Agenda of Council meeting - Wednesday, 30 June 2021

Council Meeting Agenda

30 June 2021

MINUTES OF A Council Meeting OF THE Central Otago District Council
HELD AT Ngā Hau e Whā, William Fraser Building,

1 Dunorling Street, Alexandra
ON Tuesday, 1 June 2021 COMMENCING AT 9.00 am

PRESENT: His Worship the Mayor T Cadogan (Chairperson), Cr N Gillespie (via Teams), Cr T Alley, Cr S Calvert, Cr L Claridge, Cr I Cooney, Cr S Duncan, Cr S Jeffery, Cr C Laws, Cr N McKinlay, Cr M McPherson, Cr T Paterson

IN ATTENDANCE: S Jacobs (Chief Executive Officer), L Macdonald (Executive Manager - Corporate Services), J Muir (Executive Manager - Infrastructure Services), L van der Voort (Executive Manager - Planning and Environment), S Righarts (Chief Advisor), E Auchterlonie (Project Manager), G Bailey (Parks and Recreation Manager), G Robinson (Property Manager), A McDowall (Finance Manager), K McCulloch (Corporate Accountant), P Penno (Community and Engagement Manager), M De Cort (Communications Coordinator), W McEnteer (Governance Support Officer) and R Williams (Governance Manager)

1 Apologies

There were no apologies.

2 Confirmation of Minutes

Resolution

Moved: Alley

Seconded: Claridge

That the public minutes of the Ordinary Council Meeting held on 5 May 2021 be confirmed as a true and correct record.

Carried

3 Declaration of Interest

Members were reminded of their obligations in respect of declaring any interests. There were no further declarations of interest.

4 Reports for Decisions

21.4.2 Hearing Submitters that wish to be Heard

Individual submitters spoke to their Long-term Plan submissions.

Kate Timms-Dean and Rachel Wesley (via teams) from Aukaha spoke to the Council about its submission to the draft Long-term Plan before responding to questions.

John Brimble from Sport Otago tabled and spoke to its submission to the draft Long-term Plan. Mr Brimble also introduced staff from Sports Central before responding to questions.

Kim Reilly (via Teams) from Federated Farmers spoke to the Council about its submission to the draft Long-term Plan.

Tom Scott and Sierra Alef-Defoe from Public Health South tabled and spoke its submission to the draft Long-term Plan.

Jamie Seymour from the Cancer Society tabled and spoke its submission to the draft Long-term Plan and then responded to questions.

Rick Zwaan (via Teams) from Forest and Bird spoke to the Council about its submission to the draft Long-term Plan before responding to questions.

Jo Couglan (via Teams) from the New Zealand Chinese Language Week Trust spoke to the Council about its submission to the draft Long-term Plan. She also played a video showing the highlights of the 2020 New Zealand Chinese Language Week.

Matt Sole spoke to the Council about his submission to the draft Long-term Plan before responding to questions.

Suze Keith (via Teams) spoke to the Council about her submission to the draft Long-term Plan before responding to questions.

NOTE: The meeting adjourned at 10.05 am and reconvened at 10.20 am.

Nicky Aldridge (via Teams) from the Otago Chamber of Commerce spoke to the Council about its submission to the draft Long-term Plan before responding to questions.

David Ritchie from the Central Otago Heritage Trust tabled spoke to the Council about its two submissions to the draft Long-term Plan, noting one was on behalf of the museum sector.

Joyce Jubb spoke to the Council about her submission to the draft Long-term Plan.

Ali Ballantine and Janeen Wood from the Cromwell and Districts Community Trust tabled and spoke to the Council about its submission to the draft Long-term Plan.

Loretta Bush spoke to the Council about her submission to the draft Long-term Plan.

Martin Anderson from the Cromwell Museum Trust spoke to the Council about its submission to the draft Long-term Plan.

Hilary Spedding spoke to the Council about her submission to the draft Long-term Plan before responding to questions.

John Harris spoke to the Council about his submission to the draft Long-term Plan before responding to questions.

Marilyn Duxson spoke to the Council about her submission to the draft Long-term Plan before responding to questions.

Lynne Jamieson spoke to the Council about her submission to the draft Long-term Plan before responding to questions.

Marie Kahukura tabled and spoke to her submission to the draft Long-term Plan before responding to questions.

Robert Watson spoke to the Council about his submission to the draft Long-term Plan.

NOTE: Cr Cooney left the meeting at 11.41 am and returned at 11.42 am.

Mary Ann Baxter tabled and spoke to the Council about her submission to the draft Long-term Plan before responding to questions.

NOTE: The meeting adjourned at 11.56 am and reconvened at 12.46 pm.

Tony Hammington spoke to the Council about his submission to the draft Long-term Plan.

Malcolm McPherson from the Alexandra Clyde and District Business Group spoke to the Council about its submission to the draft Long-term Plan before responding to questions.

NOTE: The meeting adjourned at 1.14 pm and reconvened on Wednesday 2 June 2021 at 9.00 am.

21.4.3 Submissions on the 2021-31 Long-term Plan Consultation Document

To consider the submissions to the 2021-31 Long-term Plan Consultation Document. Staff gave an overview on the submissions received including a demographic breakdown of the submitters. Council considered all submissions and noted the staff comments on each.

Following discussion, amendments were made to recommendations B and H and a new resolution S was added as follows:

Resolution

Moved: Cadogan

Seconded: Gillespie

That the Council

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

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

B. Receives all submissions, notes the staff comments in relation to each of them, and makes the following resolutions in response to the submissions.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

C. Adopt Council’s preferred option contained in the consultation document for the district museum function but delay implementation to enable sector feedback on alternative options to be worked through and reported back to Council within three months for final determination.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

D. Agrees to the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan that funding for the Cromwell museum be increased by $4,000 to take the proposed funding from $36,000 to $40,000 per annum.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

E. Agrees to the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan that staff are requested to investigate the request for a toilet from the Cromwell Bike park further and provide a report for consideration in a future annual or long-term plan.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

F. Agrees to the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan to amend the fees and charges schedule so that the fees charged at the Cromwell Pool be $30 per hour for lane hire for private swim schools as well as a concession card charging $1 for pool entry for all swim school students.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

G. Agrees to the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan that it proceeds with the preferred option in the consultation document for the Arts, Culture and Heritage Precinct projects being the town hall/events centre and the museum. The Board recommends Council acknowledge that the size of the hall/event centre can change as necessary once further planning and detailed design work has been undertaken to understand needs, growth and future opportunities. This work would also explore options for construction, operation and ownership of the facility.

Carried

During discussion, it was noted that both the library and service centre buildings were district functions. Accordingly, an amended resolution was proposed.

Resolution

Moved: Cadogan

Seconded: Gillespie

H. That Council notes the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan consultation document for the town centre. Council approves the funding for the town centre projects to enable further design work, noting that the library and service centre building will not be demolished. Following completion of design work, Council will review district costs in the 2023/24 annual plan.

Carried

NOTE: The meeting adjourned at 10.04 am and reconvened at 10.23 am.

Resolution

Moved: Cadogan

Seconded: Gillespie

I. Agrees to the recommendation from the Cromwell Community Board on the draft 2021-31 Long-term Plan to proceed with the preferred timing option as outlined in the consultation document, being the hybrid option.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

J. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan that staff are requested to investigate a request for an extension of the junior playground at Pioneer Park and provide a report for consideration in a future annual or long-term plan.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

K. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan that staff provide a report regarding a request Ice Inline for future consideration.

Carried

During discussion about the proposed multi-use turf at Molyneux Park, it was noted that staff were working with a wide group of stakeholders, including the Central Otago Sports Turf Trust and Sports Central.

Resolution

Moved: Cadogan

Seconded: Gillespie

L. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan that staff convene a meeting of Central Otago District Council, Central Otago Hockey Association, Central Lakes Trust and Molyneux Turf Incorporated to discuss a way forward on the proposed multi-use turf and facilities at Molyneux Park.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

M. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan to proceed with the preferred option in the consultation document for the Riverside Park.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

N. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan to proceed with the preferred option in the consultation document for the Omakau Hub.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

O. Agrees to the recommendation from the Vincent Community Board on the draft 2021-31 Long-term Plan to amend the fees and charges schedule so that the fees charged at the Alexandra Pool be $30 per hour for lane hire for private swim schools as well as a concession card charging $1 for pool entry for all swim school students.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

P. Agrees to the recommendation from the Teviot Valley Community Board on the draft 2021-31 Long-term Plan to proceed with the preferred option in the consultation document for the Roxburgh Pool.

Carried

During discussion about resolution Q, it was noted that bridges were a district function and the bridge strategy would be a district strategy. It was noted that consultants had been engaged to assess the bridge assets and progress would be made in the next financial year.

Resolution

Moved: Cadogan

Seconded: Gillespie

Q. Agrees to the recommendation from the Maniototo Community Board on the draft 2021-31 Long-term Plan that Council consider the importance of the bridge strategy and to engage with the community prior to any action being undertaken.

Carried

Resolution

Moved: Cadogan

Seconded: Gillespie

R. Agrees to the recommendation from the Maniototo Community Board on the draft 2021-31 Long-term Plan that Council request staff to consider the suggestion of filling in the ice rink with water, add planting and creating walkways and report back to the Board.

Carried

In response to the submission from Auhaka, the comment from staff was noted that it was agreed that staff would be asked to report back to Council for further consideration.

Resolution

Moved: Cadogan

Seconded: Gillespie

S. That Council requests staff progress discussions around the scope of a partnership agreement with Kā Rūnaka, via Aukaha, and report back to Council for consideration in the 2022-23 Annual Plan.

Carried

In addition to the formal resolutions, the Council noted the following:

· Smokefree policy – Council’s 2018 policy was programmed for review in 2021/22 and the issues raised would be considered as part of that review.

· Planting natives – Council had adopted a tree policy and a planting guideline would be developed.

· Sustainability/climate change/banning fossil fuels – a report would be coming to the next Council meeting about efforts underway to measure carbon emissions and provide an update on Council’s Sustainability Strategy.

NOTE: The meeting adjourned at 11.15 am and reconvened at 11.20 am.

· The availability of the Rate Rebate scheme for those facing financial hardship was noted.

· Comment was made on the Uniform Annual Charge and that the Central Otago District Council was sitting at 29.1% of the 30% limit.

· Council’s shade cloth work and pest control was also noted.

In closing the Mayor provided a heartfelt thanks to staff for all of the work that had gone into the Long-term Plan. He noted the significant increase in the numbers of submitters, which represented one submission for every 27 people in the district. He also thanked elected members for their mahi and commitment to the meetings. The Deputy Mayor extended his thanks to the Mayor and Community Board Chairs for their leadership.

5 Date of Next Meeting

The date of the next scheduled meeting is 30 June 2021.

The Meeting closed at 11.46 am.

...................................................

CHAIR / /

Council meeting

30 June 2021

Name	Member’s Declared Interests	Spouse/Partner’s Declared Interests	Council Appointments
Tamah Alley	Manuherikia Irrigation Co-operative (shareholder) Cromwell Youth Trust (Trustee) Blue Light Central Lakes (Chair) NZ Police (Sworn Constable) Oamaru Landing Service (OLS) (family connection) Cliff Care Ltd (family connection)	Manuherikia Irrigation Co-operative Society Ltd (shareholder) Emergency Management Otago (employee)
Tim Cadogan	Alexandra Musical Society (member) Otago Chamber of Commerce Central Otago Advisory Group member Dunstan Golf Club (member)	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	The Message (Director) Wishart Family Trust (Trustee) Wooing Tree (part-time, occasional employee) Daffodil Day Cromwell 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) 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

30 June 2021

5 Reports for Decisions

21.5.2 Adoption of the 2021-31 Long-term Plan and the 2021/22 Rates Resolution

Doc ID: 537508

1. Purpose of Report

To adopt the 2021-31 Long-term Plan and resolve the setting of the rates, due dates and penalties for rates during the 2021-22 financial year.

Recommendations

That the Council:

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

B. Accepts the decisions recommended as part of the submissions and deliberations process.

C. Adopts the following policies and strategies to be included in the 2021-31 Long-term Plan;

· Infrastructure Strategy

· Financial Strategy

· Revenue and Financing Policy

· Rating Policy

· Investment Policy

· Liability Management Policy

· Significance and Engagement Policy

· Significant Forecasting Assumptions and Risks

· Development and Financial Contributions Policy

D. Sets the 2021-22 Fees and Charges as detailed in Appendix 1.

E. Adopts the 2021-31 Long-term Plan in accordance with Section 93 of the Local Government Act 2002, as detailed in Appendix 2.

