Agenda of Council meeting - Wednesday, 9 November 2022

Council Meeting Agenda

9 November 2022

MINUTES OF A Council Meeting OF THE Central Otago District Council
HELD AT Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Wednesday, 26 October 2022 COMMENCING AT 2.00 pm

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

IN ATTENDANCE: S Jacobs (Chief Executive Officer), L Fleck (General Manager – People and Culture), D Rushbrook (General Manager, Tourism Central Otago), M Tohill (Communications Support) and W McEnteer (Governance Manager)

Note: The Chief Executive Officer assumed to Chair to begin the meeting.

1 Apologies

There were no apologies.

Note: Cr Browne joined the meeting at 2.03 pm.

The Chief Executive Officer welcomed councillors to the meeting.

5 Reports

22.8.1 Declaration of Office

The Chief Executive Officer spoke of the meaning of the mayoral office and then His Worship the Mayor made his declaration. Each member then made their declaration of office.

Following making his declaration, His Worship the Mayor assumed the Chair.

22.8.2 Statutory Advice and Code of Conduct

To provide Council with advice concerning legislation relevant to the role of members and to adopt a Code of Conduct.

Resolution

Moved: Feinerman

Seconded: Browne

That the Council

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

B. Notes the advice given on relevant legislation.

C. Adopts the Code of Conduct.

Carried

22.8.3 Adoption of Standing Orders

For Council to adopt a revised version of Standing Orders.

Resolution

Moved: Alley

Seconded: Paterson

That the Council

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

B. Adopts the revised Local Government New Zealand Standing Orders with the following amendments:

i. Enable provisions for meetings by audio visual link

ii. Enable a casting vote for the chairperson

iii. Endorse option C (informal) as the default for speaking and moving motions.

Carried

22.8.4 Appointment of Deputy Mayor

To inform the Council of the Mayor’s appointment of the Deputy Mayor.

Resolution

Moved: Duncan

Seconded: McKinlay

That the Council:

A. Receives the report.

B. Notes the appointment of Neil Gillespie as the Deputy Mayor.

Carried

22.8.5 Council Organisations and Policy on Appointment of Directors

To advise of the effect of appointing councillors to serve on its behalf on outside organisations and to re-adopt the Policy on Appointment and Remuneration of Directors to Council Controlled Organisations and Council Organisations.

Resolution

Moved: Duncan

Seconded: McPherson

That the Council

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

B. Re-adopts the Policy on Appointment and Remuneration of Directors to Council Controlled Organisations and Council Organisations.

C. Makes appointments as recommended elsewhere in the agenda in light of the contents of this report.

Carried

22.8.6 Adoption of Interim Delegations Register

For Council to adopt an interim Register of Delegations.

Resolution

Moved: Cadogan

Seconded: Alley

That the Council

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

B. Adopts the interim Delegations Register, to come into effect on 27 October 2022.

Carried

22.8.7 Appointment of Councillors to Community Boards

To advise Councillors that there is provision to appoint Councillors to be members of Community Boards and to make decisions about those appointments.

Resolution

Moved: Cadogan

Seconded: Duncan

That the Council

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

B. Appoints Cr Duncan to the Maniototo Community Board.

C. Appoints Cr Feinerman to the Teviot Valley Community Board.

D. Appoints Crs Browne, Gillespie and Laws to the Cromwell Community Board.

E. Appoints Crs Alley, McPherson and Paterson to the Vincent Community Board.

Carried

22.8.8 Council and Committee Appointments

For the Mayor to establish committees of the territorial authority and appoint the chairperson of each committee established under Section 41A(3) of the Local Government Act 2002.

Resolution

Moved: Cadogan

Seconded: Gillespie

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

B. Notes the reestablishment of the following committees and the Mayor’s appointments to:

1. The Audit and Risk Committee with the duties and powers as outlined in the interim Delegations Register. Appoints His Worship the Mayor and Crs Alley, Gillespie and Paterson to the Committee.

2. The Executive Committee with the duties and powers as outlined in the interim Delegations Register. Appoints His Worship the Mayor and Crs Alley, Duncan, Feinerman and Gillespie to the Committee.

3. The Assessment Committee with the duties and powers as outlined in the interim Delegations Register. Appoints Cr Alley as the Chair and Cr Browne as the Deputy Chair of the Committee.

4. The Hearings Panel with the duties and powers as outlined in the interim Delegations Register. Appoints Crs Cooney, Gillespie and McPherson to the Panel.

C. Approves the appointments to the following external committees:

1. Otago Regional Transport Committee – Cr Duncan

2. Central Otago Health Incorporated – Cr Paterson

3. Clutha District Council’s appointment as Council’s representative on the Otago Museum Trust.

4. Central Otago Wilding Conifer Control Group – Cr Alley

5. Maniototo Curling International Inc – His Worship the Mayor

Carried

22.8.9 Proposed Meeting Schedule for the Remainder of 2022 and 2023

To approve a schedule of meetings for the remainder of 2022 and 2023.

Resolution

Moved: Cadogan

Seconded: Alley

That the Council

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

B. Adopts the proposed meeting schedule for the remainder of 2022 and 2023.

Carried

3 Date of Next Meeting

The date of the next scheduled meeting is 9 November 2022.

The Meeting closed at 2.37 pm.

9 November 2022

5 Reports

22.9.2 Proposed Plan Change 20 - Heritage

Doc ID: 596129

1. Purpose of Report

To consider the public notification of proposed Plan Change 19 in accordance with Clause 5 of the first Schedule to the Resource Management Act 1991.

To consider the release of the Heritage Design guidelines for public consultation.

Recommendations

That the Council

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

B. Directs that Plan Change 20 be notified in accordance with Clause 5 of the first Schedule to the Resource Management Act 1991.

C. Approves the release of the draft Heritage Guidelines for public consultation.

2. Background

Plan Change 20 is being proposed at the same time as proposed Plan Change 19, as there is a degree of overlap between the two plan changes. Specifically, PC19 seeks to make a complete and comprehensive suite of changes to the way the District’s residential areas are zoned and managed. This includes the introduction of a new Medium Density Residential Zone which would allow for development at a higher density than is currently experienced within the District, and which will apply within parts of the existing Clyde Heritage Precinct. A copy of Plan Change 20 is attached in Appendix 1.

As noted earlier, PC19 proposes to amend the approach taken to what is currently the Residential Resource Area. While PC 19 does not alter the framework applying to built development within heritage precincts under Section 11, it does amend the framework for what is anticipated by the underlying residential zoning in any precincts with such an underlying zoning. In particular, the changes to the residential framework will allow for a higher density of development within the proposed medium density residential zone that encompasses part of the Clyde Heritage Precinct. Where other Heritage Precincts are currently zoned ‘Residential Resource Area’, PC19 proposes to change this to ‘Low Density Residential’. The objective, policy and rule framework for all existing residential areas will also be altered through PC19. PC19 also includes provisions that refer to the Clyde Heritage Precinct and within the Medium Density Residential Zone in Clyde, a lower height limit is also proposed.

3. Discussion

Plan Change 20 (PC20) relates to minor changes proposed to Section 11 (Heritage Precincts) of the Plan, to better align the matters of discretion and information requirements for resource consents required for built development in a heritage precinct. The change is based upon additional information that the Council has received about the values and characteristics of these precincts in the form of draft Heritage Guidelines prepared for the Council and attached in Appendix 2.

The draft Heritage Guidelines were developed for Council by Dr Glen Hazelton following an extensive review of the history and character of each precinct. The purpose of the guidelines is to assist in protecting the unique character of each precinct and encouraging new development that is sympathetic to and enhances these characteristics.

The guidelines sit outside the District Plan and are to be read alongside the relevant objectives, policies, and precinct rules.

Section 86B (3) of the Resource Management Act 1991 provides for any rule in a proposed plan that protect historic heritage to have immediate legal effect from the date of public notification, accordingly the proposed changes to Plan Change 20 will have immediate legal effect.

Hearings on Plan Change 20 are anticipated to be heard within the same timeframe as Plan Change 19.

4. Financial Considerations

The development of and progress of Plan Change 20 is subject to statutory processes and is funded from the existing District Plan review budget.

5. Options

Option 1 – (Recommended)

Approve notification of Plan Change 20 in accordance with Clause 5 of the First Schedule to the Resource Management Act 1991 and approve the release of the Heritage Guidelines for public consultation.

Advantages:

· The proposed change reflects the feedback received from the community through the spatial plan and feedback received through the notification of Plan Change 19.

· The development heritage guidelines will help maintain the special character of heritage precincts.

Disadvantages:

· No obvious disadvantages

Option 2

Not approve notification of Plan Change 20 in accordance with Clause 5 of the First Schedule to the Resource Management Act 1991 or the Heritage Guidelines for public consultation.

Advantages:

· No obvious advantages

Disadvantages:

· Risk of inappropriate development occurring in heritage precincts that has adverse effects on their special character.

· Community dissatisfaction when inappropriate development occurs in heritage precincts.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by the Central Otago District Council. The Council has functions under the RMA to carry out these functions. The plan change process under the Resource Management Act is a democratic public process and requires an assessment of the social, economic, environmental, and cultural well-being.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes – the Central Otago District Plan The proposed plan change makes amendments to the operative Central Otago District Plan
Considerations as to sustainability, the environment and climate change impacts	The plan change process does not impact on these matters and the merits of the plan change are considered against the RMA framework.
Risks Analysis	There are no risks associated with this request
Significance, Consultation and Engagement (internal and external)	The plan change will be publicly notified in accordance with the First Schedule to the RMA, which provides a right of submission and further submission.

