Agenda of Vincent Community Board meeting

Vincent Community Board Agenda

1 February 2022

MINUTES OF A mEETING OF THE Vincent Community Board
HELD IN THE Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra and live streamed on microsoft teams
ON Tuesday, 16 November 2021 COMMENCING AT 2.00 pm

PRESENT: Cr M McPherson (Chairperson), Mr R Garbutt (Deputy Chair), Dr R Browne, Cr L Claridge, Cr I Cooney, Ms A Robinson, Ms S Stirling-Lindsay

IN ATTENDANCE: T Cadogan (Mayor), L van der Voort (Acting Chief Executive Officer), L Macdonald (Executive Manager - Corporate Services), J Muir (Executive Manager - Infrastructure Services), L Webster (Acting Executive Manager - Planning and Environment), S Righarts (Chief Advisor), G Robinson (Property and Facilities Manager), G Bailey (Parks and Recreation Manager), C Martin (Property and Facilities Officer – Vincent and Teviot Valley), N Aaron (Community Development Officer), D McKewen (Accountant) and W McEnteer (Governance Support Officer)

1 Apologies

There were no apologies.

2 Public Forum

There was no public forum.

3 Confirmation of Minutes

Committee Resolution

Moved: Cooney

Seconded: Robinson

That the public minutes of the Vincent Community Board Meeting held on 11 October 2021 be confirmed as a true and correct record with the following amendment to Mr Garbutt’s Members’ Report in item 21.8.8: Attended two meetings of the Central Otago Heritage Trust.

Carried

4 Declaration of Interest

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

Note: Dr Malcolm McPherson from Alexandra and Districts Museum Incorporated joined the meeting via Microsoft Teams for item 21.9.2.

5 Reports

21.9.2 Alexandra District Museum Inc Annual Grant Report 2020-21

To provide an accountability report on the objectives and actions of the Alexandra District Museum Inc over the 2020/21 financial year.

Committee Resolution

Moved: McPherson

Seconded: Stirling-Lindsay

That the report be received.

Carried

21.9.3 Clyde Museum Redevelopment - Clyde Police Lock-up

To consider approving a budget for the relocation of the Clyde Police Lock-up before the adjacent vacant section is developed.

Committee Resolution

Moved: Claridge

Seconded: Browne

That the Vincent Community Board

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

B. Approves the proposal to move the Clyde Police Lock-up from the rear of the Blyth Street Museum (Lot 1 Deposited Plan 27008) to a location near the Clyde Railway Station on the Railway Station Recreational Reserve (Lot 31 Deposited Plan 19044).

C. Approves the budget of $46,000 to be funded from the Vincent General Reserves (4111).

D. Agree to issue a lease to the Clyde Historical Museum Group Incorporated over approximately 30m² of the Clyde Railway Station Recreation Reserve.

This lease will be issued under the Reserves Act 1977 and is subject to the Community Leasing and Licensing Policy.

Carried

21.9.4 Alexandra Rugby Football Club Power Account

To consider a request from the Alexandra Rugby Football Club for reimbursement of a portion of historical electricity invoices.

After discussion it was agreed to let the item lie on the table pending further engagement with the Alexandra Rugby Football Club. The item would return to the February 2022 meeting.

Committee Resolution

Moved: Stirling-Lindsay

Seconded: Robinson

That the item be left to lie on the table pending further engagement with the Alexandra Rugby Football Club.

Carried

21.9.5 Vincent Financial Report for the Period Ending 30 September 2021

To consider the financial performance overview as at 30 September 2021.

Committee Resolution

Moved: McPherson

Seconded: Cooney

That the report be received.

Carried

6 Mayor’s Report

21.9.6 MAYOR'S REPORT

His Worship the Mayor gave an update on his activities since the last meeting:

· Attended Coffee and Chat sessions.

· Attended the Dunstan High School golf tournament.

· Attended and MC’d the Eden Hore Central Otago event at the Orchard Garden. Noted that it was a very successful event.

· Noted an upcoming community meeting at Cambrians to discuss potential impacts of the Water Services Act.

· Gave an update to Members on the current issues in the Three Waters space.

Committee Resolution

Moved: McPherson

Seconded: Claridge

That the Vincent Community Board receives the report.

Carried

7 Chair's Report

21.9.7 Chair's Report

The Chair gave an update on activities and issues since the last meeting:

· Attended the Council meeting and gave an update on items that were presented.

· Attended recent meetings of the Hearings Panel. Noted that the meetings had become longer and more intense recently. Gave an update on topics of recent Hearings Panel meetings.

Committee Resolution

Moved: Garbutt

Seconded: Robinson

That the report be received.

Carried

8 Members' Reports

21.9.8 Members' Reports

Members gave an update on activities and issues since the last meeting:

Dr Browne reported on the following:

· Attended two Alexandra and Districts Museum Incorporated meetings.

· Attended the Alexandra and Districts Museum Incorporated AGM.

· Attended a meeting of the Central Otago Districts Arts Trust.

· Attended the Alexandra Business Breakfast.

· Attended a number of sessions of U3A.

· Attended the AGM for the Last Chance Irrigation Company.

· Attended a workshop on the Alexandra airport.

· Attended a meeting of the Creative Writers Circle.

Ms Robinson reported on the following:

· Noted the hanging baskets in Centennial Avenue hung by Keep Alexandra / Clyde Beautiful.

· Attended a strategy meeting for Alexandra Community House.

