area to be known for its quaint, historic character and heritage, followed by wanting it to be known for the beautiful, clean, natural environment and wide-open spaces. Being a peaceful, relaxed and tranquil area, being a great ‘Kiwi’ holiday town with old fashion fun and being a safe and family friendly place are also attributes that respondents want their place to be known for.

Patearoa community plan survey, September-November 2019

Purpose

A community engagement process was undertaken in 2018/2019 to gather content for a new community plan for the Patearoa and Upper Taieri communities.

Methodology and demographics

· The survey was emailed and posted to 50 dwellings of Patearoa plus surrounding properties in Paerau and the Styx.

· 47 surveys were completed (51% permanent resident sand 49% non-permanent).

· In November a 4-hour community workshop was held in Patearoa – 19 community members attended.

Community survey, September 2018

Results and recommendations:

· The things people liked most about living in in this area was its peace and quiet (73% of respondents); welcoming and friendly community (55%) and scenery (49%). Other comments included climate, recreational activities and location.

· The things they would like to change was the roads (10 responses) – more tarsealing and better maintenance; more pride in the township (6 responses); and water quality of rivers (5 responses). Other comments included increased community cohesion, more mountain bike tracks linking to the rail trail, encouraging people to set up business and other development there.

· Factors of importance in their natural environment: Maintaining and enhancing their walkways were rated as most important, following by their swimming hole and maintaining current heritage sites

· Factors of importance in their social environment: Keeping the pub open was rated most important, followed by get-togethers (working bees, quiz nights, the yearly ratepayers bbq) and recreational activities (bowling and golf clubs).

· Factors of importance relating to infrastructure: Town water, rural delivery, recycling and public toilets were considered as very important. These were followed by roads, the pool, the library, the hall and the domain.

· Factors of importance for health and safety: The community AED, followed by road speed through the village and the provision of a bottle and rubbish bin. Other comments related to emergency fire hoses, the siren at the pub and a community evacuation plan.

Community workshop, November 2018

Opportunities identified:

· Recreational opportunities (swimming, walkways, cycling, night sky)

· Peaceful, tranquil lifestyle

· Strong, connected community

· Appreciation of the area’s natural environment and its protection

Challenges for the community:

· Infrastructure – poor roading and telecommunications

· Reduced ‘people power’ to sustain community activities and assets

· Link to the rail trail

· Water quality (streams and rivers)

· Community (intergenerational opportunities needed, skill sharing, a sustainable community

· Rabbits

District-wide engagement

Central Otago District Council Residents’ Survey, July 2020

Purpose

For Council to measure its performance with respect to the services it provides during the year and identify issues and priorities for the coming year.

Methodology and demographics

· Online (for the fifth consecutive year); 545 completed surveys received.

· Gender response bias (70% female: 30% male); plus an over-representation (based on Census data) of 60+ year-old respondents (41%).

· Forty-nine percent of respondents were from the Alexandra ward, 33% from Cromwell, and 8% from both the Maniototo and Teviot Valley.

Results and recommendations

Respondents’ top priorities for Council:

Priorities by ward:

· Vincent: water supply; sewerage; economic development

· Cromwell: water supply; car parking; community halls; stadiums

· Maniototo: sealed roads; footpaths; dog control

· Teviot Valley: economic development; emergency management (civil defence)

Satisfaction with Council’s efforts:

Wi-fi survey, March 2020

Purpose

Survey of freedom campers wanting to access wi-fi at the campsite to gain understanding of camping behaviours and expectations.

Methodology

· 4,075 responses; 81% from international visitors (Germany, France, western Europe).

· Fifty-three precent of responses were from 25-39 year-olds; 30% from 18-24 year-olds.

Results

· Forty-three percent of respondents were staying in a van, 28% in a purpose-built campervan, and 16% in a car.

· People were attracted to the area because of free camping (41%), followed by good facilities (18%) and a quiet and safe location (16%).

· How much would you be prepared to pay for the site: $0 (41%); $5 (37%); $10 (20%).

· Eighty percent of respondents rated their camping experience as very good or excellent.

· Most people found the site via campermate (68%).