F. Requests the Chief Executive Officer prepare the final 2021-31 Long-term Plan for publication.

G. Requests the Chief Executive Officer to formally advise submitters of its decisions.

It is Recommended, for the setting of rates, that the Council:

H. Acknowledges that the rates, the subject of this report, relate to the financial year 1 July 2021 to 30 June 2022, and are all GST inclusive.

I. Sets the rates for 2021-22, for the year commencing 1 July 2021, as detailed in Appendix 3 - Schedule of Rates, as included in the 2021-31 Long-term Plan in accordance with section 23 of the Local Government (Rating) Act 2002.

J. Resolves that the rates for 2021-22 (other than for metered water) be payable in four equal instalments on the dates as detailed below:

· 20 August 2021

· 22 November 2021

· 21 February 2022

· 20 May 2022.

K. Resolves that Council charge postponement fees on postponed rates in accordance with Council’s postponement of rates policy and sections 87 and 88 of the Local Government (Rating) Act 2002.

L. Resolves that Council set penalties for 2021-22 on unpaid rates (other than for metered water) under sections 24, 57 and 58 of the Local Government (Rating) Act 2002 on unpaid rates as follows:

· 10% on any outstanding amount of any instalment not paid by the due date. The penalty will be applied on 27 August 2021, 26 November 2021, 28 February 2022 and 27 May 2022 respectively for each instalment;

· 10% on amounts outstanding from earlier years, such penalty being applied on 1 October 2021 and 1 April 2022.

· Requests for waiver of penalties, should be sent, in writing, to the Rates Officer, in accordance with the Council’s Remission of Penalties Policy;

M. Sets the due dates for 2021-22, for the year commencing 1 July 2021 for metered water billing as follows:

Bannockburn, Ranfurly, Naseby, Patearoa, Omakau, Clyde and Roxburgh:

i. 21 October 2021, reading taken in September 2021

ii. 21 April 2022, reading taken in March 2022

Cromwell and Pisa:

iii. 23 December 2021, reading taken in November 2021

iv. 23 June 2022, reading taken in May 2022

Alexandra:

v. 25 November 2021, reading taken in October 2021

vi. 26 May 2022, reading taken in April 2022

N. Resolves set penalties for 2021-22 under sections 57 and 58 of the Local Government (Rating) Act 2002 on unpaid metered water rates as follows:

O. Sets a charge 10% on any metered water rates unpaid after the due date. The penalty will be applied on the date below for the respective instalments:

Bannockburn, Ranfurly, Naseby, Patearoa, Omakau, Clyde and Roxburgh

i. 29 October 2021 and 29 April 2022

Cromwell and Pisa Moorings

ii. 21 January 2022 and 30 June 2022

Alexandra

iii. 03 December 2021 and 03 June 2022

2. Background

A number of workshops were held with Council and community boards which included activity budgets, fees and charges, policies, strategies, content for the consultation process, and community engagement. Each community board made recommendations back to Council on fees and charges, activity budgets for their wards, and content to be included in the consultation document. Council accepted these recommendations.

This resulted in five key proposals, being presented to the community as part of the 2021-31 consultation document Ka Aka Whakamua - Framing our Future. These five proposals were:

1 District Museum Function

2 Cromwell Masterplan

3 Alexandra Riverside Park Development

4 Omakau Community Hub and the

5 Roxburgh Community Pool

Council presented several options to the communities on these five topics and included Council’s preferred option for each of the topics. Council received 852 submissions as a result of the month-long consultation process. This was a record number of submissions since the 2018-28 Long-term Plan were received, 478 submissions. Hearings and deliberations were held in the last two weeks of May for the community boards where they considered their ward-specific proposals and made recommendations to Council for consideration in the 2021-31 Long-term Plan. Council hearings and deliberations were held on 1 and 2 June 2021. As a result of this deliberations process, the 2021-31 Long-term Plan has been prepared and is now ready for adoption by Council. The community supported Council’s preferred option for each of the five proposals.

The Local Government Act 2002 (section 93) requires that the Long-term Plan is adopted by 30 June preceding the financial year it relates to. The Local Government (Rating) Act 2002 states that the rates be set by Council resolution (Section 23), that due dates be set by resolution of Council (Section 24) and that penalties be set by resolution of Council (Sections 57 and 58).

Once adopted, the 2021-31 Long-term Plan will see an average rate increase across the District of 6.7% for Year 1.

3. Discussion

The rates, due dates, amounts and matters for differential rating have all been included in Council’s 2021-31 Long-term Plan. The resolution to set rates permits Council to charge the rates planned for year one of 2021-31 Long-term Plan.

Council have elected to remain with their five preferred options, as supported by the community feedback. However, Council have also asked to review the district-wide component of the Cromwell MasterPlan after Year two once the urban design has been completed. This helps address the community’s concern that Council may be unnecessarily removing buildings that could continue to be used as their current function or possibly be repurposed. Council has also elected to remain with the preferred option for the District Museum strategy but has delayed implementation to enable sector feedback on alternative strategy options to be worked through and reported back to Council within three months for final determination. Audit New Zealand carried out an audit of the Consultation Document and all supporting documentation, including the Infrastructure Strategy and Financial Strategy and issued an unmodified audit opinion in March 2021.

At the time of writing this paper Audit New Zealand is back on-site auditing the final 2021-31 Long-term Plan. A key focus from Audit New Zealand, is on the ability of Council to complete the capital works programme due to multiple councils competing for the same set of resources across New Zealand. This has been compounded with the additional proposed spending in the three-waters area because of the stimulus funding packages. In regard to the financial model, proposed debt and rating impact, staff are not expecting there to be any significant changes to the attached 2021-31 Long-term Plan as there have not been any changes to the initial budgets presented to Audit New Zealand pre-consultation.

4. Options

Option 1 – (Recommended)

Council adopts a long-term plan in order to communicate to the community what services and infrastructure Council plan to offer the community, and how these services and infrastructure will be funded. Council adopts to set the rates, due dates and penalties for the 2021/22 year by resolution. This resolution sets the rates per Council’s Long-term Plan 2021-31 and according to the Revenue and Financing Policy.

Advantages:

· Council can collect rates and penalties for the 2021/22 year

· Council has a mechanism to fund the activities detailed in the 2021-31 Long-term Plan

· Council will meet legislative requirements

· Adopting the Long-term Plan and setting the rates is a requirement by Council so they can subsequently strike the rates and invoice the community for the activities contained within the 2021-31 Long-term Plan.

Disadvantages if this option is not followed:

· Council would not be able to strike the rates and collect the rating income and penalties for the 2021/22 year

· Council may not be able to borrow the required funds needed to support the proposed infrastructure developed contained in the 2021-31 Long-term Plan

· Council will breach its legislative requirements which may harm the reputation of Council.

· This will lead to the Long-term Plan being delayed for adoption and may require additional auditing, which may lead to a breach of statutory deadlines and a delay in the striking of the rates.

Option 2

Request additional changes to the attached 2021-31 Long-term Plan document.

Advantages:

· Allows for further changes to be made to the Long-term Plan.

Disadvantages:

· Breach of the Local Government Act 2002 Sec 93(3) - A Long-term Plan must be adopted before the commencement of the first year to which it relates and continues in force until the close of the third consecutive year to which it relates

· Rates cannot be set or collected before the Long-term Plan is adopted

· Additional costs.

5. Compliance

Local Government Act 2002 Purpose Provisions	Delivering on all four well-beings by financially enabling projects in the 2021-31 Long-term Plan to progress. The resolution to set rates, due dates and penalties is a direct result of Council’s adherence to the Local Government (Rating) Act 2002 and the Local Government Act 2002.
Financial implications – Is this decision consistent with proposed activities and budgets in Long-term Plan/annual plan?	The adoption of the plan will result in an average, rates increase of 6.7% for the 2021/22 year. This process ensures Council is able to fund the new activities it has consulted on as part of the consultation process plus fund the on-going activities also contained within the 2021-31 Long-term Plan.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes. Local authorities must have at all times a Long-term Plan under Section 93 of the Local Government Act 2002.
Considerations as to sustainability, the environment and climate change impacts	Environmental and climate change impacts are considered throughout the Long-term Plan and the Infrastructure Strategy.
Risks Analysis	A failure to set the rates by resolution would result in Council not being able to set and collect rates or penalties within the projected timeframes schedueld for the 2021/22 year. Council may not be able to borrow funds. Council may damage its reputation.
Significance, Consultation and Engagement (internal and external)	The decision to adopt this report is significant as adoption will approve the 2021-31 Long-term Plan and the consequential setting of the 2021/22 rates. It also details Council’s activities and budgets to fund these activities.

6. Next Steps

Once Council resolves to set the rates for 2021/22 the rates will be calculated for each property and struck in July 2021. Notification of these rates will be sent to the appropriate property owners by way of rates assessments and rates invoices in accordance with the Local Government (Rating) Act 2002.

Once the 2021-31 Long-term Plan has been adopted, it will be printed and distributed within a month, along with the response letters to submitters.

7. Attachments

Appendix 1 - Fees and Charges 2021-22 ⇩

Appendix 2 - LTP 2021-2031 ⇩

Appendix 3 - Rating Policy 2021-22 ⇩

Report author:	Reviewed and authorised by:

Leanne Macdonald	Sanchia Jacobs
Executive Manager - Corporate Services	Chief Executive Officer
11/06/2021	23/06/2021

Council meeting

30 June 2021

11 June 2021

To: Community Services Committee

Central Otago District Council

via e-mail: Gordon.bailey@codc.govt.nz

From:

Rose Quirk

Property Manager

Colliers International (on behalf of LINZ)

PO Box 416

Queenstown

COMMUNITY SERVICES COMMITTEE – AGENDA ITEM

1. Freedom Camping:

Cougar Security did the monitoring of the sites over the 2020/21 summer period.

The vehicle counters at all the LINZ sites showed these sites were very highly used over the 2020/2021 summer period.

2. Lake Dunstan Facilities Management:

Fulton Hogan are still undertaking their facilities maintenance rounds of the LINZ sites. The toilet cleaning and rubbish collection has gone down to 3 days a week until December 2021.

3. Lake Dunstan – Sediment build up near the Butchers Drive Boat ramp

It has been determined that due to the shallow water at this boat ramp that it should now only be used for launching jet skis and jet boats, i.e. no boats with prop engines.

4. Biosecurity Restoration projects at McNulty Inlet and Lowburn

LINZ have been working with the Lake Dunstan Charitable Trust (were Guardians of Lake Dunstan) on these sites where there is an opportunity to improve the environment. The first stage is to commission a Landscape Plan for both sites setting out options around extent and scale. Following this, discussions with all interested parties, including territorial authorities, Contact Energy and rūnanga will influence the implementation plan and approach.Future restoration works could be replicated around the lake as further funds are raised by the community.

5. Lowburn – Mana Watersports Limited:

This water park was very busy over the 2020/2021 summer period. Unfortunately, they had to close early (i.e. prior to 31 March 2021) due to high winds which caused damage to the Inflatable water park. They are looking for an alternative site for the 2021/2022 summer season.

6. Lake Dunstan Community Engagement

LINZ have been working with the Lake Dunstan Charitable Trust (were Guardians of Lake Dunstan) to develop a community Engagement plan and future vision for the lake.. This includes funding a role to facilitate local community events to educate and engage lake users and the wider community around the complex aspects of the Lake that LINZ has responsibilities for managing.

7. Lake Dunstan Aquatic Weed Management Committee

LINZ chaired the Lake Dunstan Aquatic Weed Management Committee meeting on 19^th May 2021 at the Contact Offices in Clyde to discuss lagarosiphon management in Lake Dunstan. The meeting was attended by representatives of NIWA, Otago Regional Council, DOC, a Check Clean Dry representative, the Harbour Master, Lake Dunstan Charitable Trust, Contact Energy, CODC, Otago Fish & Game, Clutha Fisheries Trust, Cromwell & District Community Trust, and Cr Michael Laws. LINZ is proposing a revision of the 10 Yr Management Plan goals and milestones, which will be iterated with the committee members in the near future.

Control works conducted in 2020/21 were presented, including boat-based diquat treatment in March 2020, boat-based cutting in September 2020, hand cutting at ramps/amenity areas in September-November 2020 and March-April 2021, aerial diquat treatment in December 2020, and boat based diquat treatment in April-May 2021. NIWA discussed the results of inspections they conducted in September 2020 and March 2021, for the purpose of monitoring the effectiveness of the control works conducted prior. NIWA’s inspections showed that the March 2020 herbicide treatment showed good to excellent results at most of the high amenity sites, with Champagne Gully having a reduction of lagarosiphon cover by 50%. Good treatment results were also seen at the Northburn ski lane. Poorer results were seen at the Annan Inlet, Cromwell Swimming Beach and in the shallows at Jacksons. It was noted by NIWA that Bendigo ramp and Butcher’s drive have a high risk of weed contact by lake users, and Dairy creek had a moderate risk. NIWA also provided a presentation on research and development that they are conducting regarding new management tools and technologies.