· Attended the Omakau Catchment Group forum.

· Attended the AGM for the Last Chance Irrigation Company.

Ms Stirling-Lindsay reported on the following:

· Attended a strategy meeting for Alexandra Community House.

· Attended a meeting of the Central Otago Districts Arts Trust.

· Attended a Blossom Festival meeting

· Noted the recent changes to vaping laws and noted problems with people vaping on buses.

· Noted incoming law changes for people smoking in their cars

· Noted that Alexandra hosted the Central Otago BMX Championships recently.

Councillor Claridge reported on the following:

· Noted that she was an apology for the last Council meeting.

· Attended the Dunstan High School prizegiving live stream event.

Councillor Cooney reported on the following:

· Attended the ILM workshop and museum strategy review sessions.

· Attended the Council meeting and updated Members on some of the items discussed.

· Attended a Hearings Panel meeting via Microsoft Teams.

Mr Garbutt reported on the following:

· Attended a Hospice fundraising planning meeting.

· Attended a meeting of Central Otago Heritage Trust and Promote Dunstan.

· Attended a meeting of Clyde Museum and attended the AGM.

· Attended a Dunstan Golf Club committee meeting.

· Met with Central Otago Heritage Trust to discuss the Museum Trust.

· Noted that he had been on a number of the cycles trails recently.

Committee Resolution

Moved: McPherson

Seconded: Stirling-Lindsay

That the report be received.

Carried

9 Status Reports

21.9.9 November 2021 Governance Report

To report on items of general interest, receive minutes and updates from key organisations and consider the legacy and current status report updates.

Committee Resolution

Moved: McPherson

Seconded: Cooney

That the report be received.

Carried

10 Date of The Next Meeting

The date of the next scheduled meeting is 1 February 2022.

11 Resolution to Exclude the Public

Committee Resolution

Moved: Stirling-Lindsay

Seconded: Garbutt

That the public be excluded from the following parts of the proceedings of this meeting.

The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
Confidential Minutes of Ordinary Board Meeting	s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
21.9.10 - November 2021 Confidential Governance Report	s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Carried

The public were excluded at 3.15 pm and the meeting closed at 3.17 pm.

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

CHAIR / /

1 February 2022

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5 Reports

22.1.2 Ophir Hall - Bathroom Renovation Project

Doc ID: 561794

1. Purpose of Report

To consider funding approval for the Ophir Hall Bathroom Renovation Project.

Recommendations

That the Vincent Community Board

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

B. Approves the Ophir Hall Bathroom Renovation Project’s deficit of $21,047 is funded from the Ophir Hall Investment Account (4413).

2. Background

In 2020, Ophir community groups (Ophir Welfare and Ophir Hall Committees) made an application to the Ministry of Business, Innovation, and Employment (MBIE) for COVID-19 community stimulus funding.

The Ophir community groups appointed Mr Topliss to investigate potential application options with very little time to turn around an application (4 days).

The community decided to lodge two applications. The first application was for the replacement of the Ophir Pool changing rooms, and the leaking water pipe to the pool. The changing room project was a Central Otago District Council project which was already underway but required more funding. The leaking water pipe to the pool was a new maintenance item that required urgent repair before the pool reopened for summer.

The second application was for the replacement of the old toilet block at the Ophir Hall with a new toilet and storage block. This was a new project not yet considered by the Council.

Both grant applications were successful. $60,000 was approved for the replacement of the pool changing room. $210,000 was approved for the Ophir Hall bathroom renovation.

Both projects were handed over to the Council to manage. The funding agreements between the Council and MBIE were then signed. These funding agreements had very tight deadlines for meeting milestones of demolition, construction, and project completion.

3. Discussion

Ophir Pool Project

The new pool changing room and replacement of the leaking water pipe project was completed in December 2020.

The total budget was $72,000 being $60,000 from MBIE and $12,000 through the Annual Plan 19/20. The project was completed within the funding deadlines and under budget. The project’s surplus is $9,474.

Before photos of the Ophir Pool project:

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After photos, and opening celebration:

A swimming pool outside a building

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A group of people sitting around a pool

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Ophir Hall Project

The MBIE funding application was based upon the Ophir Communities concept sketch of the new toilet and storage block and a cost estimate provided by Breen Construction. The cost estimate was $180,000. MBIE approved $210,000 which included an additional $30,000 contingency.

A direct source procurement method was approved to meet the funding deadlines, and Breen Construction were engaged to design and build the toilet and storage block.

Through the design and costing process it became apparent that there would not be enough funding for this project. To enable the project to go ahead the Ophir community groups and the Council worked with Breen Construction and their sub-contractors to bring the price down to a point that total construction costs including design work totalled $220,000.

Some of the items that helped bring the construction cost down to allow the project to continue included:

· Reduction of Breen Construction and sub-contractors quotes as this was a community project.

· Removal of the painting contractor and the Ophir community groups took on the painting.

· Removal of some electrical items to be funded by the Ophir community group within another lighting project also currently underway.

· Reduction of the hot water cylinder size.

· Changing from wall linings from villa board to plywood.

· Removal of the vinyl in the bathroom area to leave concrete floors.

· Removal of the basin and mirror adjacent to the stage.

Council contributed $10,000 (off set by the $9,474 Ophir Pool project surplus above) and carried the risk that there could be variations during the contract if additional work was found.