7. Next Steps

Finalise section 32 and publicly notify Plan change 20.

8. Attachments

Appendix 1 - Plan Change 20.docx ⇩

Appendix 2 - Draft Heritage Guidelines.pdf ⇩

Report author:	Reviewed and authorised by:

Ann Rodgers	Louise van der Voort
Principal Policy Planner	Executive Manager - Planning and Environment
26/10/2022	28/10/2022

9 November 2022

22.9.3 Roxburgh Golf Club Lease - Rent Review

Doc ID: 596840

1. Purpose of Report

To consider the Teviot Valley Community Board's recommendation to set the rent payable under the lease held by the Roxburgh Golf Club at a reduced rate due to exceptional circumstances.

Recommendations

That the Council

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

B. Declines the Teviot Valley Community Board’s recommendation to set the rent payable under the lease held by the Roxburgh Golf Club in accordance with the earlier version of the Council's Community Leasing and Licensing Policy 2019, at $772 per annum plus GST.

C. Agrees to exercise the exceptional circumstances clause of the Council’s Community Leasing and Licensing Policy 2021, and set the rent payable under the lease held by the Roxburgh Golf Club for the next five years commencing 1 July 2021 at $772 per annum plus GST.

2. Background

At their meeting on 16 June 2022, the Teviot Valley Community Board (the Board) considered a report regarding the leases held by the Roxburgh Golf Club (the Club).

The report recommended that the Club's rent be reviewed and the golf course lease be varied to include an additional land area.

A copy of the report dated 16 June 2002 is contained within Appendix 1.

At the public forum, prior to consideration of the report representatives of the Club addressed the Board on the matter. During their presentation, the representatives advised that they believe the Club should not be charged any rental as:

- the course is in a rural area,

- the costs associated with controlling noxious weeds and rabbits are high, and,

- they have a small volunteer base than other larger golf clubs.

The Board resolved to leave the report on the table pending the completion of the review of the Council's Community Leasing and Licensing Policy (the Policy).

At their meeting on 06 July 2022, the Council reviewed the Policy. At that time, the Policy had been operating for about one year.

The purpose of the review was to identify and address any issues or challenges arising during the first year of applying the Policy.

The review identified several areas of the Policy needing further consideration. These included:

1. The definition of income (for the purpose of determining rent).

2. Some wording changes (to clarify the definition of 'affiliation fees').

3. How rent is charged to groups with no memberships, and,

4. The simplification of the process for granting licences to adjacent landowners.

The report also noted that there had been historical instances of decision-making that did not align with some other Council policies, such as Reserve Management Plans.

The Council accepted the recommendations outlined in the report and resolved to update the Policy accordingly.

Updated Policy

The following is an extract from the revised Policy as it relates to determination of fees and the definition of income.

Community leases or licences are offered at a concessional rate, set significantly below potential market rent. Council is able to support community groups and achieve community outcomes through this Policy. The concessional rate is charged to assist in offsetting related property and other costs.

Annual rentals are calculated at 2.5% of the tenant's income less any affiliation fees.

For the purposes of this Policy, income is calculated from any income related to the use of the facility. This includes subscription or membership fees, casual entry, green fees, and other income derived from the use of the facility (such as room or venue hire). It does not include member derived income, other than subscriptions.

Income is calculated over the most recent 5 year period for which the group has filed financial accounts. Where a group does not have 5 years of financial accounts, the rental fee will be calculated as an average over the financial statements that are available. This rental fee shall apply for the first 5 years of the lease or licence or until a rent review is completed.

In exceptional circumstances where there are ongoing or direct costs involved with the property or lease, the tenants and Council may agree to an alternative method of determining rent if it is considered that the standard method will produce an unjust outcome.

Rent reviews occur every 5 years. The same assessment criteria is applied, based on the most recent 5 years of financial accounts. Rent reviews are authorised by the Chief Executive Officer.

Income: Any income derived by a community group or tenant through the use of a facility. This includes:

· any subscription income (money paid by permanent or casual members of a group on a periodic basis to belong to the group),

· casual memberships (including green fees, entry fees, charges by the group for use of parts of a facility)

· and other types of income derived from the use of the facility. Groups without members may still derive an income from the use of the facility.

On 1 July 2022, the Board considered the findings of the Council's review above and resolved under 22.5.3 to:

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

B. Agrees to recommend to Council:

1. That for the five years commencing 01 July 2021, the rent payable under the lease held by the Roxburgh Golf Club shall be assessed in accordance with the (original version of) Council's 2019 Leasing and Licensing Policy, at $772 per annum plus GST.

2. To vary the lease by increasing the area by 0.3000 hectares to approximately 45.3000 hectares by including the land containing the car park.

C. Notes that the Board encourages the Club to apply for a grant through the community grants process.

A copy of the report dated 1 July 2002 is attached as Appendix 1.

The increase of the leased area doesn't require Council's ratification, as the lease to the Club is considered under the 2014 Teviot Valley Reserve Management Plan.

However, the Board resolved to set the rent at an amount that is less than what is provided for under the revised police. Therefore, ratification is required by the Council.

3. Discussion

The Club’s leases state the rent would be calculated annually at 2.5% of the gross revenue received, excluding gross revenue form the operations of the lessee’s ancillary liquor licence. However, to date no rent has been charged.

Applying the previous policy results in a $772 rental per annum for the Club.

Applying the revised policy results in a $994 per annum rental for the Club.

The difference is the inclusion of entry fees from tournaments within this calculation as per the revised definition of income.

Applying the Policy to the Club is consistent with other golf clubs throughout the district. This has been occurring as their rent reviews or lease renewals are come due.

However, because the Board decided to leave the previous report recommending the $772 rental per annum lie on the table while Council reviewed the Policy, this has led to an increase in rental for the Club.

The Board, therefore, resolved to recommend to Council that the following option within the revised policy applied and the lessor amount of $772 per annum be implemented:

As a matter of principle staff cannot recommend adopting a previous policy. However, staff can recommend exercising the right of the exception circumstances clause within the revised policy.

Therefore, the recommendation of this report will be to decline the Teviot Valley Community Board’s recommendation together with the recommendation to exercise the right of exception circumstances clause within the revised policy.

4. Financial Considerations

The rental will be paid to the Roxburgh Reserves account.

The Club is also responsible for all outgoings associated with the leasing of the land, including rates.

5. Options

Option 1 – (Recommended)

Approve that due to exception circumstances the rent payable under the lease held by the Roxburgh Golf Club for the five-year period commencing 01 July 2021 shall be assessed at a reduced rental of $772 per annum plus GST.

Advantages:

· Does not disadvantage the Club because the Board decided to wait for the Council's review of the Policy.

Disadvantages:

· None.

Option 2

To not approve the reduction in rent.

Therefore, the rental for the next five years commencing 01 July 2021, the rent payable under the lease held by the Roxburgh Golf Club shall be assessed at $994 per annum plus GST. This is calculated by applying the Council's 2022 Leasing and Licensing Policy.

Advantages:

· Is consistent with the revised policy.

Disadvantages:

· Does not recognise the resulting increase in the rental amount for the Club because of the Board's decision to wait for the Council to revise the Policy.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by determining the terms and conditions on which a sports club will occupy a part of the Roxburgh Recreation Reserve.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The recommendation is consistent with the Community Leasing and Licencing Policy and the 2014 Teviot Valley Ward Reserve Management Plan.
Considerations as to sustainability, the environment and climate change impacts	There is no sustainability, environmental, or climate impacts associated with the recommendation.
Risks Analysis	There are no risks to Council associated with the recommendation.
Significance, Consultation and Engagement (internal and external)	The Significance and Engagement Policy has been considered with none of the criteria being met or exceeded.

7. Next Steps

1. The Club is notified of the Council's decision.

2. Deed of Variation of Lease drafted, then executed.

8. Attachments

Appendix 1 - Report to the Teviot Valley Community Board, 9 September 2022 ⇩

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
18/10/2022	28/10/2022

9 November 2022

22.9.4 Bannockburn Domain Reserve Management Plan 2022

Doc ID: 595987

1. Purpose of Report

To adopt the Bannockburn Domain Reserve Management Plan 2022.

Recommendations

That the Council

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

B. Recommends that the Bannockburn Domain Reserve Management Plan 2022 is adopted.

2. Background

The Central Otago District Council is the administering body for Bannockburn Domain in terms of Section 40 of the Reserves Act 1977 (the Act). The responsibility for administering and managing reserves including Bannockburn Domain has been delegated to the Cromwell Community Board, with Council having the power to adopt the final Reserve Management Plan under delegation from the Minister of Conservation.

Section 41 of the Act describes that all recreation reserves shall have a Reserve Management Plan prepared by its administering body. The administering body of any reserve shall keep its management plan under continuous review, so that the plan is adapted to changing circumstances or in accordance with increased knowledge.

A Reserve Management Plan was adopted in 2000. Since that time the reserve has been managed under a lease agreement between Council and the Bannockburn Recreation Reserve Management Committee Incorporated, (the Committee). The original lease expired in 2020 and has since been renewed.