Presentations were followed with a round table discussion to identify areas of concern that should be considered in control works during 2021/22; sites of concern included Bendigo, Champagne Gully, Bannock Burn, the boat ramp at Butchers Drive, Cromwell swimming beach area, Old Town Cromwell, and an area South of Cromwell towards the dam. Communications were also discussed as a high priority, to set clear expectations among the community about what can be achieved by explaining the complexity of the issue and the planned approach. LINZ will now draft an annual works programme and communications based on this feedback and will work with the committee to iterate these.

30 June 2021

21.5.4 Revocation of Part of Greenway Reserve off Waenga Drive

Doc ID: 541066

1. Purpose of Report

To revoke the Local Purpose (Amenity) Reserve classification for 619m² (subject to survey) from Lot 201 DP 359519, which is part of Waenga Drive Greenway Reserve.

Recommendations

That the Council

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

B. Agrees to progress the revocation of the Local Purpose (Amenity) Reserve classification from the specified 619m² (subject to survey) area from Lot 201 DP 359519.

C. Agrees public notification of the proposed revocation in accordance with section 24(2)(b) of the Reserve Act 1977.

D. Agrees (following the successful completion of the public notification process, and decision) that the Minister of Conservation is notified in writing of the Council decision and request that the specified part of Waenga Drive Greenway Reserve be approved for revocation and notified in the Gazette.

E. Agrees that if reserve status of the specified Part of Waenga Drive Greenway Reserve is successfully revoked via Gazette notice, that all affected parties are notified and the underlying land is disposed of, subject to subdivision, to the adjoining landowner being Foodstuffs South Island Properties Limited on behalf of Cromwell New World.

F. Agrees that the remainder of Lot 201 DP 359519 of the Waenga Drive Greenway Reserve (excluding the relevant part of Waenga Drive Greenway Reserve in recommendation B above) remain as Local Purpose (Amenity) Reserve.

2. Background

A request from Foodstuffs South Island Properties Ltd (Foodstuffs) to purchase 619m² of greenway adjacent to the New World site in Waenga drive was considered by the Cromwell Community Board (the Board) at its meetings of 5 February 2019 and 30 June 2020.

At its meeting on 15 June 2021 the Board recommended that Council agree to sell the specified Part of the Waenga Drive Greenway Reserve on terms and conditions which included the requirement for public notification of the revocation of the reserve status and the Minister of Conservation consenting to the revocation of the reserve status. Foodstuffs are to meet the costs of this process.

The part of the reserve sought to be revoked is 619m² more or less (subject to survey) and part of Lot 201 DP 359519, which was vested in the Central Otago District Council (Council), as a Local Purpose (Amenity) Reserve in 2006. It forms part of the Waenga Drive Greenway Reserve which is an open space system with pathways linking residences and the town centre. It provides a safe route for members of the community for running, walking and cycling while staying off the roads.

A conditional agreement for sale and purchase has been entered into with Foodstuffs. This report seeks to advance the revocation of that Part of the Greenway Reserve off Waenga Drive. If the revocation process is approved the land can then be disposed of by sale to the adjoining landowner, Foodstuffs. The relevant part of the Waenga Drive Greenway Reserve is outlined in red on the below plan:

Reserve status and relevant statutory provisions

The reserve is subject to section 23 of the Reserves Act 1977 (the Act). Council is the administering body of the reserve.

The reserve is classified as a Local Purpose (Amenity) Reserve. The purpose of a Local Purpose reserve is for providing and retaining areas for such local purpose or purposes as are specified in any classification of the reserve.

Pursuant to section 24 and 24A of the Reserves Act 1977, the Council (as administering body) should:

· Resolve that the reservation of the reserve should be revoked and provide reasons.

· Publicly notify the proposal and specify the reasons for the proposal.

· Council’s Hearings Panel will hear any submissions received and make recommendations to Council.

· Council makes a resolution on the recommendations received from the Hearings Panel.

· If the recommendation is to revoke the reserve status, notify the Minister of Conservation in writing of the resolution and request the revocation be approved and notified by Gazette notice; and

· Receive the decision of the Minister of Conservation, and notify the affected parties.

· On receipt of the Gazette notice record the revocation and arrange disposal.

If revocation of the reserve status is confirmed it will remain Council land prior to being subdivided, then disposed of.

It is Council’s statutory duty to consult with the community in its decision making under the Reserves Act 1977. The proposal to revoke the reserve status and dispose of the Part of the Waenga Drive Greenway Reserve will be publicly notified, giving the opportunity for the public to make submissions.

The proposed Public Notice is attached as Appendix 1, and the Statement of Proposal is attached as Appendix 2.

Council’s Hearings Panel is delegated to hear submissions that relate to section 24(2)(b) and 24(2)(c) of the Reserves Act 1977. This process falls under these sections of the Act.

3. Discussion

Benefits from renewal of residual reserve

Alternative expanded store layouts/designs and feasible relocation options within the town centre have been investigated by Foodstuffs and were found to be unviable. The existing supermarket is surrounded by three road frontages (Waenga Drive, Murray Terrace and Elspeth Street). This means expansion options are limited. Foodstuffs preferred option is to purchase part of the Waenga Drive Greenway Reserve adjacent to New World.

The existing greenway was developed 38 years ago, and at some time in the future the concrete path, lighting, irrigation, and plants will need to be renewed.

Foodstuffs' proposal will result in the remaining part of the greenway being redeveloped at no cost to Council.

Key things to note:

· The remaining adjacent local purpose reserve will be developed to ensure a safe, inviting and improved landscaped and amenity space (at Foodstuffs’ cost)

· Its function will not be lost. An open space pathway will continue to link Waenga Drive into the Cromwell Western Greenway network providing a safe and attractive route for the community; and

· As part of this upgrade, improved connectivity will be provided to the Cromwell Town Centre.

· The redevelopment extends the timeframe of when renewal works would be required. This represents a saving to ratepayers.

These associated improvements will ensure that the residual reserve is not adversely affected by the revocation of the reserve status from part of the Greenway Reserve.

Other community benefits

The community will benefit financially from the sale of the specified Part of Waenga Drive Greenway Reserve. As well as the benefit from an upgraded reserve, there will be a financial sum to reinvest in other reserve areas.

Proceeds received from the sale are to be used for the future development and enhancement of other reserve areas within the Cromwell Ward. This is consistent with sections 78-80 of the Act.

Council will hold proceeds from the sale of the specified Part of Waenga Drive Greenway Reserve in its Cromwell Reserves account to use when required for future development, purchase or enhancement of reserves and reserves assets within the Cromwell ward.

Furthermore, the longevity and viability of a key business within the Cromwell community will be maintained. Foodstuffs are a co-operative company, owned by local store operators, and the wholesale supplier to New World supermarkets, including Cromwell New World. Grocery provision is an essential service to meet food and household needs for the community. An improved retail offering strengthens the Cromwell community to shop and support local (with flow-on employment benefits).

Finally, the upgrade will provide significant investment in the town centre and the community. The estimated build cost is $7 million and construction time 12 months. Local contractors and sub-contractors will be used where possible.

Giving effect to the upgrade of the greenway adjacent to the supermarket

Should the reserve status be revoked, Foodstuffs will need to apply for subdivision consent to create a section for disposal. Foodstuffs will then develop the residual land (at their own cost) in accordance with the approved landscape plan for this area.

4. Options

Option 1 – (Recommended)

Proceed to revoke the Local Purpose (Amenity) Reserve classification of the specified 609m² (subject to survey) from Lot 201 DP 359519, known as Waenga Drive Greenway Reserve, for disposal as recommended in this report.

Advantages:

· The community receives an upgraded greenway reserve.

· The community gains funding that can be used to redevelop other reserves within the ward.

· A business providing community benefit within Cromwell is able to expand to provide increased benefit.

Disadvantages:

· Reserve land can be an emotive matter, and revocation of its status could be viewed negatively by some in the community. However, fair consideration of community views is the reason for public notification and hearings processes being undertaken.

Option 2

Do not proceed to revoke the Local Purpose (Amenity) Reserve classification of the specified 609m² (subject to survey) from Lot 201 DP 359519, known as Waenga Drive Greenway Reserve.

Advantages:

· Reserve land area is not reduced in size by revocation and sale of a portion of the land.

Disadvantages:

· This may have legal implications, as Council has entered into a conditional sale and purchase agreement with the applicant. Conditions include Council agreeing to sell the specified part of the reserve which include proceeding with the public notification process for revocation of reserve status and its disposal.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social, economic, and environmental wellbeing of the community, in the present and for the future, by enabling a business providing community benefit to reconfigure its options for growth; as well as through renewal of the residual reserve.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	All costs of the revocation process will be borne by Foodstuffs. Proceeds received from the future sale are to be used for the future development and enhancement of other reserves areas within the Cromwell Ward.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Foodstuffs is responsible for all costs. Resource consent and written permission from the Council is required to undertake any subdivision and development of the specified Part of Waenga Drive Greenway Reserve. The proposed landscape plan for the residual reserve has already been approved by the Community Board. The revocation of the reserve status will not affect compliance with any conditions of existing resource consents or existing Council infrastructure (which can be considered and protected via easement as part of any future subdivision from the wider reserve). The Proposal is consistent with the proposed Cromwell Masterplan and its strategic objectives including by revitalising the town centre and associated improved access (Objective 6) and enhancing the greenways of Cromwell (part of Objective 5, residential development and amenity).
Considerations as to sustainability, the environment and climate change impacts	There will be a small loss of greenspace of 619m² which is not anticipated to have an impact on sustainability or climate change matters.
Risks Analysis	The loss of 619m² from the local purpose reserve is not considered to materially affect the purpose for which the reserve is held, particularly as Foodstuffs' proposal will result in the remaining greenway being redeveloped. A potential precedent for selling off reserve land may be set; however, this will be mitigated by all future applications or proposals being assessed on their own merits on a case-by-case basis.
Significance, Consultation and Engagement (internal and external)	The public will have the opportunity to formally submit on the revocation proposal.

6. Next Steps

Advertise proposal to revoke reserve.	8 July – 9 August 2021
Board Hearings Panel considers submissions.	14 September 2021
Hearing Panel recommendation presented to Council.	3 November 2021
Council adopts or rejects Hearings Panel recommendation.	3 November 2021
Request the Minister of Conservation’s consent to revoke the reserve status.	5 November 2021
Foodstuffs apply for resource consent if Minister of Conservation consent is approved.	TBC
Upon Foodstuffs providing survey plan, request Department of Conservation to publish Gazette Notice to revoke reserve.	TBC
Settlement of the sale contract 10 working days after all consents and title issued.	TBC

7. Attachments

Appendix 1 - Proposed Public Notice ⇩

Appendix 2 - Proposed Statement of Proposal ⇩

Report author:	Reviewed and authorised by:

Gordon Bailey	Louise van der Voort
Parks and Recreation Manager	Executive Manager - Planning and Environment
15/06/2021	16/06/2021

Council meeting

30 June 2021

Proposed revocation of part of Lot 201 DP 359519 (Waenga Drive Greenway Reserve)

Public notice date: 8 July 2021

Statement of Proposal:

The Central Otago District Council and the Cromwell Community Board are proposing to revoke the Local Purpose (Amenity) Reserve classification of approximately 619m² of the Waenga Drive Greenway Reserve, and dispose of it by sale to adjoining landowner Foodstuffs South Island Properties Ltd.

Schedule of land:

The land proposed to be revoked is part of Lot 201 DP 359519 in Cromwell and is outlined in red on the plan below.

Why is the revocation of the land needed?

The revocation of the reserve status of the land is necessary to provide for the expansion and upgrade of an existing supermarket which is surrounded by three road frontages (Waenga Drive, Murray Terrace and Elspeth Street) with the ability only to expand to the land which is part of the Waenga Drive Greenway Reserve. The expansion and upgrade are necessary to ensure the existing supermarket is safe, attractive and viable. It will provide an improved and viable retail offering for the community and strengthen the Cromwell town centre.

How is the area used now?

The Waenga Drive Greenway Reserve is an open space system with pathways which links residences and the town centre. It provides a safe route while staying off the roads for members of the community running and walking.

How will the revocation affect users of the reserve?

The revocation will have little adverse effects on the users of the reserve. An open space pathway will continue to link Waenga Drive into the Cromwell Western Greenway network providing a safe and attractive route for the community. The remaining adjacent local purpose reserve will not have its reserve classification revoked and will be redeveloped to provide improved amenity and a safer, inviting and landscaped space (at Foodstuffs cost). Privacy and amenity concerns of potentially affected neighbours and reserve users will be mitigated through landscape design. A Landscape Plan approved by the Community Board for the reserve is attached.