Remote workers in Central Otago, February 2020

Purpose

To find out from remote workers in Central Otago: why they choose to work remotely; what industry they work in; their level of satisfaction; connectedness to the community; related opportunities; and their interest to grow what they do.

Remote worker definition: someone who works outside a traditional office, often from home or a coworking or public space, and connects with customers or work team via technology and travel.

Methodology and demographics

Forty-five responses to an online survey; 5 responses to face to face interviews (used to gain a better understanding of the reasons behind the survey answers).

Results and recommendations

· More females than males are working remotely in Central Otago (69% vs 31%)

· Most are mid-career, in the prime of their earning years, who have chosen to base themselves either in or close to the larger two towns (Alexandra and Cromwell) in the district

· The vast majority work from home (78%). Some use an office space and only a few use public spaces such as a library or café

· The majority of remote workers are self-employed directors, business owners or consultants, working in knowledge intensive industries, many of whom have been working remotely for up to 10 years

· The majority earn above the mean annual income for Central Otago ($52,000), with 62% of respondents earning $61,000 or more

· Remote workers in Central Otago earn the majority of their income in New Zealand, outside of the Central Otago district. Only a small portion earn any income overseas

· On average respondents to the survey spend approximately 65% of their work time in Central Otago

· Reasons respondents choose to work remotely include; lifestyle (67%), flexibility (58%), family (42%) and availability of work (36%)

· Remote workers are happy with their situation. Selected an average of 4.2 out of 5 on a scale of how satisfied they are being a remote worker.

· Things that would help increase remote worker’s satisfaction involve connectedness with the community (over half indicating that they would be interested in being part of voluntary projects) and having opportunities to meet others in similar industries

· The main two barriers preventing remote workers from expanding locally include the ability to generate adequate income locally (42%) and proximity to customers (38%)

· Internet connectivity was a common theme identified in the interviews, both as an enabler of business and as an area where Council could advocate for improvements.

‘Paws for thought’ and dog control bylaw surveys, December 2019

Purpose

To gauge public opinion on the objectives of the Dog Control Policy, which are to protect public safety, control dogs in public places and to have costs associated with dog control to be met through dog registration fees.

Methodology

· Two online surveys: a pre-consultative online survey and a proposed bylaw change survey.

· 541 responses to the pre-consultation survey and 92 responses for the second survey (with a 77% completion rate).

· Eighty percent of respondents to the pre-consultative survey were dog owners.

Results

· Eighty-two percent of respondents supported the proposed bylaw.

· Eighty-eight percent in second survey agreed dog control costs should be met by registration fees.

· Eighty-seven percent in the pre-consultation survey supported the need for designated dog exercise areas; 74% agreed with having dog parks with additional services and amenities (e.g. fencing).

· Eighty-eight percent did not want additional prohibited areas for dogs. ‘No dog’ zones should include playgrounds, swimming pools, food sale areas and ‘no dog zones’ on DOC land.

· Ninety-one percent of subsequent submissions supported the new ‘on leash’ areas – i.e. dogs are permitted but must be on a leash.

Responsible camping survey, 2019

Purpose

For Council and MBIE to understand the success (or otherwise) of local responsible camping initiatives.

Methodology and demographics

· Survey interviews were conducted over three weeks at Weatherall Creek, Pinders Pond, Lowburn, Jacksons Inlet, Champagne Gully and Bendigo.

· Survey interviews were conducted over two weeks at Pinders Pond and Weatherall Creek.

· A total of 140 surveys were collected.

Results and recommendations

· Two-thirds of the respondents across all sites were less than 40 years of age.

· One-third of respondents were New Zealanders – they were mainly from the South Island, especially Dunedin and Invercargill. The remaining respondents were from Germany (17%), the Czech Republic (16%), France (11%), United Kingdom (8%), and others.

· Just over half were travelling as a couple; 35% were travelling alone.

· Respondents’ reasons for staying at the campsites were for holidaying, passing through the district, or working (mainly in orchards (86%) or vineyards (11%)).

· Approximately 58% stayed one night only; 21% for two nights and 20% for three.

· Their reasons for choosing that site was to experience nature, because it was free, and because it was close to the main road. Over half the responders used Campermate to locate the campsite.