Thirteen individuals from the community were involved in the completion of this project. It is estimated that volunteers worked approximately 200 hours including the time spent preparing the funding application, assisting with design and negotiations, and coordinating the volunteers. Without the significant contribution by volunteers this project would not have been possible.

Photos of volunteer involvement

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The project did encounter several issues during construction that required variations to the contract. These variations are as follows:

· Replacement of a rotten bottom plate found after the demolition of the old toilet block.

· Improvement of external drainage to ensure water run-off from the surrounding land heads away from the building to help preserve the bottom plate in other areas of the building.

· COVID-19 related supply and delay.

· Additional work in the lobby connecting the toilet block to the hall to provide a better finish and replace deteriorated linings.

Due to funding deadlines, there was not time to refer reports to the Vincent Community Board (the Board) to approve the additional funding of the project. At their meeting on 20 July 2021 the Board received an informal update on the project and agreed that the project could progress on the understanding that a report be referred to the Board at the conclusion of the project.

The project is now complete at a total cost of $240,521. The cost is offset by the $9,474 from the Ophir Pool Project surplus above which brings the project’s total deficit to $21,047.

Before photos

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A sink in a bathroom

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After photos

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A bathroom with a toilet and sink

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4. Financial Considerations

It is proposed that the project’s deficit of $21,047 be funded from the Ophir Hall Investment Account (4413). This account’s audited balance as of 30 June 2021 is $35,602.

A FIN 105 Over Expenditure Justification Form is attached. See Appendix 1.

5. Options

Option 1 – (Recommended)

To approve the projects deficit of $21,047 is funded from the Ophir Hall Investment Account.

Advantages:

· Provides funding for a completed project totalling $240,521 that was 88% externally funded.

· The bathrooms were due for replacement. Without the external funding secured by the Ophir community groups to enable this project there would have been a greater reduction of the Vincent Reserves.

Disadvantages:

· Depletion of the Ophir Hall Investment Account.

Option 2

To approve the project’s deficit of $21,047 is funded from another Vincent Reserve.

Advantages:

· None.

Disadvantages:

· Other cost centres are not intended to be used for projects such as this.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social, cultural , and economic wellbeing of communities, in the present and for the future by enabling Council to complete an 88% externally funded project to replace the bathrooms at the Ophir Hall. The replacement toilets provide users with an increased level of service and the design caters for the possibility of two of the toilets becoming public toilets accessed from the exterior if future demand requires a public toilet in Ophir.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The project is consistent with community outcomes.
Considerations as to sustainability, the environment and climate change impacts	This decision does not impact the sustainability, environmental, and climate change of the district.
Risks Analysis	The health and safety requirements of this construction was managed by the contractor. The Ophir community groups operated under a site-specific safety plan which was approved by the Council’s Health, Safety, and Wellbeing Advisor.
Significance, Consultation and Engagement (internal and external)	None of the thresholds/criteria of the Council’s Significance and Engagement Policy has been exceeded/met.

7. Next Steps

· Funding is applied to the project.

· The project is marked completed.

8. Attachments

Appendix 1 - FIN 105 form ⇩

Report author:		Reviewed and authorised by:

Christina Martin		Louise van der Voort
Property and Facilities Officer (Vincent and Teviot Valley)		Executive Manager - Planning and Environment
7/01/2022		11/01/2022

1 February 2022

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22.1.3 Clyde Hall - The Clyde Theatre Group Incorporated Lease

Doc ID: 560699

1. Purpose of Report

To consider granting a lease to the Clyde Theatre Group Incorporated.

Recommendations

That the Vincent Community Board

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

B. Agrees to grant a lease of approximately 44m², as outlined in the report, over Section 1 Block X Town of Clyde to the Clyde Theatre Group Incorporated.

This lease is subject to the Community Leasing and Licensing Policy. The general terms and conditions are as follows:

Commencement Date:	1 July 2021.
Term:	Fifteen years.
Rights of Renewal:	One of fifteen years.
Final Expiry Date:	30 June 2051.
Annual Rent:	$307 per annum.
Rent Review:	5 yearly. The rent review is to be carried out as per the terms of the Council’s current Leasing and Licencing Policy.
Permitted Use:	The demised area shall be used solely for the purposes of theatre storage.
Special Conditions:	The landlord reserves the right to terminate the agreement with six months’ notice if it requires part or whole of the occupied area for other actives. The tenant reserves the right to terminate the agreement with six months’ notice if they do not require part or whole of the occupied areas for the purposes of theatre storage.

2. Background

The Clyde Hall is located at, 9 Fraser Street, Clyde, and more particularly described as Section 1 Block X Town of Clyde contained within Certificate of Title OT367/126. The property is unclassified Council freehold land.

The Clyde Theatre Group Incorporated (the CTG) occupies approximately 44m² of the Clyde Hall as indicated on the plan below. The rooms are used for theatre storage. There is no agreement in place for this occupation.

The CTG’s occupation within the building:

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3. Discussion

The CTG use these rooms exclusively free of charge. Therefore, they should hold an agreement for their occupation. This would bring the CTG in line with the other exclusive community occupants of the hall being the 50 (Alexandra) Squadron Air Training Corps, and also the Council’s Community Leasing and Licencing Policy 2021.

Community Leasing and Licencing Policy 2021

The following table demonstrates that the CTG meets all seven assessment criteria of the Community Leasing and Licensing Policy 2021. Therefore, the policy standard terms and conditions should be applied.