The community will further benefit from proceeds received from the disposal and sale which will be used for the future development and enhancement of other reserves areas within the Cromwell Ward.

How will the expansion of retail activity affect the reserve?

The redevelopment of the existing supermarket will create a beautified area for the enjoyment of the community. Additional planting and landscaping is proposed, and better amenity and connectivity will be provided to the Cromwell Town Centre. Any expansion of retail activity on the land will still require resource consent under the Resource Management Act 1991. Through this process the Council will consider any adverse effects of the proposed upgrade and expansion and how these can be avoided, remedied and managed.

What is the process and how long will the process take?

Section 24 of the Reserves Act 1977 provides the mechanism for revoking part of a classification of a reserve. The proposal is to revoke the Local Purpose (Amenity) Reserve classification of approximately 619m² of the Waenga Drive Greenway Reserve and dispose of it by sale to adjoining landowner Foodstuffs South Island Properties Ltd. This will enable the existing Cromwell New World to expand onto the site identified above.

The revocation process usually takes between 6 – 12 months.

What opportunities are there for involvement?

You can make a written submission by 5.00pm Monday 9 August 2021 on the proposed revocation of part of a reserve. Your submission may address any aspect of the proposal. Your submission will be considered before proceeding with the revocation process as set out in the Reserves Act 1977.

You may also have the opportunity to attend a hearing of submissions if such a hearing is held.

Submissions can be made online via Council’s website www.codc.govt.nz/consultation or by completing the attached form. Your form can be dropped into the Council office at 1 Dunorling Street, Alexandra, or posted to:

Revocation of Part of Waenga Drive Greenway Reserve

Central Otago District Council

PO Box 122

Alexandra 9340

For general enquiries please contact [insert]

30 June 2021

21.5.5 Hardship Grant Application for Alexandra District Museum Inc.

Doc ID: 540373

1. Purpose of Report

To consider a hardship grant application from the Alexandra District Museum Inc.

Recommendations

That the Council

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

B. Declines a hardship grant application request of $12,242 plus GST.

2. Background

Alexandra District Museum Incorporated. (ADMI), operating as Central Stories Museum and Art Gallery, has received an annual grant from Central Otago District Council since 2005. The grant amount from Council for the past three years has been $48,967.80 plus GST per annum, which is in addition to the annual grant received from the Vincent Community Board, of $73,451.52 per annum. Both grants contribute to the operational costs of the museum and art gallery and are linked to service level agreements with the Council and Community Board respectively.

The Central Stories website states, “Central Stories is the major public art gallery for Central Otago. It is the main public Museum for the Central Otago region covering human and natural history with features on gold mining, gold dredging, geology and an indoor enclosure for live Otago Skinks. The Good Art Shop features exclusive and quality artworks and bespoke quality craft items”.^{^[1]}

3. Discussion

At the meeting on 5 May 2021, Council agreed to leave this item to lie on the table, pending a decision on the district museum function as part of the Long-term Plan 2021-2031 process. At the Long-term Plan deliberations meeting on 2 June 2021, Council decided not to support the status quo option to fund ADMI as a district museum carrying out associated district functions. On 9 June 2021, the Vincent Community Board considered a hardship grant application from ADMI and resolved to grant them $18,364.

The 2019 Grants Policy requires all community and promotions grant funding be allocated through a contestable process at six-monthly funding rounds, in October and April each year. The transition to this funding timeline will commence from the adoption of the 2021-2031 Long-term Plan from 1 July 2021. As this is a change in operational timelines for Council funding rounds, a hardship grant application has been set up for groups who have been reliant on Council grants to pay staff wages and will be at risk of being unable to continue paying these wages without this funding.

The hardship grant application process is independent to Council and community board contestable grant funding rounds and will not influence future eligibility in these decision-making processes. However, any hardship grant funding will be sourced from contestable grant budgets, thus reducing the amount of funding for future distribution in the next financial year.

ADMI has applied to both the Council and Vincent Community Board for hardship grants to enable their continued operation until their grant applications to Council and the community board contestable funding rounds can be heard.

ADMI has applied for a total of $30,606 in hardship grant funding to cover operating costs for three months (July through September) – $12,242 from Council and $18,364 from the Vincent Community Board. According to ADMI’s three monthly profit and loss report, the average monthly cost to keep the doors open and staff paid is approximately $10,675.

ADMI’s financial balance sheet as of 31 March 2021 (Appendix 2) states that the group has $215,429 in the bank. According to the Trust’s accountant, ADMI currently has $180,000 in the bank which is tagged to the Elizabeth Heafy Bequest (Appendix 7), which means that ADMI has $35,429 left in the bank for operational expenses. Furthermore, the Trust now also has the money they have been granted by the Vincent Community Board, which they will receive after the Long-term Plan is signed off on 30 June 2021. It is understood that while the Elizabeth Heafy Bequest money was not bequeathed for any specific purpose, the Trust Board resolved “that the Heafy Bequest monies be retained as a capital investment with the interest being accumulated to purchase a specific artwork or artifact acquisition for the Museum Collection” (Appendix 5). It is not the preference of the Trust to use these funds for operational expenses.

It should be noted that the purpose of this hardship grant is to tide community organisations over who have no other options to continue operating, based on demonstrated financial need and where there is a clear gap in funding.

ADMI’s financial report demonstrates that in addition to the funding they receive from Council and the Vincent Community Board, they have also received grants from external sources over the past 12 months to assist them to carry out their activities.

During the first quarter of the 2021/22 financial year, projects that ADMI intends to carry out include:

· Refreshing existing and establish new exhibits/displays in the museum

· “Winterstella” exhibition

· Arts Gold Awards

· Activities supporting the 65^th Anniversary of the Alexandra Blossom Festival

ADMI Funds 1 July 2021 -30 September 2021

Elizabeth Heafy Bequest money	$180,000
ADMI untagged available funds	$35,429
ADMI VCB hardship grant application funds (approved)	$18,364
ADMI Council hardship grant application funds (undecided)	$12,242
ADMI operational expenses (approximately)	$32,025

4. Options

Option 1 – (Recommended)

Council declines a grant request of $12,242 plus GST to ADMI.

Advantages:

· This decision is in line with Council’s hardship grant application criteria, which states that “grants will be awarded based on demonstrated financial need where it is clear that the gap in funding will severely threaten the applicant’s ability to operate”.

· Council’s grant budgets would remain intact for the community grants funding round, which opens on 1 July 2021.

Disadvantages:

· No perceived disadvantages due to ADMI securing funding from Vincent Community Board through the hardship grant application process.

Option 2

Council approves a grant request of $12,242 plus GST to ADMI.

Advantages:

· ADMI will have additional funds to continue their operations.

Disadvantages:

· Any allocated funds will be removed from the contestable funding round that will open 1 July 2021.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social, cultural, economic, and environmental wellbeing of communities, in the present and for the future by ‘awarding grants primarily for ‘local community infrastructure’ and ‘local services’ as these are interpreted in the Central Otago context.’
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	Yes, the Council has agreed to use budgeted funds in the 2021-2031 Long-term Plan for hardship grant applications. Funds will be made available 1 July 2021.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes, the recommended decision is consistent with the Central Otago District Council Grants Policy.
Considerations as to sustainability, the environment and climate change impacts	There are no implications.
Risks Analysis	There is no perceived risk to this decision.
Significance, Consultation and Engagement (internal and external)	This application does not require consultation and is not considered significant.

6. Next Steps

The Council agrees on and resolves the grant amount for the applicant.

The applicant will be advised in writing of the Council’s decision, with information about any conditions applied to the approved grant, and the process for uplifting the grant if relevant.

If approved, payment of the approved grant is made once an invoice is received.

7. Attachments

Nil

Report author:	Reviewed and authorised by:

Nikki Aaron	Sanchia Jacobs
Community Development Officer	Chief Executive Officer
23/06/2021	23/06/2021

30 June 2021

21.5.6 Community Grants Policy

Doc ID: 539983

1. Purpose of Report

To approve minor amendments to the Grants Policy ahead of the next funding round.

Recommendations

That the Council

A. Approves the updated grants policy.

B. Agree to a formal review of the policy in late 2021.

2. Background

The grants policy was developed in consultation with community boards and Council, and approved by Council in August 2019 (Resolution 19.7.17). A soft review was undertaken in August 2020 and no improvements or amendments were identified by elected members or staff during this process (noting though at this point in time there had only been one funding round since the introduction of the policy).

3. Discussion

The first fully contestable funding rounds for Council and community boards since the adoption of the 2019 Grants Policy will be opened to the community in July 2021. In preparation for this, Staff have reviewed the policy to make sure the funding criteria and priorities are clearly articulated for potential applicants and to capture any significant policy and legislative changes that could impact the way that grants are issued.

Since August last year there have been some changes that impact on the operation of the policy. There are now stronger requirements in health and safety signalled from the Whakaari (White Island) investigation. Council’s new community outcomes were approved as part of the Long-term Plan process. These along with Council’s grant assessment matrix tables, provide a clearer definition of funding priorities, for both applicants and assessors. Minor changes have been made to the policy to reflect these.

As these changes are either legislative or established Council practices, separate reports on these recommended changes are not being presented to community boards. Staff have identified some other areas for potential improvement, and it is likely that other learnings will be identified through the upcoming funding round. Staff propose to workshop these with the community boards later this year, following grant allocations. It is therefore proposed to bring the grants policy review process forward from August 2022 to late 2021.

4. Options

Option 1 (Recommended)

Council approves the updated grants policy and agrees to bring forward the formal review of this policy to late 2021.

Advantages:

· Enables the incorporation of the community outcomes agreed during the long-term plan to help guide grant decision making.

· Includes the grants assessment matrix so applicants can better understand funding priorities of Council and community boards.

· Enables health and safety requirements to be incorporated in light of recent government direction.

Disadvantages:

· None identified.

Option 2

Council declines the updated policy and does not agree to bring forward the formal review of the policy to late 2021.

Advantages:

· Council’s upcoming community grant funding rounds will operate under the existing grants policy.

Disadvantages:

· Some essential recommended amendments would not be considered until the formal review of the policy.

· The policy is currently silent on health and safety, and this could potentially expose Council to risk.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the four well-beings of communities, in the present and for the future by enabling staff to assess grant applications against all four well-beings.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	No – this decision is provided for within existing budgets
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes – it is seeking approval of changes to align decision making criteria closer to the Long-term Plan.
Considerations as to sustainability, the environment and climate change impacts	Both Council’s community outcomes and four well-beings align with and promote environmental sustainability and resilience.
Risks Analysis	These changes reduce risk to Council as the amendment to include reference to the Health and Safety legislation place greater scrutiny on assessing Health and Safety practises when making funding decisions.
Significance, Consultation and Engagement (internal and external)	These amendments are minor and do not trigger the threshold under the significance and engagement policy.

6. Next Steps

Pending endorsement, the new policy will be uploaded on the website.

7. Attachments

Appendix 1 - Grants Policy ⇩

Report author:	Reviewed and authorised by:

Alix Crosbie	Saskia Righarts
Senior Strategy Advisor	Chief Advisor
18/06/2021	18/06/2021

30 June 2021

21.5.7 Central Otago District Council Emissions Inventory and Management Plan

Doc ID: 540665

1. Purpose of Report

To consider Council’s 2019-2020 emissions inventory and emissions management and reduction plan.

Recommendations

That the Council

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

B. Notes council’s 2019-2020 emissions inventory report.

C. Agrees to set a target of reducing gross emissions by 52% over the next 5 years.

D. Approves council’s emissions management and reduction plan.

2. Background

Central Otago District Council has been working to understand, mitigate and adapt to the impacts of climate change since 2017. A report on climate change implications for the Central Otago District was commissioned and prepared by Bodeker Scientific: “The Past, Present, and Future Climate of Central Otago: Implications for the District.”

A resilience plan has been prepared to identify risks to critical council infrastructure. The plan includes actions and funding required to improve the resilience to events such as those caused by climate change.

Council adopted its Sustainability Strategy in February 2019. The strategy outlines steps that Council will take to be more sustainable; including measuring and reducing Council’s emissions through Toitū Carbonreduce Programme. The strategy has been developed to focus on issues Council directly controls in the first instance.

Council impacts on the sustainability of the community through both the services it provides and the regulatory processes it applies. The manner in which infrastructure services are provided can have a direct environmental impact. Council’s regulatory processes are designed to mitigate the impacts of today's development on the future.

Council declared a climate crisis in September 2019. This declaration was an acknowledgement of the urgency and scale of change needed to avoid the worst impact of climate change.

There are opportunities to reduce council’s carbon footprint, reduce environmental impacts and streamline business processes across all activities. Council will demonstrate community leadership by setting targets and measuring emissions. The Toitū Carbonreduce Programme will support engagement with the community in wider sustainability discussions.