Climate change demonstration, August 2019

Purpose

A public demonstration, led by St Gerards School, to implore Central Otago councils (i.e. ORC and CODC) to proactively get behind initiatives that slow climate change.

Their goal was for Council to declare a climate emergency for Central Otago.

The term climate emergency recognises that the Earth has reached key climate tipping points and that incremental action (i.e. gradual reduction of emissions over several decades) is no longer a reasonable course of action if we want a future for ourselves and our children.

Such a declaration is seen by its proponents as urging global action to: move to negative and zero emissions as soon as possible; draw down excess greenhouse gases on an ‘industrial’ scale; and place a priority focus on strategies that create cooling.

Student initiatives to stem Climate Change:

· Reduce vehicle transport to school

· Organic school gardens – barbecue for the class at the end of term; no fossil-fuel fertilisers (used compost and horse manure)

· Native tree plantings

· Waste audits amongst classmates

· Honey wraps

· Develop skink habitats in the school gardens

· Water quality monitoring

Their Requests of Council:

· Declare a climate emergency

· Do more about pollution

· Encourage government to make fossil fuels expensive

· Reduce waste

· Plant more trees

· Encourage walking, biking and scootering

· Improve pathways and road crossings

· All new property developments should include pathways for active transport

· More e charging stations

· Encourage dealerships to stock e-cars

· Lobby government to make e cars cheaper

Council actions:

· A resilience plan, to identify risks to critical council infrastructure, including those caused by climate change.

· Council’s sustainability strategy (adopted February 2019)

Council declares a climate crisis, September 2019

Central Otago labour survey: horticulture and viticulture, August 2018

Purpose

To help understand labour issues in the horticulture and viticulture sectors in Central Otago. The horticulture and viticulture sectors are co-dependant as they often draw upon much of the same labour pool and face very similar labour issues. Both sectors were therefore considered in tandem. This survey was developed by the Central Otago Labour Market Governance Group, and is the third iteration of similar research undertaken in 2014/15 and 2006.

Horticulture methodology

Surveys were mailed out and interviews conducted; 47 responses were received (representing 77% of Central Otago orchards, and 91% of the planted hectares).

Viticulture methodology

Surveys were mailed out and interviews conducted; 85 responses were received (representing 63% of viticulturalists and covering approximately 93% of all planted hectares in Central Otago).

Results and recommendations

Growth:

· Growth in the next 4-5 years will come predominantly from Cromwell’s horticultural sector (i.e. 465 hectares of new cherry plantings – a 56% increase on current plantings; plus a feasibility study underway for an additional 495 hectares of cherries). Total orchard plantings will overtake vineyard plantings during the next 4-5 years.

· Grape plantings in Central Otago are expected to increase by 14% over the next 4-5 years (i.e. 2275 hectares of vineyard estate).

Employment:

· Horticulture employed 4,965 workers (up 22% or 884 workers from the previous season) and viticulture employed 1,427 (down 36 workers on last year) in 2017/18. There are now 614 permanent employees in the horticulture and viticulture sectors (a 105 or 19% increase in the last three years).

· Labour demand during the peak harvest period is expected to increase by 1,186 in the horticulture sector and 123 in the viticulture sector over the next 4-5 years. In 2017 there was a peak season labour shortage of 400 workers.

· There is an increasing realisation that growers who provide a high level of pastoral care and realistic wages are more likely to attract and retain staff.

· It is recommended that the Labour Market Governance Group works with trainers (e.g. Cromwell polytechnic) to develop training in roles such as supervisors, managers, machine operators and tractor drivers.

Recommended that the sectors and the community acknowledge the ongoing value of backpackers to the region and find ways to celebrate this appropriately.

Accommodation:

· There is a predicted peak harvest demand by 2021/22 of 6,198 beds, across both sectors. While there is a predicted increase in camping in bed and capacity supply of 1,615, there is still a forecast shortfall of 2,298 beds.

· There is concern about the reduction of commercial campground capacity, upcoming restrictions on freedom camping, and the affordability of housing in the Cromwell region (particularly for permanent workers).

University of Otago Masters of Planning research papers, November 2018

Heritage issues in Bannockburn and Ophir

Purpose: Investigate how heritage values be protected and enhanced to support future community initiatives (and growth), and provide recommendations to Central Otago District Council and the Department of Internal Affairs

Methodology:

Informant interviews, focus groups and site inspections within the communities, plus literature research on the areas.