Criteria

Key Questions

Assessment

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

What is the group’s purpose? What additional benefits will the proposal bring to the community?

The rules of the CTG state the following objective of the society to be:

“To promote interest in the study of and practice in live theatre.”

The CTG provides annual performances for the community’s enjoyment.

Ø criteria met

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

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

The CTG is an incorporated society and a registered charity.

The CTG rules state “any income, benefit or advantage shall be applied to the charitable purposes of the Society.”

Ø criteria met

The group must be sustainable in terms of membership and/or users for the term of agreement

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

The CTG accepts members upon application. Any new membership application is considered by the committee. A new member shall be persons who are interested in theatre, musical and performing arts.

CTG’s President stated that “our member is more a token gesture and doesn’t stop anyone buying tickets or participating in shows.”

Membership numbers for the past three years are 31, 24, and 26 members.

Ø criteria met

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

How does the group fund its activities? Is there evidence that the group can afford to meet the obligations of occupying the land/building?

The CTG funds its activities through selling tickets to their performances, donations, and fundraising.

The operating surplus/deficit for the last five years is as follows.

19/20	18/19	17/18	16/17	15/16
-3,673	6,039	1,306	4,052	19,030

The deficit in the 2019/20 year was due to the postponement of their annual performance due to COVID.

Ø criteria met

The land and buildings must be utilised to the fullest extent possible

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

The CTG committee meets monthly to discuss key matters which include upcoming productions, events, workshops, etc.

The CTG reported that they have occupied Clyde Hall since at least the 1960s.

The CTG doesn’t have exclusive rights over the balance of the hall. The CTG shares the balance of the hall with other users.

Ø criteria met

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

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

There are no known adverse environmental effects caused by the CTG occupation of the building or the land.

Ø criteria met

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

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

As indicated above there is a consistent membership base for the CTG.

The CTG provides regular performances for the community’s enjoyment. These performances are often sold out.

Ø criteria met

The proposed terms and conditions of the new lease agreement are outlined below.

Commencement Date:	1 July 2021.
Term:	Fifteen years.
Rights of Renewal:	One of fifteen years.
Final Expiry Date:	30 June 2051.
Annual Rent:	$307 per annum. Workings: As per the Central Otago District’s Leasing and Licencing Policy 2021 the rent is calculated via the formula of 2.5% of subscription income less any affiliation fees plus a share of buildings utilities (energy, water, and rates charges) based upon building area occupancy. These are calculated on an average based on the tenant’s and landlord’s most recent 5 years of financial statements.
Rent Review:	5 yearly. The rent review is to be carried out as per the terms of the current Council’s Leasing and Licencing Policy.
Permitted Use:	The demised area shall be used solely for the purposes CTG storage.
Special Conditions:	The landlord reserves the right to terminate the agreement with six months’ notice if it requires part or whole of the occupied are for other actives. The tenant reserves the right to terminate the agreement with six months’ notice if they do not require part or whole of the occupied areas for the purposes of theatre storage.

4. Financial Considerations

The rent from this proposed lease is unbudgeted income.

As per the proposed terms of the lease, the hire of the hall for performances is not included within this agreement. Arrangements for the hire of the hall are to be made through the Clyde Hall Committee. The fees from the hall hire are included in the Council’s budget.

The Clyde Hall Committee confirmed they will continue to charge hall hire to the CTG at their current rates of:

· $100 per night for show nights.

· $20 per night for “tech week”.

· $10 per night for practices.

· One performance costs CTG between $1,000 - $1,100 in hall hire fees.

5. Options

Option 1 – (Recommended)

To grant a lease to the CTG as per the terms and conditions contained with this report.

Advantages:

· The ongoing occupation of the Clyde Hall by the CTG is secured for the Club for the next 30 years.

· Terms and conditions are in accordance with the Community Leasing and Licencing Policy 2021.

· CTG agree to the proposed terms and conditions.

· The additional $298 pa rental will help reduce operational costs of the Clyde Hall.

Disadvantages:

· None.

Option 2

To grant a lease to the CTG on different terms.

Advantages:

· No apparent advantages.

Disadvantages:

· Not consistent with the Council’s Community Leasing and Licencing Policy 2021.

Option 3

To not grant a lease to the CTG.

Advantages:

· None

Disadvantages:

· The CTG will need to find an alternative location for their storage.

· Does not support the community benefits outlined above.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social wellbeing of communities, in the present and for the future by enabling the CTG to continue to promote interest in the study of and practice in live theatre to the Vincent and surrounding communities.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The proposed lease is consistent with the Community Leasing and Licensing Policy 2021.
Considerations as to sustainability, the environment and climate change impacts	This decision does not impact on the sustainability, environment, and climate change of the district.
Risks Analysis	The health and safety obligations will be the tenant’s responsibility to meet.
Significance, Consultation and Engagement (internal and external)	None of the thresholds of the Council’s Significance and Engagement Policy has been met or exceeded.

7. Next Steps

· The lease is executed.

8. Attachments

Nil

Report author:		Reviewed and authorised by:

Christina Martin		Louise van der Voort
Property and Facilities Officer (Vincent and Teviot Valley)		Executive Manager - Planning and Environment
10/01/2022		11/01/2022

1 February 2022

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22.1.4 Clyde Hall - 50 (Alexandra) Squadron Air Training Corps Lease

Doc ID: 560663

1. Purpose of Report

To consider granting a lease to the 50 (Alexandra) Squadron Air Training Corps.