When the lease was renewed, it was considered appropriate to prepare a new reserve management plan for the following reasons:

· The existing plan was no longer reflective of the current management situation.

· A new plan would provide for future development of the reserve and reflect any pressures, constraints, conflicts, and opportunities resulting from growth experienced in the Bannockburn community since 2000.

· The age of the existing plan.

Additionally, under Section 41 of the Act, every recreation reserve shall have an operative reserve management plan. The purpose of a reserve management plan is to ensure that the development and implementation of objectives and policies for a reserve enhances the long-term use of the reserve without compromising its existing use. A reserve management plan consists of both historical and current information about the reserve, and a list of management statements to guide consistent decision-making regarding the future development and management of the reserve.

The plan must be regularly reviewed as stated under Section 41 (4) of the Act "so that the plan is adapted to changing circumstances or in accordance with increased knowledge; and the Minister may from time to time require the administering body to review its management plan, whether or not the plan requires the approval of the Minister".

At its 7^th September 2021 meeting the Cromwell Community Board (the Board) resolved the following:

Receives the report and accepts the level of significance.

Agrees to notify its intention to prepare a Reserve Management Plan for the Bannockburn Recreation Reserve legally described as Section 164 Block 1 Cromwell Survey District, S O Plan 19606 – 3.5365 hectares.

The draft plan was prepared during the first half of 2022 and public submissions were sought over a two-month period between May and July 2022. Additionally, all regular users of Bannockburn Domain were sent documentation to enable them to make a submission. Twenty-one submissions were received and considered by the Board at its 12^th September 2022 meeting.

At its 12^th September 2022 meeting the Board resolved the following.

Receives the report and accepts the level of significance.

Resolves that submissions be received.

Recommends that the suggested amendments and changes to the draft plan are approved by the Board.

Recommends to Council adoption of the amended Bannockburn Domain Reserve Management Plan 2022.

Bannockburn Domain comprises 3.5365 hectares and is legally described as Section 164 Block 1 Cromwell Survey District, Survey Office Plan 196060.

The purpose of the Bannockburn Domain Reserve Management Plan is to provide Central Otago District Council with an effective guide for managing the Bannockburn Domain.

The following table summarises Section 41 of the Reserves Act 1977 regarding management plans, and the process used to develop this management plan. The current step is highlighted in red.

Relevant Sections of the Reserves Act	Public Consultation	Description of Activity	Phase
Section 41 (5) Section 41 (5)c Section 41 (6) a-c Section 41 (6) d Section 41 (6) d	Optional Mandatory	Council notifies the public that it is preparing a management plan and calls for submissions (one month) ò Public submissions are received and incorporated into a draft management plan ò A draft management plan is made available to the public for further comment (two months) ò The draft management plan is edited to incorporate input from public submissions ò The final document is presented to Council for adoption		Management Planning
Section 41 Section 41 (4)		All policies come into effect and are enforceable by Council ò The management plan is continually monitored and reviewed		Implementation

3. Discussion

A drop-in session was held at the Bannockburn Bowling Club on 14 June 2022. The public were invited to come along to discuss the Draft Bannockburn Domain Reserve Management Plan and ask any questions of staff. Approximately 16 members of the public attended, and while much of the feedback could be used for the proposed domain development plan, there were some key themes that arose.

Overall, the attendees supported camping remaining on the domain, but would like to see the layout of the campground amended to ensure that the sports field area is not used for camping and available for year-round public use. Clearly delineating this space from the campground was also suggested.

While there was consensus that the open space is an important asset, some people do not feel welcome or comfortable with using the sports field area of the domain for public recreation, due to the proximity of the campground.

Feedback provided indicated there is a lack of signage within the domain to help deliver key messages, such as:

· dogs must be on a leash and are not permitted on the playground or sports field area.

· the area is smoke/vape free.

· the toilets, playground, tennis courts and sports field are available for public use.

Some submissions discussed the tennis courts, which people enjoy, but do not use very much for several reasons:

· the backboard was taken away and never replaced

· the courts need resurfacing

· some people feel uncomfortable using the courts during peak camping season

In addition to the drop-in session, twenty-one submissions were received from the public notification process. The main themes were:

· Domain development plan

A number of ideas have come through in submissions that would contribute to improved usage of the area (e.g., better signage, upgraded facilities, and changing the campground layout).

These submissions will be considered as part of the domain development plan. The development plan will be prepared after the reserve management plan is adopted.

· Camping Ground
Of the 21 submissions received, 15 mention the campground. In general, submitters support the campground being on the domain, but there are requests to ensure that the sports field area remain free from camping.

· The submissions reflect a general concern that the campground may have people living permanently on the domain, and additional space was required for storing caravans all year round.

· There are also some general questions around how the domain is managed. The Plan is clear that the campground must operate within the Camping-Grounds Regulations 1985.Staff will work with the Committee to ensure regulations are complied with.

The development plan will clearly identify the parameters of the camping ground area and sports field area. It is envisaged that the addition of wayfinding signage will be installed to assist with this.

· Dogs on the domain
Several submitters have raised concerns with dog control on the reserve – this was also discussed at the drop-in session.

It is recommended that the Plan be amended to reflect the CODC Dog Policy 2020, and that dog control signage be erected on the domain.

· Sports field area
Many of the submissions suggest other ways that the sports field area at the domain could be used and improved upon.

It is recommended that these ideas be taken into consideration in the domain development plan.

· Other

o In the Draft Plan, add to 5.1.2 Leases: Policy 5 - “If a lease is cancelled either by Council or the lessee, Council will work to secure another lessee in the first instance.”

o In the Draft Plan - 5.9 Alcohol Licences: Amend - The Bannockburn Bowling Club licence permits the sale of alcohol to members and guests of members.

The Bannockburn Reserve Management Committee Inc (the Committee) have made a submission suggesting some amendments in the plan to clarify the following points:

o that the Bannockburn Reserve Management Committee Inc lease the entire reserve, except the Bowling Club. Currently the draft plan specifies that the lease is for the campground.

o Amend name of the Committee to include “Management”

o Add to 5.1.2 Leases:

§ Policy 1 add “1.1 The placement of any container on the reserve is discouraged due to aesthetic appearance and clutter.”

§ Delete Policy 2.1 –as sportsground area is currently leased by the committee. However, given the feedback from the community on the importance of this sports field area, it is recommend negotiating with the committee to remove this area from the lease.

o 5.2.1 Temporary Use & 5.2.2 Commercial Use to specify that requests will go directly to the committee rather than Council for temporary use, and that Council will liaise with the Committee if any requests come in for commercial use.

o 5.5 Fireworks displays: Policy 1 - Delete “cricket wicket”

o 5.15 Vehicle Parking and Access: Policy 3 - Recommend “Regular overnight, ~~residential~~ and long-term parking is not permitted outside of the campground. Residential parking is not permitted anywhere on the domain.”

All agreed changes have been highlighted in Appendix 1 - Final Bannockburn Domain Reserve Management Plan 2022.

4. Options

Option 1 – (Recommended)

To adopt the Bannockburn Domain Reserve Management Plan 2022.

Advantages:

· Meets statutory process as set out in the Reserves Act 1977.

· Considers the input from community, including corrections and suggestions to the draft plan and the management of the domain, provided by way of submissions.

· Provides clear policy direction for future decision making regarding the domain.

· Provides certainty for the community about the direction and operation of the domain.

Disadvantages:

· There are no foreseeable disadvantages.

Option 2

Council does not adopt the Bannockburn Domain Reserve Management Plan 2022.

Advantages:

· There are no foreseeable advantages with this option.

Disadvantages:

· If the Council do not adopt the plan, they may jeopardise their relationship with the community.

· Considerable time and resource have been spent on developing this reserve management plan.

5. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities. The preparation of this management plan is a public process that will contribute to improved community outcomes and enhanced community wellbeing through proactive planning for the future utilisation of the Bannockburn Recreation Reserve.
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan?	Cost for preparing this Reserve Management Plan will be accommodated within existing budgets. There is $8000 allocated for preparation of the Development Plan which will be undertaken following the adoption of the Reserve Management Plan.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	This decision is consistent with Councils plans and polices. Central Otago District Council Long Term Plan 2021 – 31. Bannockburn Recreation Reserve Management Plan 2000.
Considerations as to sustainability, the environment and climate change impacts	A well-planned and functional recreational area will contribute to ongoing environmental sustainability.
Risks Analysis	Every recreation reserve shall have an operative management plan under section 41 of the Reserves Act 1977.
Significance, Consultation and Engagement (internal and external)	The plan is not significant in terms of Council’s Significance and Engagement Plan; however, the Reserves Act 1977 has its own requirements for consultation which were followed in the preparation of this plan.

6. Next Steps

· Council adopts the Bannockburn Domain Reserve Management Plan 2022.

· The adopted Bannockburn Domain Reserve Management Plan 2022 is forwarded to all submitters with a formal response acknowledging their submission.

· The Bannockburn Domain Reserve Management Plan 2022 is uploaded to council’s website.

7. Attachments

Appendix 1 - Final Bannockburn Recreation Reserve Management Plan 2022. ⇩

Report author:	Reviewed and authorised by:

Nikki Aaron	Louise van der Voort
Parks Officer - Planning and Strategy	Executive Manager - Planning and Environment
17/10/2022	17/10/2022

9 November 2022

22.9.5 Central Otago District Council Tree Policy renewal

Doc ID: 596458

1. Purpose of Report

To adopt the Central Otago District Council Tree Policy 2022.