Observations:

· Greater knowledge of the locations and inherent values attached to heritage features and sites (particularly sites important to Maori)

· A community desire for authoritative support (potentially from a CODC heritage planner) to implement heritage initiatives

· Communities should investigate how heritage values, sites and features can be recognised and what opportunities may be available to achieve community goals

· Develop a better collaborative understanding throughout the community of the heritage values and aspirations that exist

· Some sectors of the community believe the heritage protection measures within the Central Otago District Plan should be extended

Growth issues in thriving small towns: A case study of Cromwell

Purpose:

Investigate how the community is responding to growth in Cromwell and provide recommendations to Central Otago District Council and the Department of Internal Affairs.

Methodology:

Informant interviews, focus groups and site inspections within the community, plus literature research on the area.

Suggestions:

· Expand Cromwell as a tourist destination

· Develop a heart or hub in Cromwell

· Define development of the industrial area

· Establish networks of collaboration between Council and the community

· To enable positive growth the Council and community must have a strong, collaborative relationship and understanding of each other’s aspirations for the future.

Amenity Provision in Pisa Moorings and Omakau

Purpose:

Investigate current amenities and determine the feasibility of community-led initiatives to enhance public amenity spaces in Omakau and Pisa Moorings. Provide recommendations to Central Otago District Council and the Department of Internal Affairs

Methodology:

Informant interviews, focus groups and site inspections within the communities, plus literature research on the areas.

Recommendations:

· Continue development of a community hub in Omakau: confirm the exact location on the domain and ensure it provides for a range of uses.

· Determine Council influence in providing public toilets in the retail area and providing green space as the town grows.

· Investigate developments for Pisa Moorings: the location of further green space; funding for more built amenities; funding options for footpath installations

· Consider Pisa Moorings’ ‘rural feel’ in future developments

Identity in a growing Clyde

Purpose:

Explore strategies to retain Clyde’s identity and preserve its heritage values, while facing growth pressures, and provide recommendations to Central Otago District Council and the Department of Internal Affairs.

Methodology:

Informant interviews, focus groups and site inspections within the community, plus literature research on the area.

Results and recommendations:

· Important aspects of Clyde’s identity include: community, gold mining heritage, its unique style of tourism, business, family and children, and natural heritage

· Threats: residential subdivision and development within the heritage precinct, an increasing/shifting residential community, increasing/shifting tourism markets, and Clyde’s identity melding with Alexandra’s

· Residents and local businesses should support each other to retain the authentic nature of the businesses

· Consider restricting subdivisions and further residential development in and around Clyde, as well as between Clyde and Alexandra

Alexandra: A point of difference

Purpose:

To understand whether Alexandra’s identity can contribute towards its development as a visitor destination, and to investigate opportunities to promote economic, tourism and cultural development that reflects Alexandra’s identity. Provide recommendations to Central Otago District Council and the Department of Internal Affairs

Methodology:

Interviews and focus group meetings with community stakeholders, plus literature research by the students.

Results and recommendations:

· Alexandra is at risk of small-town decline and there is a need for community, industry and local government to encourage growth

· Recommendations for the promotion of Alexandra as a destination:

o Develop a strong vision for the future

o Develop a strong central hub

o Integrate existing cycle networks into the town centre

o Promote the packaging of high-value tourist activities

Public engagement and consultation through Planning

Private applications for changes to the District Plan:

· Plan change 12: The Wooing Tree development, Cromwell

· Plan change 13: Sandflat Road development, Cromwell

· Plan change 14: Cherry Court development, Ripponvale

· Plan change 15: Residential development, Clyde

Summary of sentiment:

Development of the right nature and the right place – i.e. ensure the right type of development so that density occurs near town centres and different density levels are offered in other areas.

Public complaints relating to the District Plan and Resource Management Act

· Reverse sensitivity – impacts of rural activities on rural neighbours; urban noise from conflicting activities (loud music, chickens, etc.) – community expectation of a low-noise environment.

· Heritage values – concern about new or altered buildings that affect heritage values.