Recommendations

That the Vincent Community Board

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

B. Agrees to grant a lease of approximately 28m², as outlined in the report, over Section 1 Block X Town of Clyde to the 50 (Alexandra) Squadron Air Training Corps.

The general terms and conditions are as follows:

Commencement Date:	1 July 2021
Term:	Fifteen years
Rights of Renewal:	One of fifteen years
Final Expiry Date:	30 June 2051
Annual Rent:	$285 per annum
Rent Review:	5 yearly. The rent review is to be carried out as per the terms of the current Council’s Leasing and Licencing Policy.
Permitted Use:	The demised land shall be used solely for air cadet training.
Special Conditions:	The landlord reserves the right to terminate the agreement with six months’ notice if it requires part or whole of the occupied area for other actives. The tenant reserves the right term to terminate the agreement with six months’ notice if they do not require part or whole of the occupied area for the purposes of air cadet training.

2. Background

The 50 (Alexandra) Squadron Air Training Corps (the ATC) holds a Licence to Occupy for its club rooms and storage container at the Clyde Hall. The ATC occupies approximately 28m² of the Clyde Hall property as indicated on the plans below. The license fee is $10 + GST per evening meeting.

The ATC’s occupation within the building is the old Plunket rooms:

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The ATC’s occupation on the land is for a storage container:

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The ATC’s Licence to Occupy was due for renewal in 2015. The renewal was put on hold until the Council’s Community Leasing and Licencing Policy was adopted. This policy was adopted by Council earlier this year.

3. Discussion

Community Leasing and Licencing Policy 2021

The following table demonstrates that the ATC meets all seven assessment criteria of the Community Leasing and Licensing Policy 2021. Therefore, the policy standard terms and conditions should be applied.

Criteria

Key Questions

Assessment

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

What is the group’s purpose? What additional benefits will the proposal bring to the community?

The ATC is a branch of the Air Training Corps Associate of New Zealand Incorporated.

“The Association is established for the primary purpose of supporting and promoting the interests of the ATC movement in New Zealand and benefiting the community by:

Seeking to develop the character of the cadets enrolled with the ATC by:

(a) assistance with the provision of facilities,

(b) teaching aviation skills,

(c) provision of a disciplined learning environment,

(d) personal development by progression through the ATC movement, and

(e) interaction with other cadet forces units and association with cadets from kindred overseas organisations.

Encouraging the ethic of community service with ATC cadets by fostering the availability of ATC cadets for assisting organisations, such as The Royal New Zealand Returned and Services Association Incorporated, with street day appeals and ANZAC Day and similar ceremonial observances.

Administering the civilian support organisation for the ATC in accordance with the provisions of the Act and the New Zealand Cadet Forces Charter of Support (hereinafter referred to as the Charter).

The Association is dedicated to the retention of the Cadet Forces, organized and administered within the statutory provisions of the Act.

Ø criteria met

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

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

The ATC is a branch of the Air Training Corps Associate of New Zealand Incorporated.

Any additional funds are put back into the ATC.

The Air Training Corps Associate of New Zealand Incorporated rules state “branches shall be responsible for their own financial management and may raise and administer funds by whatever means considered to be appropriate, subject where necessary to matters of policy decided by the Association. Such funds may not be returned to members.

Ø criteria met

The group must be sustainable in terms of membership and/or users for the term of the agreement

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

The ATC runs open membership criteria. The ATC currently has between 20 – 30 members.

Ø criteria met

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

How does the group fund its activities? Is there evidence that the group can afford to meet the obligations of occupying the land/building?

The ATC funds its activities through membership fees, grants, and fundraising.

The ATC has confirmed they are able to meet the financial obligations of the proposed lease.

Ø criteria met

The land and buildings must be utilised to the fullest extent possible

The ATC meets once a week during each of the school terms.

The balance of the hall is shared with other users.

Ø criteria met

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

There are no known adverse environmental effects caused by the ATC occupation of the building or the land.

Ø criteria met

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

As indicated above there is a strong membership base for the ATC. ATC members are important participants in the annual ANZAC celebrations around the district.

Ø criteria met

The Community Leasing and Licencing Policy notes the difference between a lease and a licence is that a lease is for exclusive use and a licence is for non-exclusive use. The ATC currently holds a Licence to Occupy. A shift at this renewal will be made to a lease as the occupation of the areas described above is exclusive.

The proposed terms and conditions of the new lease agreement are outlined below.

Commencement Date:

1 July 2021

Term:

Fifteen years

Rights of Renewal:

One of fifteen years

Final Expiry Date:

30 June 2051

Annual Rent:

$285 per annum

Workings:

Financial year	19/20	18/19	17/18	16/17	15/16
Power	2,912	2,480	3,138	3,470	3,292
Water	$495	$109	$13	$17	$52
Rates	595	576	562	556	369
Total	4,002	3,165	3,713	4,042	3,712
Average	3,727
5% occupancy area	186

Financial year	2020	2019	2018	2017	2016
Subscriptions	1,860	3,099	3,127	4,229	8,542
Affiliation fees	158	175	265	271	177
Total	1,703	2,924	2,862	3,957	8,365
Average	3,962
2.5% rental fee	99

Rental per annum	285

The rent is calculated under the terms of the Council’s Leasing and Licencing Policy 2021.

“Annual rentals will be calculated at 2.5% of the tenant’s subscription income less any affiliation fees. This will be calculated over the most recent 5 years the groups have filed a financial statement.”