Recommendations

That the Council

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

B. Adopts the Central Otago District Council Tree Policy 2022.

2. Background

The Central Otago District Council (Council) is responsible for approximately 6,500 trees in the district, made up of approximately 3,000 street trees and 3,500 park or amenity trees. Trees provide many benefits to a community, including aesthetic, environmental, economic, cultural and social. Trees reinforce the local identity and character of a place, which makes them an important tool in urban design, particularly with increasing urbanisation.

Tree issues often trigger an emotive response from the public for a range of reasons, from excessive leaf dropping to shading. Good policy in this area is required to ensure all tree requests are handled in an equitable manner.

The Central Otago District Council Tree Policy 2020 had a renewal date of February 2022. The policy has now been reviewed. The reviewed policy only contains minor amendments including the addition of the Wilding Conifer Control Policy and the proposed Open Spaces and Recreation Strategy. A 2025 date has been added for the next review of this policy.

3. Discussion

The Central Otago District Council District Tree Policy 2020 clearly sets out Council’s position on planting, pruning, affected views, maintenance regimes and the relationship with the Council’s District Plan heritage listed trees. It also contains a suggested list of tree species to plant that provide seasonal interest but do not pose problematic issues, including excessive root heave, shading or growth into overhead utilities.

The suggested planting guide is an indication only of trees that will generally perform well in Central Otago and includes both natives and exotics. Seasonal displays from trees particularly in spring and autumn sets Central Otago apart from other areas of New Zealand. Natives also play an important part in the planting fabric of the district, particularly for riparian and revegetation plantings.

The Policy also provides guidance to developers for the provision of trees within new subdivisions from guidance on minimum verge size, acceptable tree species and use of root guards.

The differences between what the Policy covers and how trees are protected under the District Plan is illustrated in the Policy to clearly show the different levels of protection trees are afforded under the two different documents

A review of the Policy has taken place with no major changes suggested. The Wilding Pines Control Policy has been added to the Relevant Documents section of the policy and the date has been amended to 2022-2025.

4. Financial Considerations

There are no financial implications associated with adopting this policy.

5. Options

Option 1 – (Recommended)

Adopt the Central Otago District Council Tree Policy 2022-2025.

Advantages:

· The policy will continue to provide adequate direction to meet the changing needs of the community regarding tree matters.

Disadvantages:

· No disadvantages have been identified.

Option 2

Do not adopt the Central Otago District Council Tree Policy 2022-2025.

Advantages:

· No advantages have been identified.

Disadvantages:

· The policy provides adequate direction to meet the changing needs of the community regarding tree matters.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social, cultural, and environmental wellbeing of communities, in the present and for the future, by having well-managed public trees that add to the environmental and cultural wellbeing of the district’s communities.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	This is consistent with the previously adopted Central Otago District Council Tree Policy 2020-2022.
Considerations as to sustainability, the environment and climate change impacts	Trees absorb carbon dioxide from the environment and provide cooling and shade, contributing to mitigating the effects of climate change.
Risks Analysis	There is considerable risk for Council in not proactively managing, maintaining and inspecting its tree assets. This policy supports a proactive maintenance regime based on a regular maintenance and inspection cycle.
Significance, Consultation and Engagement (internal and external)	A previous version of this policy was consulted on under the Significance and Engagement Policy. As there are no major changes to this updated policy, it is not considered necessary to consult on its contents again at this stage.

7. Next Steps

Once endorsed by Council, the Central Otago District Council Tree Policy 2022 will become operative and reviewed in three years.

8. Attachments

Appendix 1 - Tree Policy 2022-2025.docx ⇩

Report author:	Reviewed and authorised by:

Nikki Aaron	Louise van der Voort
Parks Officer - Planning and Strategy	Executive Manager - Planning and Environment
18/10/2022	25/10/2022

Council meeting

9 November 2022

22.9.7 Register of Delegations

Doc ID: 601041

1. Purpose of Report

To adopt the updated Register of Delegations, to come into effect on 21 November 2022.

Recommendations

That the Council

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

B. Notes the decisions made in the interim Register of Delegations.

C. Adopts the updated Register of Delegations, to come into effect on 21 November 2022.

2. Background

At the 26 October Council meeting, an interim Register of Delegations was adopted. At the meeting, it was discussed that the interim register would confirm delegations for the community boards and the establishment of council portfolios. However, work continued on the delegations to the Chief Executive Officer.

3. Discussion

On the 21 November 2022 a new executive leadership team structure will come into effect. The new structure changes the reporting lines of various functions within the organisation, includes the establishment of one new executive role, and new job titles across the Executive Leadership Team. Two staff will start ingroup manager positions (Experience and Vision respectively), and the current Executive Manager Planning and Environment position will change to Group Manager Planning and Infrastructure. Two other executive positions have already come into effect – Group Manager Business Support and General manager People and Culture. A new fixed term position of Three Waters Director was also created in July.

The Chief Executive Officer has made temporary written delegations to ensure business continuity during the transition of senior roles (as per her authority in the current Registrar of Delegations). These delegations were noted at the last Audit and Risk meeting on 27 September 2022.

Changes have been made to the attached delegations register to reflect these changes (see track changes in the attached document). The internal staff delegations manual has been updated to reflect this new structure. This document has been reviewed by the Chief Executive Officer.

In addition, at their inaugural meeting the Maniototo Community Board appointed Cr Duncan to be a liaison for the Maniototo Ice Rink. It was noted that His Worship was also appointed as a liaison to the same group for the Council. It was suggested that Cr Duncan could do both together and that the Register of Delegations be changed to reflect this. His Worship is supportive of this proposal.

4. Financial Considerations

There are no financial considerations to be made as a result of this decision, beyond the monetary level of delegation approved.

5. Options

Option 1 – (Recommended)

Adopt the updated Register of Delegations to come into effect on 21 November 2022.

Advantages:

· Ensures the delegations to the Chief Executive Officer and associated delegations she can make are consistent with the organisational structure.

· Provides clarity to staff on their levels of delegation.

Disadvantages:

· None identified.

Option 2

Not adopt the updated Register of Delegations.

Advantages:

· None identified.

Disadvantages:

· Lack of clarity on delegations to staff.

· Risk of staff authorising financial transactions without authority.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by clearly articulating where the delegations for decision lie.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	This is a procedural decision and therefore has no impact on other plans and policies and is not inconsistent with them.
Considerations as to sustainability, the environment and climate change impacts	There are no implications from this decision.
Risks Analysis	There are no inherent risks with the recommended option.
Significance, Consultation and Engagement (internal and external)	This is a procedural matter and, therefore, no external consultation or engagement is required.

7. Next Steps

Once adopted, the Register of Delegations will come into effect on 21 November 2022 and will be published on the Central Otago District Council’s website. Until then the interim register will be in force.

8. Attachments

Appendix 1 - Updated Register of Delegations ⇩

Report author:	Reviewed and authorised by:

Saskia Righarts	Sanchia Jacobs
Group Manager - Business Support	Chief Executive Officer
28/10/2022	28/10/2022

9 November 2022

22.9.8 Development of the 2024-34 Long-term Plan

Doc ID: 600935

1. Purpose of Report

To consider the draft timeline for the development of the 2024-34 Long-term Plan.

Recommendations

That the Council

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

B. Approves the draft timeline.

2. Background

Under the Local Government Act 2002, every council in New Zealand must develop and adopt a long-term plan every three years. The long-term plan is the key strategic planning document for council as it sets the 10-year direction and articulates what will be delivered to the community and why, and how this will be funded. The next long-term plan must be adopted by 30 June 2024.

3. Discussion

The development of a long-term plan is a significant piece of work that requires involvement from the community and elected members. Elected members will set the strategy for the next ten years and well as consider how best to deliver to this strategy. This will involve consideration of economic, cultural, social and environmental factors (the four well-beings) to best deliver to the communities in Central Otago.

As the plan evolves, projects and activity to deliver to the aspiration of elected members (on behalf of the community) will be articulated and costed. Two significant strategies will also be developed (infrastructure and financial strategies) that describe how Council will plan ahead and be prudent with the finances to ensure ratepayers are getting value for money. This involves striking a fine balance between aspirations of the community and ensuring also that rates are set at a reasonable level.

Attached is the draft timeline with the key milestones to achieve the development of the 2024-34 Long-term Plan. Currently the Plan has been developed to be completed by May 2024, which enables some flexibility on the final due date in particular with the audit processes which are largely outside of Council’s control. Audit New Zealand are having significant resourcing challenges (currently impacting on the audit timeframes for the 2021/22 Annual Report) so it is likely that the attached draft timeline will change as the scheduling of the audit becomes clearer.

Also, dependant on the direction from elected members next year it may also be that additional workshops and/or papers need to be scheduled to explore projects and options.

More detail will be provided as the Plan progresses, but to note the Plan development will commence at Council’s next meeting in December 2022 where elected members will consider the development of a district vision and accompanying community outcomes. The next significant step will be at the January 2023 meeting, where elected members will discuss their aspiration and what they wish to achieve for the community in this long-term plan.

4. Financial Considerations

There are no direct financial implications as a consequence of this decision.

5. Options

Option 1 – (Recommended)

Approve the draft timeline for the development of the 2024-34 Long-term Plan.