3. Discussion

The ‘2019-20 CODC Emissions Inventory Report’ (Appendix 1) is the first such report to be produced; it sets out Central Otago District Council’s operational emissions (ie. emissions resulting from delivering Council activities) during the 2019-20 financial year. This report and the associated source data have been independently audited by Toitū Envirocare, giving Council and external partners assurance that the figures contained within are accurate.

The Central Otago District Council emissions inventory report is compiled from usage and emissions data from the following emissions sources: electricity, diesel (fuel), petrol, diesel (heating), lpg, coal, wastewater treatment, refrigerants (heatpumps), CO₂gas, air travel, rental cars, fertiliser use and waste to landfill.

As adapted from the Greenhouse Gas (GHG) Protocol, these emissions were classified into the following categories:

· Direct GHG emissions (Scope 1): GHG emissions from sources that are owned or controlled by the company.

· Indirect GHG emissions (Scope 2): GHG emissions from the generation of purchased electricity, heat and steam consumed by the company.

· Indirect GHG emissions (Scope 3): GHG emissions required by the Programme that occur as a consequence of the activities of the company from sources not owned or controlled by the company. Inclusion of other Scope 3 emissions sources is done on a case-by-case basis.

Central Otago District Council’s greenhouse-gas emissions (GHG) by scope is shown in Figure 1.

Figure 1: GHG emissions (tonnes CO2e) by scope

Central Otago District Council has been divided into seven separate business units to provide more detailed information: Three Waters, Roading, Property and Facilities, Parks and Reserves, Pools, Solid Waste and General Council. These better reflect the major greenhouse-gas emission producers within Council’s organisational structure.

An overview of Central Otago District Council’s greenhouse-gas emissions (GHG) by business unit is shown in Figure 2.

Figure 2: GHG emissions by business unit

Council’s top 10 greenhouse-gas emissions by source is shown in Figure 3.

Figure 3: GHG emissions by source - top 10

Council’s largest emissions source is from the disposal the districts waste landfill. Central Otago District Council contracts the management of four transfer stations, kerbside collection and transfer to landfill to All Waste. All of Council’s kerbside and transfer station waste goes to Victoria Flats Landfill. The landfill is located within the Queenstown Lakes district.

The landfill is operated by SCOPE Resources under a build own operate transfer (BOOT) contract with Queenstown Lakes District Council. An agreement permits waste collected in the Central Otago district to be disposed at the landfill through to 2029.

Disposal of the districts waste to landfill is a Scope 3 additional emission and accounts for 72% of Council’s gross emissions.

Council’s second largest emissions source is a result of wastewater treatment throughout the district. It is a substantial source because it accounts for the entire districts’ wastewater production and treatment.

Waste (sludge and screenings) generated from wastewater treatment accounts for 8% of Council’s mandatory emissions. The incorporation of modern technology and processes during future upgrades will result in lower emissions when compared to the current facilities.

Another large emissions source is from electricity. Council has 165 metered sites under this source. Some reduction projects outlined in Appendix 2 (Table 1), while reducing other fuel use, will increase emissions from electricity.

Emissions from LPG and coal fired boilers account for over 9% of Council’s mandatory emissions.

Central Otago District Council is committed to managing and reducing its emissions in accordance with the Programme requirements. The ‘2019-20 CODC Emissions Management and Reduction Plan’ (Appendix 2) provides details of the emission reduction targets to be implemented. These are ‘SMART’ targets (specific, measurable, achievable, realistic, and time-constrained).

Key projects to reduce emissions include:

· Cromwell swimming pool LPG boiler replacement.

· Alexandra office coal fired boiler replacement.

· Double glazing of Alexandra council office.

· Continued transition to electric/hybrid vehicles.

· Replacement of diesel heating at Tarras hall.

· Improved waste diversion.

· Waste transferred to a landfill with gas capture and destruction system.

This emissions management and reduction plan has set the target for emission reductions from Scope 1, Scope 2 and mandatory Scope 3 emissions at 8% over the 5-year life of this plan. These emissions account for 26% of Council’s gross footprint and excludes emissions from the collection and transfer of district waste to landfill. This emissions reduction target will be measured on the basis of emissions per rateable property.

The report has also set a target of reducing gross carbon emissions reported in 2019/20 by 52%. This 5-year target is on the basis of absolute reductions in GHG emissions rather than a reduction in emissions intensity. A key challenge will be managing emissions reduction targets as the district continues to grow.

4. Options

Option 1 – (Recommended)

Agree to measure Council’s carbon footprint set carbon targets through the emissions management and reduction plan.

Advantages:

· Highlights Council’s commitment to sustainability.

· Sets targets for Council’s emissions management and reduction.

· Shows strong community leadership.

· Places the ownership of sustainability improvements on activities delivered by Council on Council.

· Contribute to emissions reduction targets for New Zealand set through the Climate Change Response (Zero Carbon) Amendment Act 2019.

Disadvantages:

· There is a cost associated with obtaining and maintaining certification with Toitu.

· Investment will be required to further reduce Council emissions.

Option 2

Do nothing

Advantages:

· No ongoing measurement and certification costs.

· No agreement to meet carbon targets.

Disadvantages:

· Does not demonstrate ownership or leadership on sustainability by Council.

· Is unlikely to reduce Council’s carbon footprint, as projects and programmes would not consider their relevant emissions.

· Council will not meet its obligations under the Climate Change Response (Zero Carbon) Amendment Act 2019.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the environmental wellbeing of communities, in the present and for the future by understanding and reducing emissions from Council related activities.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	No – projects outlined in the emissions management and reduction plan are consistent with proposed activities in the long term and annual plans.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes, The following Council policies were considered: · Sustainability strategy · Long term plan
Considerations as to sustainability, the environment and climate change impacts	The emissions inventory report and emissions management and reduction plan supports the actions of Council’s Sustainability Strategy. The emissions management and reduction plan sets targets for Council to reduce its operational emissions.
Risks Analysis	There is reputational risk to Council if the proposed emissions management and reduction plan initiatives are not delivered.
Significance, Consultation and Engagement (internal and external)	The emissions inventory report and emissions management and reduction plan does not meet Council’s significance policy.

6. Next Steps

Following certification Council’s emissions inventory report and emissions management and reduction plan will be made available on Council’s website.

7. Attachments

Appendix 1 - Emissions inventory report 2019-20 ⇩

Appendix 2 - Emissions management and reduction plan 2019-20 ⇩

Report author:	Reviewed and authorised by:

Quinton Penniall	Julie Muir
Environmental Engineering Manager	Executive Manager - Infrastructure Services
21/06/2021	21/06/2021

Disclaimer

The template has been provided by Enviro-Mark Solutions Limited trading as Toitū Envirocare. While every effort has been made to ensure the template is consistent with the requirements of ISO 14064-1:2006, Toitū Envirocare does not accept any responsibility whether in contract, tort, equity or otherwise for any action taken, or reliance placed on it, or for any error or omission from this report. The template should not be altered (i.e. the black text); doing so may invalidate the organisation’s claim that its inventory is compliant with the ISO 14064-1:2006 standard.

This work shall not be used for the purpose of obtaining emissions units, allowances, or carbon credits from two or more different sources in relation to the same emissions reductions, or for the purpose of offering for sale carbon credits which have been previously sold.

The consolidation approach chosen for the greenhouse gas inventory should not be used to make decisions related to the application of employment or taxation law.

This report shall not be used to make public greenhouse gas assertions without independent verification and issue of an assurance statement by Toitū Envirocare.

6 Contents

Disclaimer. 3

Greenhouse Gas Emissions Inventory summary. 6

1 Introduction. 9

2 Statement of intent 9

3 Organisation description. 9

4 Organisational boundaries included for this reporting period. 10

5 Organisational business units excluded from inventory. 11

6 GHG emissions source inclusions. 11

6.1 Other emissions – HFCs, PFCs and SF₆. 17

6.2 Other emissions – biomass. 17

6.3 Other emissions – deforestation. 17

6.4 Pre-verified data. 17

7 GHG emissions source exclusions. 17

8 Data collection and uncertainties. 18

9 GHG emissions calculations and results. 18

10 emissions reductions and removals enhancement 20

11 Liabilities. 20

11.1 GHG stocks held. 20

11.2 Land-use change. 21

12 Purchased reductions. 21

13 Double counting / double offsetting. 21

14 References. 21

15 Appendix 1: GHG emissions data summary. 22

Table 1: GHG emissions data summary. 6

Table 2: Gross organisation GHG emissions by scope for current measurement year. 6

Table 3: GHG emissions inventory summary by scope and business unit. 7

Table 4: Mobile and stationary combustion of biomass. 7

Table 5: Deforestation of two hectares or more. 8

Table 6: GHG stock liability (see Table 13: for mass of individual gases). 8

Table 7: Land-use liabilities. 8

Table 8: Renewable electricity generation on-site. 8

Table 9: Purchased emissions reductions. 8

Table 10: Brief description of business units in the certifying entity. 10

Table 11: GHG emissions sources included in the inventory. 12

Table 12: GHG emissions sources excluded from the inventory. 17

Table 13: HFCs, PFCs and SF₆ GHG emissions and liabilities. 20

Figure 1: Organisational structure. 10

Figure 2: GHG emissions (tonnes CO₂e) by scope. 18

Figure 3: GHG emissions (tonnes CO₂e) by business activity. 19

Figure 4: GHG emissions sources by source. 19

Greenhouse Gas Emissions Inventory summary

Table 1: GHG emissions data summary.

	2020
Scope 1	2,428.81
Scope 2	713.19
Scope 3 Mandatory	329.96
Scope 3 Additional	10,006.07
Scope 3 One time	0.00
Total gross emissions	13,478.03

Certified green electricity	0.00
Purchased emission reductions	0.00
Net GHG emissions (all scopes)	13,478.03

Total gross GHG emissions per Full-Time-Equivalent Staff - tCO₂e per FTE staff	91.69
Total mandatory GHG emissions per Full-Time-Equivalent Staff - tCO₂e per FTE staff	23.62
Total gross GHG emissions per Head of Population - tCO₂e per Head of Population	0.63
Total mandatory GHG emissions per Head of Population - tCO₂e per Head of Population	0.16
Total gross GHG emissions per Rateable Property - tCO₂e per Rateable Property	0.96
Total mandatory GHG emissions per Rateable Property - tCO₂e per Rateable Property	0.25
Total gross GHG emissions per Turnover/revenue ($Millions)	204.80
Total mandatory GHG emissions per Turnover/revenue ($Millions)	52.76

Note: total mandatory emissions includes scope 1, scope 2, and scope 3 (i.e. excludes scope 3 one-time and scope 3 additional). Refer to inventory spreadsheet for full time series.

Table 2: Gross organisation GHG emissions by scope for current measurement year.

Indicator	tCO₂e
Scope 1
Other	17.77
Other fuels	249.22
Other fuels - coal	78.60
Other gases	5.86
Passenger vehicles - default age	0.20
Stationary Energy	21.94
Transport fuels	98.08
Water & Wastewater	1,957.14
Scope 2
Electricity	713.19
Scope 3
Electricity	3.57
Scope 3 Additional	10,006.07
Transport - other	37.40
Waste	288.99
Total	13,478.03

Table 3: GHG emissions inventory summary by scope and business unit.

Component gas	Scope 1	Scope 2	Scope 3	Total	Removals	After removals
CH₄	1.09	32.05	9,824.62	9,857.75	0.00	9,857.75
CO₂	2,406.99	680.49	507.94	3,595.42	0.00	3,595.42
HFCs	0.00	0.00	0.00	0.00	0.00	0.00
N₂O	20.73	0.66	3.48	24.86	0.00	24.86
NF₃	0.00	0.00	0.00	0.00	0.00	0.00
PFCs	0.00	0.00	0.00	0.00	0.00	0.00
SF₆	0.00	0.00	0.00	0.00	0.00	0.00
Total	2,428.81	713.19	10,336.03	13,478.03	0.00	13,478.03

Table 4: Mobile and stationary combustion of biomass.

Biomass	Quantity	Tonnes Biogenic CO₂
No activity recorded	n/a	n/a

Table 5: Deforestation of two hectares or more.

Source	Mass	tCO₂e
Deforestation tCO₂e (tCO₂e)	4,273.00	4,273.00

Table 6: GHG stock liability (see Table 13: for mass of individual gases).

Source	Units	Quantity	Potential Liability tCO₂e
CO₂	kilograms, tonnes	942.30	314.93
Diesel stationary combustion	litres	1,700.00	4.61
HCFC-22 (R-22, Genetron 22 or Freon 22)	kilograms	132.30	239.46
HFC-32	kilograms	19.28	13.01
LPG stationary commercial	kilograms	720.00	2.18
R-410A	kilograms	185.15	386.59

Table 7: Land-use liabilities.