“Where a tenant occupies a room in a council building, a service charge will be incurred. The service charge will represents a fair portion of utility costs incurred by the tenant’s activity.”

Rent Review:

5 yearly.

The rent review is to be carried out as per the terms of the current Council’s Leasing and Licencing Policy.

Permitted Use:

The demised land shall be used solely for air cadet training.

Special Conditions:

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

The tenant reserves the right to terminate the agreement with six months’ notice if they do not require part or whole of the occupied areas for the purposes of air cadet training.

4. Financial Considerations

The $285 per annum rental income from this proposed lease above is unbudgeted.

The income from the current Licence to Occupy has been classified previously as a hire fee and is budgeted within the hall’s hire income budget. The license fee is $10 + GST per evening meeting.

As per the proposed terms of the lease, the hire of the hall for training is not included within this agreement. Arrangements for the hire of the hall are to be made through the Clyde Hall Committee. The Clyde Hall Committee confirmed they will continue to charge the ATC $10 + GST per training session for the hire of the hall.

5. Options

Option 1 – (Recommended)

To grant a lease to the ATC as per the terms and conditions contained with this report.

Advantages:

· The ongoing occupation of Clyde Hall by the ATC is secured for the next 30 years.

· The lease terms and conditions are per the Community Leasing and Licencing Policy 2021.

· ATC agrees to the proposed terms and conditions.

· The additional $285 per annum rental will help reduce the operational costs of Clyde Hall.

Disadvantages:

· None.

Option 2

To grant a lease to the ATC on different terms.

Advantages:

· No apparent advantages.

Disadvantages:

· Not consistent with the Council’s Community Leasing and Licencing Policy 2021.

Option 3

To not grant a lease to the ATC.

Advantages:

· None

Disadvantages:

· The ATC will need to find an alternative location for their clubrooms.

· Does not support the community benefits outlined above.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social wellbeing of communities, in the present and for the future by enabling the ATC to continue to foster and promote air cadets training to the Vincent and surrounding communities.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes, the proposed lease is consistent with the Community Leasing and Licensing Policy 2021.
Considerations as to sustainability, the environment and climate change impacts	This decision does not impact the sustainability, environment, and climate change of the district.
Risks Analysis	The health and safety obligations will be the tenant’s responsibility to meet.
Significance, Consultation and Engagement (internal and external)	None of the thresholds of the Council’s Significance and Engagement Policy has been met or exceeded.

7. Next Steps

· The lease is executed.

8. Attachments

Nil

Report author:		Reviewed and authorised by:

Christina Martin		Louise van der Voort
Property and Facilities Officer (Vincent and Teviot Valley)		Executive Manager - Planning and Environment
21/01/2022		21/01/2022

1 February 2022

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22.1.5 2022-23 Annual Plan Budget and Fees and Charges Schedule

Doc ID: 565018

1. Purpose of Report

To approve the draft budgets for inclusion in Council’s Annual Plan 2022-23 process and the 2022-23 fees and charges schedule.

Recommendations

That the Vincent Community Board

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

B. Agrees the draft Vincent ward 2022-23 Annual Plan budget and recommend to Council for inclusion in the 2022-23 Annual Plan.

C. Agrees to accept the Vincent ward 2022-23 fees and charges schedule and recommend to Council for inclusion in the 2022-23 Annual Plan.

2. Background

The 2022-23 draft budgets for the Vincent Ward have been prepared on Council’s request to keep the Long-term Plan (year two) budgets relatively unchanged. The year two budgets proposed an average rate increase across the district of 7.8%. This is including the impact of growth which was anticipated to be 1.9%. Currently the average increase across the district is 7.7%, after adjusting for actual growth of 2.4%, up from the projected growth factor of 1.9%.

The changes to the overall rating increase for the Vincent Ward has only moved from what was signalled in the ten-year Long-term Plan Year 2 by 0.3%, as per Appendix 1.

The 2022-23 Annual Plan draft budget figures result in a total increase to the Vincent Ward rates of $840k or 3.9%. This includes the district-wide rates collected within the Vincent ward and is adjusted for the impact of growth in the ratepayer base.

In addition to adopting the annual plan and striking the rates for the new year, Council also adopts the annual fees and charges. A complete copy of the Fees and Charges Schedule is attached for information. There are minimal changes to fees and charges from year one of the Long-term Plan to the proposed 2022-23 Annual Plan.

3. Discussion

Council staff are presenting draft budgets to each community board for consideration at their February meetings. Once accepted, the community board budgets will be provided to Council to consider including in the 2022-23 Annual Plan.

As part of the preparing the 2021-31 Long-term Plan, the council prepares a Financial Strategy. That strategy includes a council-imposed rating increase cap set for the district at average rate increase of 6.9%, excluding growth in rating units. As adopted in the 2021-31 Long-term Plan, years two and three were approved to exceed this 6.9% cap at 7.8 and 7.6% respectively. As mentioned, the proposed 2022-23 Annual Plan is currently sitting at 7.7% after allowing for actual growth of 2.4%, up from the projected growth factor of 1.9%.

Appendix 1 shows the cost centres that are funded by Vincent Community Ward Rates and outlines the changes made. The ward rate is specific to rateable units in the ward and is not the district wide rate, and does not allow for increased growth.