Advantages:

· Provides visibility on the milestones needed to be achieved as the Plan develops

· Facilitates planning and scheduling of papers and workshops in advance with elected members

· Provides a mechanism for accountability and adherence to deadlines as the Plan evolves.

Disadvantages:

· None identified.

Option 2

Do not approve the draft timeline for the development of the 2024-34 Long-term Plan.

Advantages:

· None identified.

Disadvantages:

· There will be no clear and visible pathway for the development of the Plan for elected members and the community.

· There will be a risk that deadlines will slip and aspects of the Plan may be rushed or not have adequate elected member and/or community involvement.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by having a clear visible plan to develop the 2024-34 Long-term Plan.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	All policies will be considered as the Plan is developed and a number of policies will be updated as part of the work (eg rating policy, financial strategy, infrastructure strategy).
Considerations as to sustainability, the environment and climate change impacts	There are no direct impacts to sustainability in adopting the draft timeline.
Risks Analysis	There are no risks in adopting the draft timeline.
Significance, Consultation and Engagement (internal and external)	As the Plan is developed, conversations will occur with the community and there will be a period of formal consultation in early 2024.

7. Next Steps

Staff will prepare material for a discussion at the next meeting in December 2022 on the development of a district vision and the accompanying community outcomes. A paper will be developed for the Audit and Risk Committee meeting in December 2022 that will seek agreement on the role of the Committee in the development of the 2024-34 Long-term Plan.

8. Attachments

Appendix 1 - 2024-34 Long-term Plan Timeline ⇩

Report author:	Reviewed and authorised by:

Saskia Righarts	Sanchia Jacobs
Group Manager - Business Support	Chief Executive Officer
27/10/2022	28/10/2022

9 November 2022

22.9.9 Elected Members' Remuneration 2022-23

Doc ID: 599664

1. Purpose of Report

To consider the allocation of elected member remuneration for the 2022-23 year.

Recommendations

That the Council

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

B. Approves the annual elected member remuneration as set out in the report.

2. Background

The Local Government Act 2002 (LGA) gives the Remuneration Authority (the Authority) the responsibility for setting remuneration for local government elected members. Each council is allocated a pool for their remuneration and a base rate for councillors is also set.

3. Discussion

The Local Government Members (2022/23) Determination 2022 has allocated the following sums:

· The total pool allocated to Central Otago District Council is $362,213.

· The minimum allowable remuneration for a councillor is set at $27,182.

The Council’s recommendation to the Authority must include a remuneration rate for the base councillor position and rates for all positions that hold additional responsibilities.

The proposed remuneration is detailed in the tables below and key considerations in determining the proposed rates.

The role of the Deputy Mayor has significant additional responsibilities and it is recommended that this role be remunerated at a rate of 1.2 times the base councillor remuneration.

Four portfolio leads have been confirmed at the inaugural meeting. It is recommended that each of those four leads be remunerated at a rate of 1.1 times the base councillor remuneration.

It is proposed that the additional responsibilities faced by councillors sitting on community boards is also acknowledged. The Authority has determined that the members of the Cromwell and Vincent Community Boards are remunerated at approximately twice the rate of the Maniototo and Teviot Valley boards. Accordingly, it is recommended that councillors who also sit on the Cromwell and Vincent community boards are remunerated at a rate of 1.18 times the base councillor remuneration and councillors who sit on the Teviot Valley and Maniototo boards, are remunerated at a rate of 1.09 times the base. In addition, it is recommended that the extra responsibilities as Chair of the Vincent Community Board be remunerated at a rate of 1.14 times the base councillor remuneration.

In addition, it is recommended that elected members of the Audit and Risk Committee are remunerated at a rate of 1.1 times the base councillor remuneration. Previously, members who sat on the Audit and Risk Committee received no additional compensation for that commitment.

The minimum base rate for a councillor, set by the Remuneration Authority is $27,182. This proposal suggests a base rate for councillors with no other responsibilities of $27,234. This proposal fully allocates the pool as required by the determination.

Position	Number	Ratio to base remuneration
Deputy Mayor	1	1.2
Portfolio Lead	4	1.10
Audit and Risk	3	1.10
Community Board Chair (VCB)	1	1.14
Community Board Member CCB / VCB	5	1.18
Community Board Member TVCB / MCB	2	1.09
Base Councillor	2	1

Name	Positions held	Proposed ratio to base	Base rem	Additional rem	Annual rem
Cr N Gillespie	· Deputy Mayor (0.2) · CCB member (0.18) · Portfolio lead (0.10) · Audit and Risk (0.10)	1.58	27,234	15,796	43,030
Cr T Alley	· VCB member (0.18) · VCB Chair (0.14) · Portfolio lead (0.10) · Audit and Risk (0.10)	1.52	27,234	14,162	41,396
Cr T Paterson	· VCB member (0.18) · Audit and Risk (0.10)	1.28	27,234	7,626	34,860
Cr S Duncan	· Portfolio Lead (0.10) · MCB member (0.09)	1.19	27,234	5,174	32,409
Crs S Browne, C Laws and M McPherson	· CCB/VCB members (0.18)	1.18	27,234	4,902	32,136
Cr N McKinlay	· Portfolio lead (0.10)	1.10	27,234	2,723	29,957
S Feinerman	· TVCB member (0.09)	1.09	27,234	2,451	29,685
Crs I Cooney and L Claridge	· Councillor	1.00	27,234	0	27,234

4. Financial Considerations

The allocation of money given to Central Otago District Council is set by the Remuneration Authority. It is unable to be contested and must be allocated in its entirety.

5. Options

Option 1 – (Recommended)

The Council has no option but to allocate the full pool of $362,213 and the proposal in the report does that. Council is free to consider alternative options for allocating the pool, but any alternative must ensure full allocation and be able to be justified to the Authority.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by setting elected member remuneration that is unable to be contested.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	It is required by law to be accepted, so whether it adheres to council policies is not applicable
Considerations as to sustainability, the environment and climate change impacts	There are no considerations to be made regarding this decision.
Risks Analysis	There are no risks associated with this decision.
Significance, Consultation and Engagement (internal and external)	This decision does not trigger any provisions in the Significance and Engagement Policy.

7. Next Steps

A spreadsheet reflecting these amounts will be submitted to the Remuneration Authority for their consideration. Following acceptance, the new figures will be gazetted and released early in 2023. Any extra money that needs to be back paid to members will be done at that time.

8. Attachments

Nil

Report author:	Reviewed and authorised by:

Wayne McEnteer	Saskia Righarts
Governance Manager	Group Manager - Business Support
27/10/2022	27/10/2022

9 November 2022

22.9.10 Pecuniary Interests Register

Doc ID: 591919

1. Purpose of Report

To consider a new process for declaring pecuniary interests in response to the Local Government (Pecuniary Interests Register) Amendment Act 2022.

Recommendations

That the Council

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

B. Notes the requirement for elected members to complete and make publicly available their pecuniary interests in accordance with the Local Government (Pecuniary Interests Register) Amendment Act 2022.

C. Notes the Governance Manager is the registrar of the pecuniary interests register.

D. Notes the process for the collection of information for the register.

2. Background

The Local Government (Pecuniary Interests Register) Amendment Act 2022 passed on 20 May 2022 and will come into force on 20 November 2022. It inserts a new set of requirements and obligations into the Local Government Act 2002 which relate to members’ pecuniary interests.

Every council will now be required to keep a register of pecuniary interests for its elected members. A summary of this register will be publicly available on the council website.

3. Discussion

The Local Government (Pecuniary Interests Register) Amendment Act 2022 sets out a number of obligations for elected members to disclose their interests in companies, trusts (trustee and beneficiary) as well as their real assets. This will then be kept on a register which will be summarised and be made publicly available on the website.

Appointment of a Registrar

Each council must appoint a registrar to collect and collate the information and to liaise with elected members to answer questions that may arise. Legislation requires that a registrar be appointed to oversee the register. While any member of staff could be appointed to this role, the Governance Manager is in regular communication with elected members and is in good position to maintain the register.

Obligations for Elected Members

Elected members have obligations each year to correctly complete their pecuniary interests for the preceding year. Any interest that existed at any time during the preceding 12 months must be disclosed.

In each triennium, the due dates for return are:

(a) Year 1: the day that is 120 days after the date on which the member comes into office under section 115 of the Local Electoral Act 2001;

(b) Year 2: the last day of February in the second year of the triennium; and

Note that it will be an offence for an elected member to fail to file a return by the due date, file a false return or fail to advise the registrar of an error or omission. Members are liable for a fine of up to $5000 per offence. It should also be noted that the staff are not responsible for ensuring that elected members comply with the law, it is their individual responsibility.

Please note that the due date for the 2023 return will be Sunday 12 February 2023 (however, to enable the forms to be efficiently collated and published on the website it is requested members return their forms by midday Friday 10 February 2023).

Limits

The law extends to all elected members on both council and community board. However, it does not include members that have been appointed, for instance the independent chair of the Audit and Risk Committee.

Proposed Process

The proposed process is as follows:

· The form will be sent out to members to complete at least 1 month prior to its due date

· Members will send back their forms

· The Registrar will update the interest register on the website

Although it is the members’ responsibility to make sure this paperwork is returned, the registrar will remind members of impending deadlines.

4. Financial Considerations

There are no financial considerations as a result of this decision.