· Landscape values – biodiversity loss (e.g. conversion of drylands; water use).

Regional Identity stories (2018 – 2020)

Stories and profiles developed through community working groups and interviews:

· Gold story

· Artisan Food story

· Cycling story

· Teviot Valley, Manuherekia and Ida Valley, Maniototo and Alexandra unique stories

Key take-outs:

· Wide open spaces, harshness of landscape, quality and nature of our environment, climate seasonality – all combine to shape the character of the people who live in this region.

· All stories demonstrate how people have made innovative use of place to create unique products and lifestyles.


AGENDA Ordinary Council Meeting Wednesday, 3 February 2021
Date:	Wednesday, 3 February 2021
Time:	10.30 am
Location:	Ngā Hau e Whā, William Fraser Building 1 Dunorling Street, Alexandra
Sanchia Jacobs Chief Executive Officer

Name	Member’s Declared Interests	Spouse/Partner’s Declared Interests	Council Appointments
Tamah Alley	Tiger Hill Water Supply Company (shareholder) Cromwell Youth Trust (Chair) Blue Light Central Lakes (Chair) NZ Police (Sworn Constable) Oamaru Landing Service (OLS) (family connection) Cliff Care Ltd (family connection)	Tiger Hill Water Supply Company (shareholder) Emergency Management Otago (employee)
Tim Cadogan	Alexandra Musical Society (member) Otago Chamber of Commerce Central Otago Advisory Group member Dunstan Golf Club (member)	Victim Support Worker Blossom Festival Committee member FarmFresh (Family member sells for this entity)	Airport Reference Group Maniototo Curling International Inc Eden Hore Steering Group Tourism Central Otago Advisory Board Ministerial Working Group on Responsible Camping LGNZ Governance and Strategy Group
Shirley Calvert	Central Otago Health Services Ltd (Employee) Cromwell Rotary (member) Cromwell and District Community Trust Old Cromwell Town (subscription member)		Central Otago Wilding Conifer Group
Lynley Claridge	Affinity Funerals (Director) Central Otago Chamber of Commerce (Advisory Panel)	Affinity Funerals (Shareholder)	Alexandra Council for Social Services
Ian Cooney	Castlewood Nursing Home (Employee)		Omakau Recreation Reserve Committee Promote Alexandra
Stuart Duncan	Penvose Farms - Wedderburn Cottages and Farm at Wedderburn (shareholder) Penvose Investments - Dairy Farm at Patearoa (shareholder) Fire and Emergency New Zealand (member) JD Pat Ltd (Shareholder and Director)	Penvose Farms - Wedderburn Cottages and Farm at Wedderburn (shareholder) Penvose Investments - Dairy Farm at Patearoa (shareholder)	Otago Regional Transport Committee Patearoa Recreation Reserve Committee Design and Location of the Sun for the Interplanetary Cycle Trail Working Group
Neil Gillespie	Contact Energy (Project Manager) Clyde & Districts Emergency Rescue Trust (Secretary and Trustee) Cromwell Volunteer Fire Brigade (Deputy Chief Fire Officer) Cromwell Bowling Club (patron) Otago Local Advisory Committee - Fire Emergency New Zealand		Lowburn Hall Committee Tarras Community Plan Group Tarras Hall Committee
Stephen Jeffery	G & S Smith family Trust (Trustee) K & EM Bennett’s family Trust (Trustee) Roxburgh Gorge Trail Charitable Trust (Chair) Roxburgh and District Medical Services Trust (Trustee) Central Otago Clutha Trails Ltd (Director) Teviot Prospects (Trustee) Teviot Valley Community Development Scheme Governance Group Central Otago Queenstown Network Trust
Cheryl Laws	Fine Thyme Theatre Company (Committee) The Message (Director) Wishart Family Trust (Trustee) Wooing Tree (part-time, occasional employee) Daffodil Day Area Coordinator	Otago Regional Council (Councillor) The Message (Director)	Cromwell Resource Centre Cromwell Historical Precinct
Nigel McKinlay	Transition To Work Trust (Board member) Gate 22 Vineyard Ltd (Director) Everyday Gourmet (Director) Central Otago Wine Association (member) Long Gully Irrigation Scheme (member)
Martin McPherson	Alexandra Blossom Festival	CODC (employee) CODC (employee) (Daughter)
Tracy Paterson	Matakanui Station (Director and shareholder) Matakanui Development Co (Director and shareholder) A and T Paterson Family Trust (trustee) A Paterson Family Trust (trustee) Central Otago Health Inc (Chair) Bob Turnbull Trust (Trustee / Chair) John McGlashan Board of Trustees (member) New Zealand Wool Classers Association (board member) Primary Industry Training Organisation, Industry Partner Group for wool classing and harvesting (member) Central Otago A&P Association (member)	Matakanui Station (director and shareholder) Matakanui Development Co (director and shareholder) A Paterson Family Trust (trustee) A and T Paterson Family Trust (trustee) Federated Farmers (on the executive team) Omakau Irrigation Co (director) Matakanui Combined Rugby Football Club (President) Manuherikia Catchment Group (member) Omakau Domain Board	Central Otago Health Inc Manuherikia River Group