4. Financial Considerations

Rating Increase of $9k equating to 0.03% increase, compared to Long-term Plan (Year 2). The main variances are:

· Internal interest

· Depreciation

· Contract costs related to maintenance

5. Options

To accept the draft 2022-23 budget and 2022-23 Fees and Charges Schedule for recommendation to Council for inclusion in the 2022-23 Annual Plan.

Option 1 - (recommended)

Advantages:

· Meets statutory requirements

· Provides transparent expenditure management

· The Vincent Ward budget will feed into Council’s Annual Plan budget for 2022-23

· Meets the ratepayers’ expectations

· Allows changes to reflect prior Council and Community Board decisions

· Allows for Fees and Charges to be updated to reflect the most accurate charges.

Disadvantages:

· Some members of the community may feel disadvantaged paying increased rates.

Option 2

Decline the draft 2022-23 budget and 2022-23 Fees and Charges Schedule for recommendation to Council for inclusion in the 2022-23 Annual Plan and do not recommend it to Council for inclusion in the 2022-23 Annual Plan process

Advantages:

· Status quo remains and rate payers do not incur increased rates.

Disadvantages:

· Delay in the annual plan process or the 2022-23 Annual Plan may not accurately reflect the Community Board’s prior decisions.

· Run the risk of delaying the annual plan process and therefore potentially miss the legislative deadlines

· May not reflect a fair distribution of costs to the rate payer

· Loss in revenue or a greater reliance on the ratepayer though not correctly the most up-to-date fees and charges.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of the community by involving community board members in robust and transparent financial decision making.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes, consistent with all council plans and policies.
Considerations as to sustainability, the environment and climate change impacts	No implications, as this has been factored in the 2021-31 Long-term Plan and there have been no changes to these considerations and assumptions used to prepare the 2021-31 Long-term Plan.
Risks Analysis	The risk of not accepting this report is that Council will lose the ability to adopt the 2022-23 Annual Plan and set the rates for the income required to meet the activities Council is required to carry out. Council will not meet legislative requirements and may be exposed to legal challenges.
Significance, Consultation and Engagement (internal and external)	This is a significant step in the annual plan process, as it ensures the Community Board is across its ward-specific budget, and feedback to Council’s overall 2022-23 Annual Plan. Council is not likely to be consulting on the 2022-23 Annual Plan as there have been no significant changes since consulting on the 2021-31 Long-term Plan, including year two, being 2022-23.

7. Next Steps

Once this report is accepted and changes made where necessary, it will be submitted to Council for recommendation to be included in the final 2022-23 Annual Plan scheduled to be adopted 1 June 2022.

A complete schedule of the fees and charges has been submitted to each of the relevant community boards for approval. Once approved, the total suite of fees and charges will also be presented to Council with the recommendation that Council adopt the proposed fees and charges as part of the adoption process when adopting the 2022-23 Annual Plan.

8. Attachments

Appendix 1 - Vincent Rates Summary ⇩

Appendix 2 - Vincent Fees and Charges 2022-23 ⇩

Report author:	Reviewed and authorised by:

Ann McDowall	Leanne Macdonald
Finance Manager	Executive Manager - Corporate Services
18/01/2022	18/01/2022

1 February 2022

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22.1.6 Appointments to External Bodies

Doc ID: 562616

1. Purpose of Report

To consider the Board’s appointments to external organisations.

Recommendations

That the Vincent Community Board

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

B. Agrees that all appointments to external organisations are liaison roles.

C. Agrees that the Vallance Cottage Working Group be added to the list of external appointments.

D. Agrees that the relationship with the Ophir Welfare Association Committee and the St Bathans Area Community Association be on an as required basis.

E. Works with the Alexandra Blossom Festival Committee to remove the requirement of the Chair of the Community Board needing to be the Chair of the Blossom Festival.

2. Background

Section 52 of the Local Government Act sets out the role of community boards, part of which is to “represent, and act as an advocate for, the interest of its community; and … to communicate with community organisations and special interest groups within the community”. To help facilitate this, community boards form relationships with external organisations. Many of these relationships are informal, others are on an ‘as required’ basis and others are formalised.

At the beginning of each triennium, each community board appoints members to external committees and organisations where the relationship has been formalised. These appointments vary from appointing the chairperson and trustees through to liaison positions.

This report follows on from a workshop held with the Board in 2021 and provides an opportunity to consider what appointments are made to external organisations, including the type of appointment.

Conflicts of Interest

The Office of the Auditor-General has provided good practice guidelines called “Managing conflicts of interest: A guide for the public sector.”

In this, the Office of the Auditor-General notes that there are different types of conflicts:

· Financial conflict of interest

· Non-financial conflicts of interest

· Conflicts of roles

· Pre-determination

The guide states that the public need to be confident that decisions of public entities (which includes community boards):

· are made impartially and for the right reasons; and

· are not influenced by personal interests or ulterior motives.

This means that the Board, and its members, need to identify and manage any conflicts of interest for each decision made.

Liaison vs Representative Positions

Liaison positions provide a formal contact from community boards to external organisations. However, the function is that of liaison only. This means that the role does not have voting rights on the external organisation and although the role may attend some meetings of the external group, it is not a requirement to attend them all unless both parties consider it to be mutually beneficial. Liaison positions can generally participate in discussions and vote on topics relevant to the external organisation at community board meetings without creating a conflict of interest, however members should monitor this and not participate in any item where they think a conflict may exist.