5. Options

Option 1 – (Recommended)

Adopt the Pecuniary Interests (Elected Members) Policy.

Advantages:

· Adherence to the law.

· Will ensure a greater level of public confidence and transparency in decision making.

Disadvantages:

· None identified.

There are no other viable options as this requirement has been mandated in law.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the wellbeing of communities, in the present and for the future by allowing greater transparency of members’ interests during decision making.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes
Considerations as to sustainability, the environment and climate change impacts	There are no considerations in regards to environmental impacts except to note the collation of information will be an electronic process.
Risks Analysis	There are no risks to adopting this policy as it will represent adherence to the law.
Significance, Consultation and Engagement (internal and external)	This does not trigger consultation under the Significance and Engagement Policy

7. Next Steps

· A registrar will be appointed.

· A formal mechanism to collate and display the captured data will be developed.

· A workshop will be provided to elected members, so that they are aware of their obligations under the law.

· A template for members to provide the required information will be developed and presented in the workshops.

8. Attachments

Nil

Report author:	Reviewed and authorised by:

Wayne McEnteer	Saskia Righarts
Governance Manager	General Manager – Business Support
26/10/2022	26/10/2022

Council meeting Agenda

9 November 2022

I. Statement of Financial Performance for the period ending 30 September 2022

2022/23	3 MONTHS ENDING 30 SEPTEMBER 2022					2022/23
		YTD	YTD	YTD
Annual Plan		Actual	Revised Budget	Variance		Revised Budget
$000		$000	$000	$000		$000
	Income
36,238	Rates	9,081	8,988	93	˜	36,238
6,062	Govt Grants & Subsidies	1,211	1,645	(434)	˜	6,552
8,161	User Fees & Other	1,274	1,928	(654)	˜	8,729
14,930	Land Sales	-	-	-	˜	14,930
2,233	Regulatory Fees	812	558	254	˜	2,233
2,192	Development Contributions	2,252	548	1,704	˜	2,192
500	Interest & Dividends	42	125	(83)	˜	500
-	Reserves Contributions	291	-	291	˜	-
-	Profit on Sale of Assets	23	-	23	˜	-
40	Other Capital Contributions	83	8	75	˜	41
70,356	Total Income	15,069	13,800	1,269	˜	71,415

	Expenditure
13,876	Staff	3,193	3,506	313	˜	14,207
603	Members Remuneration	114	151	37	˜	603
8,918	Contracts	2,657	2,266	(391)	˜	9,185
2,735	Professional Fees	739	795	56	˜	3,304
10,857	Depreciation	2,714	2,714	-	˜	10,857
11,232	Costs of Sales	4	1,004	1,000	˜	11,232
4,182	Refuse & Recycling Costs	865	1,045	180	˜	4,182
-	Cost Allocations	(4)	-	4	˜	-
1,799	Repairs & Maintenance	518	480	(38)	˜	1,911
1,433	Electricity & Fuel	214	353	139	˜	1,421
636	Grants	884	359	(525)	˜	763
1,118	Technology Costs	319	294	(25)	˜	1,095
378	Projects	124	329	205	˜	1,289
658	Rates Expense	468	164	(304)	˜	658
474	Insurance	157	118	(39)	˜	474
526	Interest Expense	51	69	18	˜	526
2,133	Other Costs	439	551	112	˜	2,243
61,558	Total Expenses	13,456	14,198	742	˜	63,950

8,798	Operating Surplus / (Deficit)	1,613	(398)	2,011		7,465

This table has rounding (+/- 1)

The financials for September 2022 show an overall favourable variance of $2.011M. Development and reserve contributions are higher than budget. This is predominately due to the timing subdivisions in Cromwell and when the invoicing of contributions occurs. Grants and subsidies are ($434k) behind budget. This is due to the timing of Waka Kotahi subsidies ($796k), which is offset by $489k of Strategic Tourism Assets Protection Programme (STAPP) funding that has been carried over from the prior financial year. User fees and charges are ($654k) behind budget. This is due to the timing of metered water sales ($431k) and ($125k) relates to the contributions for the Otago/Southland Three Waters Director position.

Council meeting Agenda

9 November 2022

Income of $15.069M against the year-to-date budget of $13.800M

Overall, income has a favourable variance against the revised budget by $1.2M. This is being driven by the timing of development contributions with a variance of $1.7M (F), offset by the timing of Waka Kotahi subsidies (U) and metered waters sales (U).

The main variances are:

· Government grants and subsidies ($434k) U - This is mainly due to the timing of the Waka Kotahi New Zealand Transport Agency (Waka Kotahi) roading subsidy contributing an unfavourable variance of ($796k). Subsidies are claimed for both the operational and capital roading work programmes and fluctuate based on the work programme. Tourism Central Otago has brought forward from the prior year $489k of Strategic Tourism Assets Protection Programme (STAPP) funding from Ministry of Business, Innovation and Employment (MBIE) funding.

· User fees and other ($654k) U – Metered water sales has a variance of ($431k). The first meter readings of the financial year will be carried out over October, November and December 2022.

· Land sales no variance – these are programmed for later in the financial year and are recognised in tandem with costs of sales.

· Regulatory fees $254k F – Majority of the dog registration revenue has been received in July 2022 creating a favourable variance of $165k. This is due to the budget being spread over 12-months rather than the dog registration period. Building permit fees are also higher than budget by $77k.

· Development Contributions $1.7M F - This variance relates to the timing of development contributions which are dependent on the resource consent process and developer timeframes. Cromwell development contributions in wastewater, water and roading are higher than budgeted.

· Interest and dividends revenue ($83k) U - Large project costs are being managed within current cashflows rather than uplifting additional loan funding (this includes subdivision development costs which are held on the balance sheet). This results in less cash available to be invested. At the time of writing this report there is $4M in term deposits earning interest.

· Reserves contributions $291k F - These are difficult to gauge when setting budgets and are dependent on developers’ timeframes. As with development contributions above, these are mainly for the Cromwell area.

Expenditure of $13.456M against the year-to-date budget of $14.198M

Expenditure has a favourable variance of $742k. The main drivers behind this are cost of sales, staff, and projects. Offsetting this favourable variance is contracts, grants, and rates expenses.

The main variances are:

· Staff costs $313k F - The is due in part to the lag between staff movements and the replacement of new staff, plus the relevant recruitment costs.

· Contracts ($391k) U - Contract expenditure is determined by workflow and the time of the contract. The outcome of this is that the phased budgets will not necessarily align with actual expenditure, meaning some work appears favourable, and some contracts spend year-to-date appear unfavourable. Physical works contracts ($393k), roading contracts ($203k), contracts ($25k) and planned maintenance $231k are the key timing variances year-to-date. The physical works contracts variance relates to water supply operations ($248k) and wastewater operations ($189k). The wastewater operations variance is due to the July 2022 flooding event where the Omakau treatment pond was flooded. $165k of the repair cost is being funded through the emergency works fund. The water supply operations have seen an increase in service requests and re-active repairs.

· Costs of sales $1.00M F - Costs of sales is linked to the land sales mentioned earlier and reflect the development costs for subdivisions. The subdivision development costs are held on the balance sheet in ‘property intended for sale’ until each stage is complete and land sales are received. There have been no land sales in the first quarter to allocate out development costs to costs of sales.

· Refuse and recycling costs $180k F – The waste management activity can fluctuate depending on the amount of waste being managed.

· Electricity & Fuel $139k F - This is due to a lag in receiving electricity invoices, September invoicing was not available at the time of preparing this report.

· Grants ($525k) U – This is predominately due to the Roxburgh Pool grant of $500k. This grant was recognised in the 2021/22 Annual Plan. The remaining variance is due to the timing of Central Stories Museum grant funding.

· Projects $205k F - This is due to the phasing schedule of Tourism Central Otago projects and the costs incurred for the Southland Otago Three Waters Director position. The Southland Otago Three Waters Director position is a cost share arrangement with other councils in the area to assist with the Three Waters reform.

· Rates Expense ($304k) U – Central Otago rates expenses for 2022/23 on council owned property has been recognised in full in July 2022, while the budget has been recognised over 12-months.

· Other costs $112k F - A detailed breakdown for other costs is tabled below.

Other costs breakdown

2022/23		YTD Actual	YTD Revised Budget	YTD Variance		2022/23
Annual Plan	Other Costs breakdown	YTD Actual	YTD Revised Budget	YTD Variance		Revised Budget
$000		$000	$000	$000		$000
625	Administrative Costs	141	167	26	˜	678
673	Office Expenses	141	172	31	˜	662
229	Operating Expenses	71	54	(17)	˜	229
352	Advertising	11	91	80	˜	415
178	Valuation Services	61	45	(16)	˜	178
76	Retail	14	22	8	˜	81
2,133	Total Other Costs	439	551	112		2,243

This table has rounding (+/- 1)

· Other costs include only need based costs which will fluctuate against budget from time-to-time. There are no significant variances of note to report on at present.

II. Profit and Loss by Activity for the period ending 30 September 2022

This table has rounding (+/- 1)

* The funding activity has been removed as this is not an operational activity.

· Infrastructure $1.66M F – income has a favourable variance of $1.57M. This is due to the timing of development contribution revenue. Cromwell development contributions in wastewater, water and roading are higher than budgeted. Expenditure has a favourable variance of $86k. This department is fully on-charged as an overhead. This variance is due to the Southland Otago Three Waters Director position. This is a cost share arrangement with other councils in the area to assist with the Three Waters reform.