Local Government Act 2002 Purpose Provisions	This decision promotes the economic wellbeing of the community, in the present and for the future by considering how Council could stimulate the economy in support of the COVID-19 recovery.
Financial implications: Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	There are no immediate financial impacts of this paper. Financial modelling will be presented for Council to consider when the detailed options are provided.
Decision consistent with other Council plans and policies, such as the District Plan, Economic Development Strategy, etc?	Yes.
Considerations as to sustainability, the environment and climate change impacts	There are no immediate sustainability impacts as a consequence of this paper.
Risk Analysis	This paper does not result risks to Council as only in principle support to conduct the work is requested. A discussion of risks will be included when the detailed options are provided.
Significance, Consultation and Engagement (internal and external)	This paper does not trigger the significance and engagement policy.

Start date	Upon the confirmation of the transfer of the Roxburgh Guide and Scout Hall to the Youth Trust
Term	15 years
Rights of renewal	One for a further term of 15 years
Final expiry	30 years
Rent	$3.70 per annum
Rent review	Five yearly. The rent review is based upon the most recent 5 yearly financial statements in which the formula of 2.5% of subscription income less any affiliation fees
Lessee’s outgoings	100% of all rates charges, utilities, and insurance
Improvements at termination of lease	At termination either improvements are surrendered to the landlord or if required to do so removed by way of the landlord giving three months’ notice
Special conditions	The landlord reserves the right to terminate an agreement with six months’ notice if it requires part or whole of the occupied area for other activities

Report author:	Reviewed and authorised by:

Christina Martin	Louise van der Voort
Property and Facilities Officer (Vincent and Teviot Valley)	Executive Manager - Planning and Environment
15/01/2021	22/01/2021

Local Government Act 2002 Purpose Provisions	This decision enables local decision making by and on behalf of the community by presenting public feedback directly to Council. It also promotes the social and cultural well-being of community in the present and for the future by offering land and buildings equitably and at below market rate to a range of community groups.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	This decision is consistent with current budgets. Any changes to rental fees will only affect new agreements and are minor in nature.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The policy is consistent with existing Council plans and policies. Reserve management plans will be applied in conjunction with the policy where appropriate.
Considerations as to sustainability, the environment and climate change impacts	Applicants for community leasing and licencing agreements must be able to show that their proposed activities do not have the potential to cause environmental harm.
Risks Analysis	There are no significant risks to the Council associated with this decision.
Significance, Consultation and Engagement (internal and external)	This decision is of medium significance under the Council’s significance and engagement policy. The policy was the subject of public consultation following the special consultative procedure under section 83 of the Local Government Act 2002.