Representative positions are a formal member of the governing body of the external organisation. This means that the role should attend all meetings of the external body and has voting rights. It also means that the individual would have very limited opportunity to participate in discussions and voting relating to the external organisation at community board meetings, without creating a conflict of interest.

Existing Appointments

At the beginning of the 2019-2022 triennium, the Vincent Community Board made the following appointments to external organisations:

· Alexandra Community House Trust – 1 liaison

· Alexandra Council for Social Services – 1 liaison

· Alexandra District Museum Inc (Central Stories) – 1 representative

· Alexandra Blossom Festival Committee – the chairperson

· Alexandra and Districts Youth Trust – 1 liaison

· Clyde Community Centre Committee – 1 representative

· Clyde Community Plan Group – 1 representative

· Clyde Historical Museum Committee – 1 representative

· Keep Alexandra-Clyde Beautiful Society – 1 representative

· Promote Alexandra Inc – 1 liaison

· St Bathans Area Community Association Inc – 1 representative

· Ophir Welfare Association Committee – 1 liaison

3. Discussion

The Community Board has relationships with a number of external organisations and special interest groups. Over time, the Board has formalised the relationship with some of these organisations through appointing liaison or representative positions to the external organisation.

Given the potential for creating conflict of interests during decision making at community boards, it is recommended that appointments to external organisations are liaison positions, rather than formal representatives. This would allow the formal relationships to continue, while minimising the risk of creating a conflict.

It is understood that of the list of organisations provided in the background section of the report, the Clyde Community Centre Committee and Clyde Community Plan Group are not currently operational and should be removed from the list. Groups are welcome to approach the Board to discuss their relationship at any time.

The Board’s relationship with the St Bathans Area Community Association and the Ophir Welfare Association Committee has changed over time, and at the workshop it was suggested that the ongoing contact should be on an ‘as required’ basis, rather than through a formal appointment process.

It was also suggested that a liaison position to the Vallance Cottage Working Group be added to list.

The Alexandra Blossom Festival’s constitution states that the Chair of the Vincent Community Board shall be the Chair of the Blossom Festival and that the Community Board may also appoint one further member to the Blossom Festival’s board.

Given the funding agreements between the Community Board and the Blossom Festival, this arrangement has created a conflict of interest that has needed to be carefully managed by the Community Board and it’s members. It is recommended that the Board enters into discussions with the Alexandra Blossom Festival to remove the requirement that the Chair of the Festival is the Chair of the Community Board. It is further suggested that the Community Board appointments become liaison positions rather than representatives.

This change would not prevent the Chair of the Community Board from ever being the Chair of the Blossom Festival, however that decision would be made by the Blossom Festival through its formal processes and could be managed by the individual concerned at the Community Board table.

4. Financial Considerations

There are no financial considerations arising from this report.

5. Options

Option 1 – (Recommended)

That all appointments made by the Vincent Community Board to external organisations are liaison positions. That a liaison position on the Vallance Cottage Working Group be added to the list of external appointments. That the Community Board’s relationship with the Ophir Welfare Association Committee and the St Bathans Area Community Association be on an “as required” basis; and that the Community Board work with the Alexandra Blossom Festival to remove the requirement of the Chair of the Community Board needing to be the Chair of the Blossom Festival.

Advantages:

· These changes would reduce the potential of creating conflicts of interest and would be more in line with the Office of the Auditor-General guidelines.

· Relationships with external organisations would be maintained in an appropriate manner.

Disadvantages:

· There is the potential for organisations to see the proposed changes as a “downgrading” of their relationship with the Board.

Option 2

Make no changes.

Advantages:

· Relationships would continue as they have in the past.

Disadvantages:

· Known conflicts of interest would continue to exist and require ongoing careful management.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by ensuring the Community Board fulfills its role set out in s52 of the Local Government Act. AND This decision promotes the social/cultural/economic/environmental wellbeing of communities, in the present and for the future by forming appropriate relationships with organisations that work to enhance the wellbeing of the District.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The recommended option is consistent with all other Council plans and policies.
Considerations as to sustainability, the environment and climate change impacts	There are no implications created by the recommended option.
Risks Analysis	The recommended option aims to minimise the risk to Council of poorly managed conflicts of interest, whilst maintaining strong relationships with external organisations.
Significance, Consultation and Engagement (internal and external)	The recommended option does not meet the threshold of the Significance and Engagement Policy. If the Board agrees with the recommended option, discussion with the affected external organisations will take place.

7. Next Steps

Once a decision has been made, discussion will take place with the external organisations where changes are proposed. The list of appointments to external organisations will be updated for the new triennium.

8. Attachments

Nil

Report author:	Reviewed and authorised by:

Rebecca Williams	Sanchia Jacobs
Governance Manager	Chief Executive Officer
12/01/2022	18/01/2022


AGENDA Vincent Community Board Meeting Tuesday, 1 February 2022
Date:	Tuesday, 1 February 2022
Time:	2.00 pm
Location:	Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra Unless COVID-19 restrictions require the meeting to be held electronically using Microsoft Teams. In both cases, due to COVID-19 restrictions and limitations of the physical space, public access will be available through a livestream of the meeting. The link to the livestream will be available on the Central Otago District Council's website.
Sanchia Jacobs Chief Executive Officer

Report author:	Reviewed and authorised by:

Wayne McEnteer	Sanchia Jacobs
Governance Support Officer	Chief Executive Officer
20/01/2022	24/01/2022