· Roading ($974k) U – income has an unfavourable variance of ($784k). This is predominately due to the Waka Kotahi subsidy. This subsidy moves in conjunction with the subsidised roading operating and capital work programmes. Operating expenditure has an unfavourable variance of ($190k). This is mainly due to contracts ($198k) and professional fees ($77k). The capital work programme has a year-to-date favourable variance of $2.12M.

· Waste Management ($12k) U - income has an unfavourable variance of ($107k). User fees and charges are behind budget, these fluctuate based on transfer station users. Expenditure has a favourable variance of $95k. This is due to the waste and recycling costs, which fluctuate based on the volume of waste being processed.

· Parks and Recreation ($340k) U – income has an unfavourable variance of ($48k). This is mainly due to user fees being ($49k) lower than revised. This is made up of camp fees ($43k), admissions ($17k) and rentals and hires ($16k). This is offset by higher-than-expected swim school income of $16k. Expenditure has an unfavourable variance of ($292k). The Roxburgh Pool grant of $500k was recognised in the 2021/22 Annual Plan and is creating the unfavourable variance. The remaining favourable variance of $196k is due to the timing of workplans with underspends in planned maintenance $165k and physical works contracts $27k.

· Corporate Services ($35k) U – income has a small favourable variance of $1k. Expenditure has an unfavourable variance of ($36k). This is mainly due to computer maintenance and support ($28k) and equipment hire ($16k).

· People and Culture $40k F – income has a small favourable variance. Expenditure has a favourable variance of $39k. Driving these variances are underspends in libraries $28k and service centres $40k. This is offset by overspends in human resources ($10k) and administration ($23k).

· CEO $254k F – income has an unfavourable variance of ($4k). Expenditure has a favourable variance of $258k. This is mainly due to the timing and need for professional fees $53k, staff costs $161k and strategic planning $21k.

· Property $1.12M F – income has a favourable variance of $103k. User fees and other is higher than budget by $79k due to annual lease payments. The Transpower capital grant of $29k has also been carried forward from the prior year for the Clyde Hall kitchen and bathroom project. Expenditure has a favourable variance of $1.02M. The timing of the cost of sales budgets for subdivisions is creating a favourable variance of $1.0M. Excluding the cost of sales variance there is a small favourable variance of $6k. Community buildings $29k, Council offices $13k and public toilets $20k are offset by commercial and other property ($61k). The commercial and other property variance is due to the Central Otago properties rates expense for 2022/23. The rates expense is recognised in full in July each year.

· Governance and Community Engagement $484k F – income has a favourable variance of $423k. This due to the budget phasing of the STAPP funding carried over from the previous financial year. Expenditure has a favourable variance of $61k. This is due to underspends in community development $45k and regional identity $44k. This is offset by promotions and tourism variance of ($33k). This relates to the phasing schedule for the Tourism Central Otago projects.

· Planning (Regulatory) $395k F – has a favourable income variance of $194k. This is mainly due to dog registration fees of $159k and an increase in building permits revenue of $77k. These are offset by lower than budgeted professional fee recoveries ($63k). Expenditure has a favourable variance of $201k. This is due to the timing and need of planning consultants $84k, staff costs $113k and contracts $43k.

· Three Waters ($870k) U – income has an unfavourable variance of ($380k). This is mainly due the timing of metered water sales ($431k), water meters will be read over October, November and December 2022. Expenditure has an unfavourable variance of ($490k). Driving this unfavourable variance are the water supply operations ($248k) and wastewater operations ($189k) physical works contracts. As mentioned above, wastewater operations variance is due to flooding expenses from the Omakau event in July 2022 and the water supply operations has seen an increase in service requests and reactive repairs in the first quarter.

III. Capital Expenditure

Year-to-date, 12% of the total capital spend against the full year’s revised capital budget, has been expensed.

					2022/23	Progress to date against revised budget
CAPITAL EXPENDITURE	YTD Actual	YTD Revised Budget	YTD Variance		Revised Budget
	$000	$000	$000		$000

Council Property and Facilities	563	5,023	4,460	˜	24,516	2%
Waste Management	12	226	214	˜	905	1%
Customer Services and Administration	6	24	18	˜	95	6%
Vehicle Fleet	-	73	73	˜	597	0%
Planning	1	102	101	˜	407	0%
Information Services	88	272	184	˜	1,493	6%
Libraries	10	120	110	˜	492	2%
Parks and Recreation	163	581	418	˜	2,551	6%
Roading	539	2,484	1,945	˜	9,937	5%
Three Waters	7,972	8,583	611	˜	34,334	23%

Grand Total	9,354	17,488	8,134		75,327	12%

This table has rounding (+/- 1)

Council Property and Facilities $4.46M F - This is mainly due to the timing of the Cromwell Town Centre Projects which is currently underspent by $3.994M. This includes the Memorial Hall project, Cromwell Administration Buildings projects and grounds, paths and fences around the Town Centre. Other areas behind budget include airports $323k, public toilets $125k and elderly person housing $35k.

Waste Management $214k F - The transfer station reconfiguration projects are contributing to $183k of the underspend. The Greenwaste processing project has not yet started.

Vehicle Fleet $73k F - Vehicle renewals and purchases are under budget. The vehicle renewals programme has started, however there are expected delays due to supply global constraints.

Planning $101k F - This relates to the timing of the dog pounds and dog registration software projects. These were carried forward from the 2022/23 financial year and have not started yet.

Information Services $184k F - Information Services projects are behind budget. Projects include enhanced customer experience projects $17k, financial performance improvement $59k, and geographic information systems $81k.

Libraries $110k F - This is due to the timing of the Alexandra Library building upgrade. Currently this project is in the design phase.

Parks and Recreation $418k F - This is driven by a mixture of the timing of project budgets, work programmes and contractor’s availability to perform the work. Parks and reserves are favourable by $214, with major projects including: Alexandra River Park $66k, Omakau Tennis Courts surface upgrade $47k, Anderson Park $16k, Maniototo reserves $14k, other Alexandra reserves $15k and Pioneer Park $12k. Swimming pools has a favourable variance of $133k, including Cromwell Pool $108k and Alexandra Pool $25k.

Roading $1.94M F - This is due to the timing of the budget and work programme. Roading projects include footpath renewals $116k, carpark renewals $14k, seal extensions $100k, structures renewals $109k, minor improvements $862k, sealed road renewals $386k, gravel road renewals $390 and drainage renewals ($50k).

Three Waters $611k F - This is due to the timing of construction projects. These can be ahead of budget or behind because of the project work programme. The main drivers include the Lake Dunstan water supply ($1.9M), Cromwell water treatment plant and capacity upgrades $1.73M, Clyde wastewater improvements ($614k), water supply renewals $735k and wastewater renewals $141k.

IV. Internal Loans

Forecast closing balance for 30 June 2023 is $4.14M.

OWED BY	Original Loan	1 July 2022	30 June 2023 Forecast
OWED BY	Original Loan	Opening Balance	Closing Balance
Public Toilets	670,000	468,048	443,899
Tarbert St Bldg	25,868	11,574	10,019
Alex Town Centre	94,420	44,545	39,117
Alex Town Centre	186,398	79,921	68,342
Alex Town Centre	290,600	139,137	122,048
Centennial Milkbar	47,821	18,192	14,973
Vincent Grants	95,000	9,500	0
Pioneer Store Naseby	21,589	9,609	8,213
Water	867,000	691,212	663,496
ANZ Bank Seismic Strengthening	180,000	143,504	137,750
Molyneux Pool	650,000	563,650	531,150
Maniototo Hospital	1,873,000	1,723,630	1,670,314
Alexandra Airport	218,000	197,216	189,584
Roxburgh Community Pool Upgrade*	250,000	-	241,384
Total	5,469,695	4,099,738	4,140,288

This table has rounding (+/- 1)

*The Roxburgh Pool loan has no opening balance as it has been uplifted in the 2022/23 financial year.

V. External Loans

The total amount of external loans at the beginning of the financial year 2022-23 was $134k. As at 30 September 2022, the outstanding balance was $119k. Council has received $14.2k in principal payments and $1.8k in interest payments.

Owed By	Original Loan	1 July 2022 Actual Opening Balance	Principal	Interest	30 September 2022 Actual Closing Balance
Cromwell College	400,000	95,351	9,181	1,347	86,169
Maniototo Curling	160,000	21,910	3,546	259	18,364
Oturehua Water	46,471	16,844	1,508	210	15,354
	606,471	134,105	14,235	1,816	119,887

This table has rounding (+/- 1)

Reserve Funds table

· As at 30 June 2022 the Council had an unaudited closing reserve funds balance of $281k. This reflects the whole district’s reserves and factors in the district-wide reserves which are in deficit at ($27.814M). Refer to Appendix 1.

· Taking the 2021-22 unaudited Annual Report closing balance and adding 2022-23 income and expenditure, carry forwards and resolutions, the whole district is projected to end the 2022-23 financial year with a closing deficit of ($32.026M). This is dependent of all capital funding being expensed, and based on year-to-date and current comments, this is not a realistic expectation, meaning the reserves should finish with a more favourable result than currently forecast.