Report author:	Reviewed and authorised by:

Nick Lanham	Saskia Righarts
Economic Development Manager	Chief Advisor
15/01/2021	19/01/2021

Local Government Act 2002 Purpose Provisions	This decision promotes the (social/cultural/environmental) wellbeing of communities, in the present and for the future by supporting the Otago Museum as a place of cultural importance in the Otago region.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	Yes. Option 1, which recommends a CPI adjusted increase of 2%, is consistent with Council’s decision to approve annual CPI adjustments to the Otago Museum’s annual levy (resolution 19.3.5C). Council’s current annual contribution to Otago Museum is budgeted for in the 2021/22 financial year.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes. This decision falls within Council’s legislative requirements under the Local Government Act 2002. It should also be noted that a district wide museum strategy for Central Otago is currently being developed and recommended outcomes from this may impact on the ongoing relationship between Central Otago District Council and Otago Museum.
Considerations as to sustainability, the environment and climate change impacts	Supporting the Museum to maintain and upgrade their assets as required will ensure that the current assets remain adequate, rather than degrading and later needing replaced. Additionally, some artefacts will not be able to be replaced if they become damaged due to lack of building maintenance. Supporting the museum financially now is a more sustainable approach to the longevity of Otago Museum’s assets.
Risks Analysis	There is a risk that the Otago Museum will continue to require ongoing levy increases, to meet the current deficit.
Significance, Consultation and Engagement (internal and external)	The Community Development Officer has liaised with the Dunedin City Council in relation to the levy increase.

Report author:	Reviewed and authorised by:

Nikki Aaron	Sanchia Jacobs
Community Development Officer	Chief Executive Officer
13/01/2021	25/01/2021

Local Government Act 2002 Purpose Provisions	This decision promotes the environmental wellbeing of communities, in the present and for the future.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	Yes Current Fees and Charges for cleanfill and hardfill are calculated based on recovering the cost of transfer to and disposal of material at Parkburn Quarry. Contamination of historic loads is resulting in significantly higher site clean up costs.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The following Council polices were considered: • Waste Management and Minimisation Plan 2018. • Sustainability Strategy. • 2018 and proposed 2021 Long Term Plan.
Considerations as to sustainability, the environment and climate change impacts	Tighter measures to control the quality of hardfill/cleanfill being disposed will enable material to be diverted from a traditional landfill.
Risks Analysis	There is potential for customer dissatisfaction in having to travel further to Parkburn.
Significance, Consultation and Engagement (internal and external)	A decision to cease acceptance of cleanfill/hardfill will only affect a small amount of the population to minimal amount. This does not meet the significance threshold for consultation.

Report author:	Reviewed and authorised by:

Quinton Penniall	Julie Muir
Environmental Engineering Manager	Executive Manager - Infrastructure Services
25/01/2021	25/01/2021

Report author:	Reviewed and authorised by:

Paula Penno	Sanchia Jacobs
Community and Engagement Manager	Chief Executive Officer
21/01/2021	25/01/2021

Local Government Act 2002 Purpose Provisions	The Local Government Act 2002 does not apply to this decision. The Minister of Conservation’s consent is delegated to Council in accordance with the Reserves Act 1977, and the “Instrument of Delegation to Territorial Authority’s” dated 12 June 2013.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	The Reserves Act 1977 does not provide for consideration of these factors when considering the granting of consent on behalf of the Minister of Conservation.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The land is subject to the Teviot Valley Ward Reserve Management Plan 2014. See discussion above.
Considerations as to sustainability, the environment and climate change impacts	The Reserves Act 1977 does not provide for consideration of these factors when considering the granting of consent on behalf of the Minister of Conservation.
Risks Analysis	The Reserves Act 1977 does not provide for risk analysis when considering the granting of consent on behalf of the Minister of Conservation.
Significance, Consultation and Engagement (internal and external)	Public notification of the proposed lease was carried out. See discussion above.

Report author:	Reviewed and authorised by:

Linda Stronach	Louise van der Voort
Property Officer - Statutory	Executive Manager - Planning and Environment
25/01/2021	25/01/2021

Local Government Act 2002 Purpose Provisions	While the decision does not relate to a Council service or activity, the extension of the rights contained in the existing easement would promote development within the district.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	No negative financial implications are related to this decision. The applicants are required to pay all costs associated with preparing and registering the easement.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Extending the rights contained in the existing easement is consistent with the provisions of section 48(1) of the Reserves Act 1977.
Considerations as to sustainability, the environment and climate change impacts	No sustainability, environmental or climate change impacts are related to the decision as the associated works will have no material effect on the land.
Risks Analysis	There are no risks to Council associated with the recommended option.
Significance, Consultation and Engagement (internal and external)	The Significance and Engagement Policy has been considered, with none of the criteria being met or exceeded.