Type of sequestration	Liability tCO₂e
Contingent liability (carbon sequestered this reporting period)	3,220.00
Potential sequestration liability (total carbon stock)	114,112.00

Table 8: Renewable electricity generation on-site.

Renewable generation on-site	kWh generated	tCO₂e avoided
No activity recorded	n/a	n/a

Table 9: Purchased emissions reductions.

Type of emission reductions purchased	Amount	tCO₂e
Certified green electricity (tCO₂e)	0.00	0.00
Purchased emission reductions (tCO₂e)	0.00	0.00
Total	0.00	0.00

1 Introduction

This report is the annual greenhouse gas (GHG) emissions^{^[2]} inventory report for the named organisation. The inventory is a complete and accurate quantification of the amount of GHG emissions that can be directly attributed to the organisation’s operations within the declared boundary and scope for the specified reporting period. The inventory has been prepared in accordance with the requirements of the measure-step^{^[3]} of the Programme , which is based on the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (2004) and ISO 14064-1:2006 Specification with Guidance at the Organization Level for Quantification and Reporting of Greenhouse Gas Emissions and Removals^{^[4]}. Where relevant, the inventory is aligned with industry or sector best practice for emissions measurement and reporting.

2 Statement of intent

This inventory forms part of the organisation’s commitment to gain Programme certification.

This inventory reports into the Toitū carbonreduce programme.

3 Organisation description

Central Otago District Council is the territorial authority for the Central Otago district. This is New Zealand’s most inland region, covering an area of 9,969km² and encompassing the electoral wards Cromwell, Maniototo, Teviot Valley and Vincent. We have one of the lowest population densities per square kilometre in New Zealand. In 2019/20 our usual resident population was 21,558 people.

The Central Otago District Council’s purpose is to enable democratic local decision-making to meet the current and future needs of communities. We are responsible for providing good-quality local infrastructure, local public services, and to perform regulatory functions in a way that is most cost-effective for households and businesses of Central Otago.

Council employs 147 full-time staff equivalents, whose role is to help build local community capability through the services and activities we provide. We strive to enhance well-being in our communities. Our community outcomes were defined by conversations and feedback about what well-being looks like for the people living in this district: He Ōhaka e Ora Rāia ana / Thriving Economy/, Toitū te Whenua / Sustainable Environment and He Hapori, He Haumi / Connected Community.

These three Community Outcomes provide a high-level set of goals for all our services and activities. By framing our future through plans, strategies and work programmes against these goals, we seek to improve the social, cultural, economic and environmental well-being of the people in our district, - now and for the future.

Council is working to embed environmental sustainability into its planning and operations. Measuring and reducing the council's carbon footprint is a crucial part of this as set out in our Sustainability Strategy 2019-2024.

4 Organisational boundaries included for this reporting period

Organisational boundaries were set with reference to the methodology described in the GHG Protocol and ISO 14064-1:2006 standards. The GHG Protocol allows two distinct approaches to be used to consolidate GHG emissions: the equity share and control (financial or operational) approaches. The Programme specifies that the operational control consolidation approach should be used unless otherwise agreed with the Programme.

An operational control consolidation approach was used to account for emissions.

The Central Otago District Council is organised according to service and function, as shown in the organisation-diagram below. However, the existing organisational structure does not usefully translate into business units for reporting purposes, therefore Central Otago District Council has been divided into seven separate business units to provide more useful information: Three Waters, Roading, Property & Facilities, Parks & Reserves, Pools, Solid Waste and General Council. These better reflect the major greenhouse-gas emission producers within Council’s organisational structure. Management of all activities is undertaken from Council’s main office at 1 Dunorling Street, Alexandra.

Figure 1: Organisational structure.

Table 10: Brief description of business units in the certifying entity.

Business unit	Description
Three Waters	Responsible for the supply of water, disposal and treatment of wastewater in the district.
Roading	Responsible for the management and maintenance of local roads, and streetlights.
Property & Facilities	Responsible for the management and maintenance of Council-owned property and facilities, e.g. offices, libraries, community halls.
Parks & Reserves	Responsible for the management and maintenance of public parks and reserves, and sports facilities.
Pools	Responsible for the management and maintenance of Council's swimming pools.
General Council	This business unit accounts for corporate services and other emission sources which cannot be categorised in a more specific business unit. E.g. fleet vehicles, and air travel.
Solid Waste	This business unit accounts for emissions from district waste to landfill.

5 Organisational business units excluded from inventory

All business units have been accounted for as part of this inventory.

6 GHG emissions source inclusions

The GHG emissions sources included in this inventory are those required for Programme certification and were identified with reference to the methodology described in the GHG Protocol and ISO14064-1:2006 standards. Identification of emissions sources was achieved via personal communications with Central Otago District Council staff, and cross-checked against operational expenditure records for the reporting period. These records were viewed in order to see what activities may be associated with emissions from all of the operations.

As adapted from the GHG Protocol, these emissions were classified into the following categories:

· Direct GHG emissions (Scope 1): GHG emissions from sources that are owned or controlled by the company.

· Indirect GHG emissions (Scope 2): GHG emissions from the generation of purchased electricity, heat and steam consumed by the company.

· Indirect GHG emissions (Scope 3): GHG emissions required by the Programme that occur as a consequence of the activities of the company but occur from sources not owned or controlled by the company. Inclusion of other Scope 3 emissions sources is done on a case-by-case basis.

After liaison with the organisation, the emissions sources in Table 11 have been identified and included in the GHG emissions inventory.

Table 11: GHG emissions sources included in the inventory

Emissions source	Emissions source quantity	Data unit	Business unit	Scope	Data source notes	Level of Uncertainty
Diesel - Council Cars	11,725.27	L	General Council	Scope 1	Fuel Invoices - Challenge, Caltex, Z Cromwell, Z-Energy	Low
Petrol - Council Cars	25,474.47	L	General Council	Scope 1	Fuel Invoices - Challenge, Caltex, Z Cromwell, Z-Energy	Low
Diesel - Heating	8,096.4	L	Property & Facilities	Scope 1	Fuel invoices - Mini Tankers, McKeown, Z-Energy	Low-moderate
LPG - Reticulated	1145564.85859	kWh	Pools	Scope 1	Contact Energy invoices, Rockgas invoices.	Low
LPG - Bottled	1305	kg	Parks & Reserves	Scope 1	Genesis Energy invoices. (Clyde Rec Reserve/Omakau Domain no longer within CODC operational boundary)	Low-moderate
Refrigerants - heatpumps	0	kg R407c	Property & Facilities	Scope 1	Invoice from HVAC technicians - Shannons HVAC Limited	Low
Rental car	944	km	General Council	Scope 1	Avis Rent-A-Car invoices	Low
Coal - Sub-bituminous - Boiler-fuel	39197.82609	kg	Property & Facilities	Scope 1	Ohai Invoices	Low-moderate
Wastewater Treatment Plants Emissions	1957.13735	tCO₂e	3 Waters	Scope 1	Testing and measurements taken from CODC WWTPs used to calculate GHG emissions by Toitū-provided program.	Moderate
CO₂ - Alexandra and Cromwell Pools	5855.8	kg	Pools	Scope 1	BOC invoices	Low
Fertiliser used on CODC reserves	1,380.00	kg	Parks & Reserves	Scope 1	Delta reporting	Low
Electricity-Time of Use	3,054,709.55	kWh	3 Waters	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use	270,517.58	kWh	Roading	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use	201,460.73	kWh	Property & Facilities	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use	1,660,779.15	kWh	Pools	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly	1,342,794.64	kWh	3 Waters	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly	38.27	kWh	Roading	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly	566,276.21	kWh	Property & Facilities	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly	147,676.66	kWh	Parks & Reserves	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly	55,555.50	kWh	Pools	Scope 2	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use-Transmission and distribution losses	284,536.42	kWh	3 Waters	Scope 3 Mandatory	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use-Transmission and distribution losses	23,573.52	kWh	Roading	Scope 3 Mandatory	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use-Transmission and distribution losses	19,026.37	kWh	Property & Facilities	Scope 3 Mandatory	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Time of Use-Transmission and distribution losses	155,269.31	kWh	Pools	Scope 3 Mandatory	Genesis Energy Invoices, Genesis Energy Spreadsheets	Low
Electricity-Non half Hourly-Transmission and Distribution losses	1,342,794.64	kWh	3 Waters	Scope 3 Additional	NHH electricity-use used to estimate NHH losses. Genesis Energy Invoices, Genesis Spreadsheets	High
Electricity-Non half Hourly-Transmission and Distribution losses	38.27	kWh	Roading	Scope 3 Additional	NHH electricity-use used to estimate NHH losses. Genesis Energy Invoices, Genesis Spreadsheets	High
Electricity-Non half Hourly-Transmission and Distribution losses	566,276.21	kWh	Property & Facilities	Scope 3 Additional	NHH electricity-use used to estimate NHH losses. Genesis Energy Invoices, Genesis Spreadsheets	High
Electricity-Non half Hourly-Transmission and Distribution losses	147,676.66	kWh	Parks & Reserves	Scope 3 Additional	NHH electricity-use used to estimate NHH losses. Genesis Energy Invoices, Genesis Spreadsheets	High
Electricity-Non half Hourly-Transmission and Distribution losses	55,555.50	kWh	Pools	Scope 3 Additional	NHH electricity-use used to estimate NHH losses. Genesis Energy Invoices, Genesis Spreadsheets	High
Air travel domestic (average)	128,551	passenger-km	General Council	Scope 3 Mandatory	Flight charges to credit cards	Low-Moderate
Air travel short haul (economy)	39,020	passenger-km	General Council	Scope 3 Mandatory	Flight charges to credit cards	Low-Moderate
Waste landfilled - No LandFill Gas Recovery - General Waste from office wheelie bins	2,475.70	kg	Property & Facilties	Scope 3 Mandatory	Estimate based on total contractor (AllWaste) collection weights	High
Waste landfilled - No LFGR - General Waste from pool skip	1,180	kg	Pools	Scope 3 Mandatory	Contractor (AllWaste) measured weights of skips as they were emptied	Low
Waste landfilled - No LFGR - General Waste from office skip	6,740	kg	Property & Facilties	Scope 3 Mandatory	Contractor (AllWaste) measured weights of skips as they were emptied	Low
Waste landfilled - No LFGR - General Waste from campground skips	8,910	kg	Parks & Reserves	Scope 3 Mandatory	Contractor (AllWaste) measured weights of skips as they were emptied	Low
Waste landfilled - No LFGR - Screenings (from wastewater)	95,240	kg	3 Waters	Scope 3 Mandatory	Disposal invoices from Contractor (Scope Resources Limited) of screenings from wastewater treatment process	Low
Waste landfilled - No LFGR - Sludge (from wastewater)	171,140	kg	3 Waters	Scope 3 Mandatory	Contractor (SJ Allen Holdigns Limited, Scope Resources Limited) invoices of sludge from wastewater treatment	Low
Waste landfilled - No LFGR - Parks/Reserves/Street litter bins	58,830	kg	Parks & Reserves	Scope 3 Additional	Information provided by waste contractor.	Low - Moderate
Waste landfilled - No LFGR - District Waste	8,312.94	tonnes	Solid Waste	Scope 3 Additional	Invoices from Landfill Management company (Scope Resources), and Contractor (AllWaste) invoices	Low
Diesel used during kerbside-collection of refuse	26535.82	L	District Waste	Scope 3 Additional	Contractor reporting (AllWaste)	Low
Diesel used during kerbside-collection of recycling	27915.51	L	District Waste	Scope 3 Additional	Contractor reporting (AllWaste)	Low
Diesel Fuel used to transfer Waste from Transfer Station to Landfill	13513.93153	L	District Waste	Scope 3 Additional	Contractor reporting (AllWaste)	Low
Transport of Screenings from WWTPs to landfill via ute-towed trailers	4,021.28	t.km	3 Waters	Scope 3 Additional	Contractor reporting, scope invoices.	Low-Moderate
Transport of Sludge from WWTPs	44,426.46	t.km	3 Waters	Scope 3 Additional	Contractor invoices (SJ Allen, Fulton Hogan), calculations	Low-Moderate

6.1 Other emissions – HFCs, PFCs and SF₆

We use hydrofluorocarbons (HFCs) in our operations, and these have been included in the inventory.

No operations use perfluorocarbons (PFCs), Nitrogen Trifluoride (N3) nor sulphur hexafluoride (SF₆), therefore no holdings of these are reported and no emissions from these sources are included in this inventory.

6.2 Other emissions – biomass

No biomass is combusted in the operations and therefore no emissions from the combustion of biomass are included in this inventory.