3. Attachments

Appendix 1 - CODC Reserve Funds 2022-23 ⇩

Report author:	Reviewed and authorised by:

Ann McDowall	Saskia Righarts
Finance Manager	Group Manager - Business Support
19/10/2022	22/06/2022

9 November 2022

6 Mayor’s Report

22.9.13 Mayor's Report

Doc ID: 601457

1. Purpose

To consider an update from His Worship the Mayor.

Recommendations

That the Council receives the report.

And so begins a new triennium, the third in which I have held the honour of leading the council and being one of the leaders of this community.

This poses a good opportunity for reflection and to look ahead over the next three years and beyond.

Looking back to the first full meeting of the CODC council that I chaired around this time in 2016, firstly I reflect on the fact that in the six years since, we have maintained a good degree of consistency with our elected members while welcoming dynamic new councillors into the fold. Having talked to other Mayors at our inaugural meeting last month, I recognise how fortunate I have been to lead such a steady team and how fortunate the community is to have such a great bunch of people at the helm for the next three years. I look forward to working with you all.

Back in 2016, the population we served numbered approximately 20,000 people. Stats New Zealand last month gave the latest official estimate as being 25,500, a 25% growth rate in six years. I think I have mentioned this before but a couple of different ways of looking at this is that 1 in 5 people living in Central now weren’t living here in 2016, and there have been more people move here since 2016 than lived in Alexandra back then.

That sort of population growth puts pressure on a community in many ways, from infrastructure through to housing through to socially welcoming these new people. Council’s response through the Cromwell Masterplan and Vincent Spatial Plan leading to Plan Change 19 is aimed at assisting in the housing space by making more land available for housing and encouraging densification. To some, densification is a dirty word, but the reality is that people want to come and share our place with us and if we want to have any hope of getting land and house prices more achievable for more people, we need to make space available. We can either do that by sprawling out over our magical place, ploughing up great land once for a house, or we can accept denser living within or near to our current town footprints. We currently have the Teviot Spatial Plan currently underway to address growth in that Valley and we have joined the Welcoming Communities programme to find ways to ensure our new Central Otago folk feel this place is their home as quickly as possible.

We are also providing the infrastructure to meet growth and other needs with the infrastructure build that has been undertaken over the last six years and still to come constituting the largest amount of capital works ever undertaken in this District by the council, an amount of mahi probably only rivalled by the Clyde Dam build overall.

In the last six years, I have had the honour of dedicating the Cromwell Wastewater Treatment plant upgrade which cost eight million dollars and I am looking forward to turning the tap on the Lake Dunstan Water Supply that will bring lower lime water to Alexandra and fully compliant water to both Clyde and Alexandra next year as well as commissioning the first stage of the Clyde Wastewater scheme around the same time at a combined cost of tens of millions of dollars.

Add to that projects completed such as the Lodge Lane and Miners Lane upgrades in Clyde and projects well advanced such as Riverside Park in Alexandra, the Cromwell Town Hall rebuild and the Omakau Community Hub alongside projects in the pipeline such as the Cromwell drinking water and Omakau drinking water and wastewater upgrades and the Cromwell Mall redevelopment, as well as projects council has supported through rates funding like the Maniototo Hospital build and the Roxburgh Swimming Pool build.

Then throw into the mix the small matter of a pandemic response and dealing with the after-effects of that in the community, including inflation levels not seen in decades and you can see what a busy and challenging six years it has been.

At a national level CODC has never had such penetration, with our CEO Sanchia Jacobs holding the role of President of Taituarā (the Local Government Professionals Aotearoa national body) while I have sat on two Ministerial Working Groups (remaining on one), Chaired the Otago Mayoral Forum and have just been appointed to represent the lower South Island on the LGNZ National Council. These positions allow the viewpoint of the 0.5% of New Zealand’s population that we serve to be heard far more clearly in Wellington than other population bases could hope for.

So that’s the looking back bit done. If the pandemic has taught me anything it is that crystal ball gazing is a fraught game at the best of times, but what are the challenges I see ahead over the next three years for us as a Council to face?

Firstly, there are the three big reform programmes, each one of them offering significant threats and opportunities.

The reform of the Resource Management Act is well underway and has quietly moved its way along under the public view, or perhaps more accurately within the view of a disinterested public. This reform, amongst many other things, will see a reduced ability for territorial authorities to have control over their growth plans, with the proposed Spatial Planning Act (SPA) requiring the development of long-term Regional Spatial Strategies (RSSs), effectively creating regional plans for growth. It is crucial that this council continues to be heard in this space as this reform progresses while preparing for the changes to come.

The Three Waters reforms have dominated the publics interest with plainly a lot of opposition to the proposal both locally and nationally. A lot of that opposition fails to recognise the need for radical change in this space and the complexities involved in meeting the challenge of a combined storm of under-investment in infrastructure, increased or enforced regulation, changes in community expectations on environmental impacts and the effects of climate change. The status quo simply cannot remain and no political party is saying it can. The first of the Bills that will make the reforms happen is about to come out of the Select Committee process with the other two due for First Readings soon. I do not see the Government changing course at this late stage so we must plan for losing our Three Waters as of July 1, 2024. However, we must at the same time be cognisant of the National and ACT views that the reforms in their current form will not proceed and that the tea-leaves suggesting strongly a change of government next year. Add to that my personal belief that there is no way in the world a new government will just revert to the status quo, and a lack of clarity as to what they intend to replace the reforms with, and we have a massive amount of uncertainty over the third of our business that the Three Waters constitute. As with the RMA reforms, we need to remain closely involved in all the discussions in this space and make the best plans and undertake the smartest options we can amongst nothing but uncertainty.

Then finally we have the Future for Local Government reform; potentially the biggest of them all. I fully support the need for a look at the way we do things. I do not believe that the adage “if it ain’t broke, don’t fix it” applies here. We had significantly less than 50% of our population vote in the last election and the Cromwell Community Board, I would say the most powerful community board in the country, is needing a by-election to fill a vacancy caused by a lack of candidates. To me, these are symptoms of a broken system, and there are plenty more I could cite.

The report of the Future for Local Government Panel released late last month, which the Panel has brilliantly described as a “provocation”, is an exciting, challenging read. I am really looking forward to the debates that will come from this document over the next few months and strongly encourage all councillors as well as everyone in the community to read the report and get involved in those discussions.

Secondly looking forward, and speaking of uncertainty, we have two proposals outside of our control that could transform our district if either or both go ahead. I refer of course to the Lake Onslow Battery proposal and the Central Otago International Airport proposal at Tarras. These proposals, if either come to fruition, will change things here in ways that we cannot imagine. We as the council that leads the community need to be involved in both these projects as much as possible as they progress.

Thirdly, we have matters well within our lane that we need to focus on. Our bridge strategy and the flow-on mahi and cost from that is going to have a big impact on our workstream and our costs over the next few years, and especially into our next Long-Term Plan. The community needs to prepare itself for the impact of the work that needs to be done, and the changes that may come to our roading network as a result of the work done on this strategy. The Mayor legislatively leads the Long-Term Plan and getting our bridges sorted is of high priority to me.

We need to finalise the Museum Strategy as a priority too. I am troubled by the current situation where we have a number of museums planned or in pre-planning in the district (Cromwell, Clyde and Teviot) and while these do not have Council money directly involved, two have significant amounts of Board money earmarked with the third, I am sure, about to put its hand out. The question needs to be asked if the piecemeal approach we have always used in this space is the best way forward.

And clarity is still needed on what council’s role in affordable housing is.

Another important matter to consider is that we have our six yearly representation review this triennium. In the last review, we obviated the boundary between the then Alexandra and Earnscleugh/Manuherikia Wards of the Vincent Ward and raised the number of councillors in Cromwell by one. I believe this time around councillors need to have a brave discussion with themselves and the community as to whether we would be better served by a smaller council. In addition, the Local Government Electoral Legislation Bill (currently at Select Committee stage), if passed in its current form, will make compulsory consideration of specific Māori representation on council and boards a part of that review. I have no doubt this discussion to come will be challenging for many in the community, but it is one I personally am looking forward to and one I hope will be calm and respectfully undertaken by all concerned.

As I have said, the Local Government Act states that it is the role of a mayor to lead the development of the territorial authority’s plans (including the long-term plan and the annual plan), policies, and budgets for consideration by the members of the territorial authority. As Mayor, my leadership this term, especially in relation to the Long-Term Plan is to be one of consolidation on the work that has been done and needs to be done to put the next council in the best position to lead the community from 2025 onwards, whatever the size, shape and roles that council may be after the reforms are complete. While as always I will be open to the wishes and ideas of the community, I can say now I will be seeing these through a lens dictated by the realities that surround us. The line between community wants and community needs is going to have to be sharply defined over the three years of this term.

In conclusion, the next three years are going to be incredibly challenging but also full of opportunities for this council to make one of the greatest places on earth even better into the future. I look forward to taking the journey alongside you all.

2. Attachments

Nil

Report author:

Tim Cadogan

Mayor

3/11/2022


AGENDA Ordinary Council Meeting Wednesday, 9 November 2022
Date:	Wednesday, 9 November 2022
Time:	10.30 am
Location:	Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra (A link to the live stream will be available on the Central Otago District Council's website.)
Sanchia Jacobs Chief Executive Officer

Report author:	Reviewed and authorised by:

Genevieve Heal	Sanchia Jacobs
Communications Officer	Chief Executive Officer
21/10/2022	28/10/2022