6.3 Other emissions – deforestation

Deforestation has been undertaken and is shown in Table 5. Forestry consisting of Pinus radiata was cleared from Council-owned land in Alexandra. New Zealand carbon credits (4,273 units, equivalent to 4,273 tCO₂e) were purchased from the Emissions Trading Scheme to offset the carbon-liability being removed. The emissions inventory report does report directly on deforestation and the associated purchased reductions. They have been included for transparency.

6.4 Pre-verified data

No pre-verified data is included within the inventory.

7 GHG emissions source exclusions

Emissions sources in Table 12 have been identified and excluded from the GHG emissions inventory.

Table 12: GHG emissions sources excluded from the inventory

Business unit	GHG emissions source	GHG emissions level scope	Reason for exclusion
General Council	Office Supplies	Scope 3 Additional	Carbon emissions originating from the manufacture of office supplies including paper, pens, computers etc. These are accounted de minimis.
General Council	Freight	Scope 3	Freight emissions have been excluded from this inventory as currently data can not be collated with current purchasing and courier systems.
General Council	Fugitive Refrigerant - Council Cars	Scope 1	Refrigerants estimated to have leaked from the air-conditioning systems in Council cars. Due to Council's cars being well maintained, this is accounted de minimis.
Property and Facilities	Electricity (tenanted sites)	Scope 2 and Scope 3	Electricity for tenanted sites is on-charged. This has been excluded from the inventory as it is not paid for or controlled by Council.

8 Data collection and uncertainties

Table 11 provides an overview of how data were collected for each GHG emissions source, the source of the data and an explanation of any uncertainties or assumptions made. Estimated numerical uncertainties are reported with the emissions calculations and results.

All data was calculated using Toitū emanage and GHG emissions factors as provided by the Programme (see Appendix 1 - data summary.xls).

A calculation methodology has been used for quantifying the GHG emissions inventory using emissions source activity data multiplied by GHG emissions or removal factors.

The table in the Sources section of this report details, for each emissions source, from where data was collected and a brief explanation of any uncertainties and assumptions made in the collection of that data.

The raw collected-data was processed by Toitū Envirocare using their E-Manage reporting-program and greenhouse-gas emissions factors provided by them. During this process all emissions sources are multiplied by an emissions factor which converts the quantity of source activity to tonnes of carbon dioxide equivalent emissions.

9 GHG emissions calculations and results

GHG emissions for the organisation for this measurement period are provided in Table 1 where they are stated by greenhouse gas, by scope, by business unit and as total emissions.

Greenhouse-gas emissions for Central Otago District Council for this measurement period are displayed in Figures 2-4 where they are stated by Scope, by Business unit, and as the top-10 Emissions by source.

The organisation will have a management plan in place for managing and reducing emissions in the future to obtain programme certification.

Figure 2: GHG emissions (tonnes CO₂e) by scope

Figure 3: GHG emissions (tonnes CO₂e) by business activity.

Figure 4: GHG emissions sources by source.

The inventory report and any GHG assertions are expected to be verified by a Programme-approved, third-party verifier. The level of assurance is reported in a separate Assurance Statement provided to the directors of the certified entity.

10 emissions reductions and removals enhancement

The organisation will have an updated management plan in place for managing and reducing emissions in the future in order to maintain Programme recertification.

11 Liabilities

11.1 GHG stocks held ^{^[5]}

HFCs, PFCs and SF₆ represent GHGs with high global warming potentials. Their accidental release could result in a large increase in emissions for that year, and therefore the stock holdings are reported under the Programme (Table 13).

GHG stocks have been reported in this inventory and added into the GHG Stock Liability questionnaire. Central Otago District Council's greenhouse gas liability is composed of gases/fluids necessary to the operation of refrigeration/heating equipment in Council facilities e.g. heatpumps, coal stockpiled for use in a boiler, LPG used at campgrounds, diesel used for heating, and CO₂ used to maintain Pools water quality.

Table 13: HFCs, PFCs and SF₆ GHG emissions and liabilities.

Business Unit	Source	Units	Amount held - end of reporting period	Potential Liability tCO₂e
Pools	CO₂	kilograms	870.56	243.19
Property & Facilities	CO₂	tonnes	71.74	71.74
Property & Facilities	Diesel stationary combustion	litres	1,700.00	4.61
Pools	HCFC-22 (R-22, Genetron 22 or Freon 22)	kilograms	100.00	181.00
Property & Facilities	HCFC-22 (R-22, Genetron 22 or Freon 22)	kilograms	32.30	58.46
Property & Facilities	HFC-32	kilograms	16.20	10.94
3 Waters	HFC-32	kilograms	3.08	2.08
Parks & Reserves	LPG stationary commercial	kilograms	720.00	2.18
3 Waters	R-410A	kilograms	1.10	2.30
Pools	R-410A	kilograms	5.55	11.59
Property & Facilities	R-410A	kilograms	178.50	372.71

11.2 Land-use change

Organisations that own land subject to land-use change may achieve sequestration of carbon dioxide through a change in the carbon stock on that land. Where a sequestration is claimed, then this also represents a liability in future years should fire, flood or other management activities release the stored carbon.

Land-use change has been included in this inventory. Council owns 122 hectares of commercial forests of predominantly Radiata Pine, along with two small areas of Corsican Pine.

12 Purchased reductions

Purchased reductions could include certified “green” electricity, verified offsets or other carbon-neutral-certified services. Organisations may choose to voluntarily purchase carbon credits (or offsets) or green electricity that meets the eligibility criteria set by a regulatory authority. The reported gross emissions may not be reduced through the purchase of offsets or green tariff electricity.

Purchased emission reductions have not been included in this inventory. Council purchased 4,273 units from the New Zealand Emissions Trading Scheme on 31 July 2020 to offset the deforestation that occurred in the 2019/20 year. The deforestation and purchased reductions do not form part of Council’s emissions inventory report.

We do not generate on-site renewable electricity.

13 Double counting / double offsetting

Double counting/offsetting refers to situations where:

· Parts of the organisation have been prior offset.

· The same emissions sources have been reported (and offset) in both organisation and product.

· Emissions have been included and potentially offset in the GHG emissions inventories of two different organisations, e.g. a company and one of its suppliers/contractors. This is particularly relevant to indirect (Scope 2 and 3) emissions sources.

· The organisation generates renewable electricity, uses or exports the electricity and claims the carbon benefits.

· Emissions reductions are counted as removals in an organisation’s GHG emissions inventory and are counted or used as offsets/carbon credits by another organisation.

Double counting / double offsetting has not been included in this inventory.

14 References

International Organization for Standardization, 2006. ISO14064-1:2006. Greenhouse gases – Part 1: Specification with guidance at the organisation level for quantification and reporting of greenhouse gas GHG emissions and removals. ISO: Geneva, Switzerland.

World Resources Institute and World Business Council for Sustainable Development, 2004 (revised). The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard. WBCSD: Geneva, Switzerland.

15 Appendix 1: GHG emissions data summary

More GHG emissions data is available on the accompanying spreadsheet to this report:

CEMARS Emissions Calculator-17-18.xlsx, CEMARS Emissions Calculator-18-19.xlsx, CEMARS Emissions Calculator-19-20.xlsx

Introduction

This report is the annual greenhouse gas (GHG) Emissions Management and Reduction Plan prepared for Central Otago District Council and forms the manage step part of the organisation’s application for Programme certification.^{^[6]}^{^[7]}

Rationale

New Zealand has declared a climate emergency committing to urgent action on reducing emissions.

The Climate Change Response (Zero Carbon) Amendment Act 2019 provides a framework by which New Zealand can develop and implement clear and stable climate change policies that:

· contribute to the global effort under the Paris Agreement to limit the global average temperature increase to 1.5° Celsius above pre-industrial levels

· allow New Zealand to prepare for, and adapt to, the effects of climate change.

The changes do four key things:

· set a new domestic greenhouse gas emissions reduction target for New Zealand to:

§ reduce net emissions of all greenhouse gases (except biogenic methane) to zero by 2050

§ reduce emissions of biogenic methane to 24–47 per cent below 2017 levels by 2050, including to 10 per cent below 2017 levels by 2030

· establish a system of emissions budgets to act as stepping stones towards the long-term target

· require the Government to develop and implement policies for climate change adaptation and mitigation

· establish a new, independent Climate Change Commission to provide expert advice and monitoring to help keep successive governments on track to meeting long-term goals.

Central Otago District is predicted to warm by several degrees by the end of the century. Total precipitation is not projected to change much in the district. The distribution and intensity of rainfall is likely to alter, however, with a greater likelihood there will be longer dry periods and more frequent extreme rainfall events. These events have occurred in the past, though infrequently, providing valuable information as to the consequences of these events and improving planning for the future.

Council adopted its Sustainability Strategy in February 2019. The strategy outlines steps that Council will take to be more sustainable; including measuring and reducing Council’s emissions through Toitū carbonreduce programme. The strategy has been developed to focus on issues Council directly controls in the first instance.

Council impacts on the sustainability of our community through both the services we provide and the regulatory processes we apply. The manner in which we provide infrastructure services can have a direct environmental impact. Our regulatory processes are designed to mitigate the impacts of today's development on our future.

Council declared a climate crisis in September 2019. This declaration was an acknowledgement of the urgency and scale of change needed to avoid the worst impact of climate change.

There are opportunities across all these activities to reduce our carbon footprint, reduce environmental impacts and streamline our business processes. By getting our own house in order first, we can better lead the community in wider sustainability discussions.

Top management commitment

This emissions management and reduction plan has been approved by the Council’s Executive Leadership Team and Elected members, who are committed to implementing the actions listed in the plan.

While this is Council’s first year reporting to the Toitū carbonreduce programme, Council has been committed to reducing its emissions and leading the delivery of sustainable outcomes since 2017. Council has:

· Adopted a Sustainability Strategy (2019-2024).

· Declared a ‘climate crisis’ in the Central Otago region.

· Included considerations about sustainability, the environment and climate impacts on all reports provided to the council and boards.

· Installed publicly accessible electric vehicle charging stations on Council land in main centres throughout the district.

· Replaced 1850 street lights with LED lights which use 60% less electricity.

· Contributed to a heat transfer system between the Molyneux pool and IceInLine reducing the energy consumption for both facilities.

· Replaced 40% of the Council vehicle fleet with hybrid vehicles.

· Supported an application from the Otago Polytech to the United Nations to develop a regional centre of excellence to deliver projects aligned with the Global Sustainable Development Goals.

Person responsible

The officer responsible for overall emission reduction performance and reporting to the Executive team and Elected members is the Environmental Engineering Manager (Infrastructure Services).

Awareness raising and training

Climate change is an incredibly complex issue, presenting challenges in awareness raising and training across a large organisation.

Good practice management approaches must be in place to engage with a wide range of staff on energy consumption, controlling emissions, and the related costs. Data must be regularly collected and collated and the results of projects to reduce emissions must be measured and evaluated.

Achieving ‘best practice’ in carbon and energy management requires the sustained focus of a core group draw from across council. Ongoing senior management support and financial support are vital.

Council’s organisational sustainability team was established in 2019 to provide greater environmental consciousness within the organisational culture. A 12-week sustainability plan (Appendix 1) was developed by the sustainability team with many of the initiatives delivered.

The COVID-19 pandemic required existing resourcing be refocused on responding the immediate pandemic response and on progressing projects that improve the economic wellbeing of our community.

As part of our emissions management and reduction plan the sustainability team will be re-established as the Carbon and Energy Management team to focus on reducing emissions and delivering sustainability initiatives throughout the organisation.

Staff will be made aware of the Council's emissions reduction commitments and the benefits of reducing emissions, and supported to manage their activities’ emissions by:

· making training opportunities, such as relevant Toiutu Envirocare webinars and Energy and Carbon Management Network events, available to relevant staff; particularly group and activity managers of major GHG-emitting activities;

· improving accessibility and timeliness of data delivery to relevant staff;

· providing training on the Council’s sustainability principles as part of an induction programme for all new staff;

· sharing our Toitū carbonreduce certification, reduction targets and successful emission-reduction actions

The community will be made aware of the Council’s emission reduction commitment and actions by:

· Making emission inventories and management and reduction plans available on the Council’s website

Significant emissions sources

2. Figure 1: GHG emissions by source.

Disposal of the districts waste to landfill is a Scope 3 additional emission and accounts for 72% of Council’s gross emissions.

Council’s second largest emissions source is a result of wastewater treatment throughout the district. It is a substantial source because it accounts for the entire districts wastewater production and treatment.

Another large emissions source is from electricity. Council has 165 metered sites under this source. Some reduction projects outlined in Table 1, while reducing other fuel use, will increase emissions from electricity.

Emissions from LPG and Coal fired boilers account for over 9% of Council’s mandatory emissions. Projects to address emissions from these sources are detailed in Table 1.

Targets for emissions reduction

The organisation is committed to managing and reducing its emissions in accordance with the Programme requirements. Table 1 provides details of the emission reduction targets to be implemented. These are ‘SMART’ targets (specific, measurable, achievable, realistic, and time-constrained).

This emissions management and reduction plan has set the target for emission reductions from Scope 1, Scope 2 and mandatory Scope 3 emissions at 8% over the 5-year life of this plan. Scope 1, Scope 2, and mandatory Scope 3 account for 26% of Council’s gross footprint. This emissions reduction target will be measured on the basis of emissions per rateable property.

3. Table 1: Emission reduction targets

Emissions reduction initiative	Target	Baseline (tCO₂e)	Target date	Metrics/ KPI	Responsibility	Rationale
Scope 1, Scope 2 and mandatory Scope 3 emissions to be achieved within 5 years from the Base Year	8% reduction	3,641.57	June 2024	tCO₂e per rateable property	Environmental Engineering Manager and Executive Leadership Team/Senior Managers	Achievable through the application of the developed emissions reduction projects.
Total Gross emissions to be achieved within 5 years from the Base Year	52% reduction	13,478.03	June 2024	Absolute total tCO₂e	Environmental Engineering Manager and Executive Leadership Team/Senior Managers	Achievable through the application of the developed emissions reduction projects. Emissions reduction target accounts for district growth.
Emissions specific ‘subtargets’:
Cromwell swimming pool LPG boiler replacement	66% reduction	304.7	June 2023	Absolute total tCO₂e	Parks and Reserves Manager with support from Environmental Engineering Manager	Expected reduction due to removal of LPG boiler. An energy efficient water source heatpump will be used for heating.
Alexandra office coal-fired boiler replacement	50% reduction	98.4	June 2023	Absolute total tCO₂e	Property and Facilities Manager with support from Environmental Engineering Manager	Expected reduction due to removal of coal boiler. An efficient and sustainable alternative will be implemented
Double glazing of Alexandra Council office	10% reduction	98.4	June 2023	Absolute total tCO₂e	Property and Facilities Manager	Expected reductions in heating requirements due to double glazed windows. Will assist in both summer and winter.
Transition to electric / hybrid vehicles	7.5% reduction	94.1	Ongoing	Absolute total tCO₂e	Fleet Manager and Executive Leadership Team	Expected reduction through shift to electric/hybrid vehicles and working with staff on efficient driving techniques.
Replacement of diesel heating at Tarras Hall	25% reduction	2.9	June 2021	Absolute total tCO₂e	Property and Facilities Manager	Diesel will no longer be the energy source. An energy efficient heatpump system will be used for heating.
Council waste going to a landfill with gas capture and destruction system	70% reduction	92	June 2022	tCO₂e per rateable property	External - This work is being undertaken by Queenstown Lakes District Council	Expected reduction through introduction of gas capture systems at Victoria Flats Landfill.
Improve waste diversion in Council facilities	15% reduction	10.8	June 2022	Absolute total tCO₂e	Waste Minimisation Officer and Environmental Engineering Manager	Expected reductions through education and the removal of deskside rubbish bins and introduction of recycling and composting options.
District waste going to a landfill with gas capture and destruction system	70% reduction	9732.2	June 2022	tCO₂e per rateable property	External - This work is being undertaken by Queenstown Lakes District Council	Expected reduction through introduction of gas capture systems at Victoria Flats Landfill.
Improve waste diversion from district waste collection	5% reduction		June 2024	tCO₂e per rateable property	Waste Minimisation Officer and Environmental Engineering Manager	Expected reductions through education and district diversion initiatives being implemented.

Specific emissions reduction projects

In order to achieve the reduction targets identified in Table 1 specific projects have been evaluated to achieve these targets. These are detailed below.

4. Table 2: Projects to reduce emissions

Number	Measure	Detail	Responsibility	Completion Date
1	Form carbon and energy management team to oversee delivery of this plan and its measures.	A team shall be formed in-line with our sustainability working group. The team should include representatives from the following groups: 3 Waters, Roading, Property and Facilities, Parks and Reserves (Pools).	Environmental Engineering Manager	Commencing in 2021 and on-going
2	Report on energy use, emissions and plan progress to executive team and councillors	Council's greenhouse gas emissions inventory report and emissions management and reduction plan will be presented to Council for approval annually in-line with certification.	Environmental Engineering Manager	Commencing in 2021 and on-going
3	Run an ongoing staff awareness campaign focussed on areas where staff behaviour can make the most difference.	This may include working with staff on efficient driving, use of electrical devices (on/off), composting food waste, setting heatpump timers. A summary of what staff awareness and training work has been carried out will be included in the annual update of this plan.	Relevant Managers	Commencing in 2021 and on-going
4	Require a carbon and energy management review process of major projects.	It will be policy for the Programme Manager responsible for a new capital project over $1M value to convene a carbon and energy review group, including the Environmental Engineering Manager, the project manager, themselves and others as appropriate at the project’s outset. The purpose of the review will be to identify ways to minimise the project’s carbon footprint and ongoing energy costs and improve resilience. The recommendations of the review will be reported to decision makers before Council commits to a final design.	Relevant Programme Manager	Commencing in 2021 and on-going
5	Require energy performance optimisation to be carried out on new facilities in their first two years.	The Council will intensively monitor its new facilities to identify and correct energy performance issues to ensure they live up to the design potential.	Property and Facilities Manager	Commencing in 2021 and on-going
6	Develop business case for installing solar photovoltaics (PV) at suitable sites	Council has many sites with peak daytime electricity loads that PV installed there could offset electricity bills. A business case will be developed to assess suitable sites.	Property and Facilities Manager supported by Environmental Engineering Manager	June 2023
7	Continue to review, investigate and develop other emission reduction options as opportunities emerge.	Technologies are continually evolving and their costs reducing. Options which do not appear viable at present may become so in future. New measures may be included in the plan annually when it is updated.	Environmental Engineering Manager	On-going
8	Replacement of LPG fired boiler at Cromwell Pool	Replace Cromwell Pool Boiler with Water-Source-Heatpump	Parks and Reserves Manager	December 2021
9	Replacement of Coal fired boiler at Alexandra Council office	The coal fired boiler at the Alexandra Council office will be replaced with an energy efficient alternative. Options are currently being investigated for a suitable replacement.	Property and Facilities Manager	May 2022
10	Double glazing of Alexandra Council office	The Council office in Alexandra will be retrofit with double glazing. This will keep offices warmer and reduce energy costs.	Property and Facilities Manager	June 2022
11	Reduce office waste by diverting recyclable and compostable materials.	Implement an waste reduction systems at Council sites. Remove desk-side rubbish bins and replace with centralised systems with mixed recycling, glass and composting options.	Waste Minimisation Officer	June 2021 and on-going
12	Transition to electric / hybrid vehicles.	The current vehicle fleet will continue to be progressively replaced with electric/hybrid vehicles where practical.	Fleet Manager	On-going
13	Replacement of diesel heating at Tarras hall with energy efficient heatpump.	The diesel heating system is nearing the end of its useful life and will be replaced with energy efficient heatpumps.	Property and Facilities Manager	June 2021
14	Waste going to a landfill with gas capture and destruction system	A landfill gas capture and destruction system is being installed at Victoria Flats Landfill operated by Scope Resources. The system will reduce emissions associated with waste screenings and general waste collected at Council sites.	External - This work is being undertaken by Queenstown Lakes District Council	December 2020
15	Reduce district waste by increasing diversion of recyclables and greenwaste	Continued education and initiatives to promote diversion of waste from landfill. Further opportunities for greenwaste and construction and demolition waste are being explored.	Environmental Engineering Manger	June 2024 and on-going

Table 3: highlights emission sources that contributed to poor data quality and describes the actions that will be taken to improve the data quality in future inventories.

5. Table 3: Projects to improve data quality

Number	Emissions source	Actions to improve data quality	Responsibility	Target Date
16	Waste to landfill (Office, Pools, Skips Waste)	Investigate options for recording data on the corporate waste sent to landfill by Council's operations.	Environmental Engineering Manager	June 2022
17	District waste to landfill.	Composition of waste to landfill is collected to enable more accurate emission calculations.	Environmental Engineering Manager	June 2022
18	Sludge to landfill.	Sludge volumes to be provided per site.	Water Services Manager	June 2022

The emissions inventory identified various emissions liabilities. Table 4 details the actions that will be taken to prevent GHG emissions from these potential emissions sources.

6. Table 4: Projects to prevent emissions and reduce liabilities

Number	Emissions source	Actions to reduce liabilities	Responsibility	Target date
19	Refrigerants	Ensure appropriate procedures and maintenance are in place to limit potenital GHG losses from liability sources.	Property and Facilities Manager	Ongoing

Unintended environmental impacts

Project reference number	8	9	10	11	12	13	14	15
	Replacement of LPG fired boiler at Cromwell Pool	Replacement of Coal fired boiler at Alexandra Council office	Double glazing of Alexandra Council office	Reduce office waste by diverting recyclable and compostable materials.	Transition to electric / hybrid vehicles.	Replacement of diesel heating at Tarras hall with energy efficient heatpump.	Waste going to a landfill with gas capture and destruction system	Reduce district waste by increasing diversion of recyclables and greenwaste
Resource Use
Electricity Consumption
Fuel Consumption
Water Consumption
Wastewater Discharge
Waste to landfill
Air, land and water quality
Transport Congestion
Biodiversity
Land Use
Flooding
Local Economy

Dark Green	Significant positive impact
Light Green	Some positive impact
White	No change
Yellow	Some adverse impact
Red	Significant adverse impact

Key performance indicators

7. Table 5: Key Performance Indicators (KPI)

KPI	2020
Full-Time-Equivalent Staff - tCO₂e per FTE staff	147.00
Head of Population - tCO₂e per Head of Population	21,558.00
Rateable Property - tCO₂e per Rateable Property	14,063.00
Turnover/revenue ($Millions)	65.8100

Council’s mandatory emissions intensity in 2019/20 was 39.11 tonnes of CO₂e per $M gross turnover. Operating revenue will relate weakly to footprint as greater levels of service or growth in population will both tend to increase revenue and emissions. However, there are much stronger short-term influences, such as the timing of major infrastructure projects. A drop in Council carbon footprint per dollar turnover should occur through the implementation of this plan.

Council emissions, in theory, will have a closer relationship with the number of rateable properties in the district and the district population as these relate back to the extent of the services Council must provide and therefore the size of its operation. The emissions intensity by these measures shown in the Table 6.

8. Table 6: GHG emissions per KPI

KPI	2020
Total gross GHG emissions per Full-Time-Equivalent Staff - tCO₂e per FTE staff	91.69
Total mandatory GHG emissions per Full-Time-Equivalent Staff - tCO₂e per FTE staff	23.62
Total gross GHG emissions per Head of Population - tCO₂e per Head of Population	0.63
Total mandatory GHG emissions per Head of Population - tCO₂e per Head of Population	0.16
Total gross GHG emissions per Rateable Property - tCO₂e per Rateable Property	0.96
Total mandatory GHG emissions per Rateable Property - tCO₂e per Rateable Property	0.25
Total gross GHG emissions per Turnover/revenue ($Millions)	204.80
Total mandatory GHG emissions per Turnover/revenue ($Millions)	52.76

Monitoring and reporting

The key emission sources will be reported to activity managers quarterly. Other emission sources will be reported at least annually for CEMARS emissions inventory but more regular reporting will be implemented where efficient and useful for emissions management.

Emissions reduction calculations

9. Table 7: GHG inventory results

	2020
Scope 1	2,428.81
Scope 2	713.19
Scope 3 Mandatory	329.96
Scope 3 Additional	10,006.07
Scope 3 One time	0.00
Total gross emissions	13,478.03
Reporting reductions
5-year average (tCO₂e)	13,478.03
5-year average (tCO₂e) (scope 1 & 2)	3,142.00
Emissions intensity reductions
Turnover/revenue ($Millions)	65.81
GDP deflator values Yr1 prices (assumed)
Adjusted turnover ($M)
Emissions intensity (tCO₂e/$M)	204.80
5-year average emissions intensity (tCO₂e/$M)	204.80

Performance against plan

This is the first year Central Otago District Council has reported against the Toitū carbonreduce programme.

Appendix 1 – 12 Week Sustainability Plan


AGENDA Ordinary Council Meeting Wednesday, 30 June 2021
Date:	Wednesday, 30 June 2021
Time:	10.30 am
Location:	Ngā Hau e Whā, William Fraser Building 1 Dunorling Street, Alexandra
(Unless Central Government changes COVID-19 meeting restrictions before then, in which case it will be held electronically using Microsoft Teams and livestreamed) Sanchia Jacobs Chief Executive Officer