Agenda of Council meeting - Wednesday, 27 November 2024

Council Meeting Agenda

27 November 2024

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, 30 October 2024 COMMENCING AT 10.30 am

PRESENT: Cr N Gillespie (Chairperson), 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: P Kelly (Chief Executive Officer), L Fleck (General Manager - People and Culture), J Muir (Three Waters Director), S Righarts (Group Manager - Business Support), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), L Webster (Acting Group Manager - Planning and Infrastructure), G Bailey (Parks and Recreation Manager), A Crosbie (Senior Strategy Advisor), G Robinson (Property and Facilities Manager), A Rodgers (Principal Policy Planner), A Lines (Risk and Procurement Manager), D McKewen (Systems and Corporate Accountant), P Penno (Community and Engagement Manager), D Beange (Communication and Engagement Manager), K Zeelie (Water Services Planning & Policy Manager), M Burnett (Parks Officer – Strategy/Planning), W McEnteer (Governance Manager)

Note: Cr Gillespie started the meeting as Chair.

1 Karakia

Cr Browne gave a karakia to begin the meeting.

2 Apologies

Apology

Resolution

Moved: Gillespie

Seconded: Duncan

That the apology received from Crs Laws and McKinlay for early departure be accepted.

Carried

3 Public Forum

Peter Dymock – Plan Change 23 Application

Mr Dymock discussed the plan change that is proposed in Clyde. He noted that there was no current industrial land zoned in Clyde. He also noted that all costs would met by the group applying for the plan change, should the proposal be accepted. Mr Dymock then responded to questions.

Gerard Eckhoff – Endowment Land

Mr Eckhoff discussed a number of issues. He noted increases on rates and that there were a number of superannuants living in the Central Otago district. He also queried whether the Council has been involved with the Otago Regional Council with their work on the Land and Water Policy and noted that he believes that the regional council should not be carrying out this work in isolation. In regards to endowment land in Cromwell, he noted that it was a struggle for young people to get access to land and would like to see a portion of the endowment land in Cromwell be made available for first home buyers.

Monica Theriault (National Public Health Service) – Gambling and Board Venue Policy

Ms Theriault spoke via video recording in support of the gambling and board venue policy item on the agenda. She noted that while there were some recognised problem gamblers in Central Otago, there were probably a lot more that were yet to be discovered. She also spoke in support of gambling restrictions in general.

Note: More speakers for the public forum were scheduled to speak before item 24.12.4.

4 Confirmation of Minutes

Resolution

Moved: Alley

Seconded: Browne

That the public minutes of the Ordinary Council Meeting held on 24 September 2024 be confirmed as a true and correct record.

Carried

5 Declarations of Interest

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

Note: With the permission of meeting, items 24.12.3 was moved earlier.

24.12.3 Extraordinary Vacancy and Appointment of a new Mayor

To consider the appointment of a new Mayor and what should be done with the vacancy created.

There was a call for nominations for the role of Mayor. One nomination was received for Cr Alley, and that nomination was unanimously agreed.

Resolution

Moved: Gillespie

Seconded: Paterson

That the Council

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

B. Agrees to the appointment of Cr Alley to the office of Mayor.

Carried

The newly appointed Mayor gave her oath of office which was witnessed by the Deputy Mayor. Her Worship the Mayor thanked Mayor Cadogan and commented on the future work of the Council.

Note: Her Worship the Mayor assumed the Chair.

Note: The meeting was adjourned at 10.58 am and resumed at 11.09 am.

After discussion it was agreed that the vacancy created by the naming of a new mayor could be left vacant until the election in October 2025, as the numbers of Council mimic those agreed by the Representation Review.

Resolution

Moved: Gillespie

Seconded: McKinlay

C. Notes that the new Mayor affirmed their Oath of Office.

D. Agrees to leave the vacancy created by that appointment unfilled until the end of the triennium.

Carried

6 Community Board Chair Update

24.12.2 Community Board Chair Update

Robert Hazlett, Chair of the Maniototo Community Board joined the meeting to discuss matters of interest to the Board.

Mr Hazlett noted the recent flooding and that there was no local council contractor in Ranfurly to help with keeping culverts clear of debris. He also noted the problem of water storage in Naseby and that when the water race gets dirty it cannot produce enough water and noted that there was a dam in Naseby that should be recommissioned as a priority. He then responded to questions.

7 Reports

Note: With the permission of meeting, item 24.12.4 was moved later in the meeting.

24.12.5 Service Request Survey and Residents' Survey Results

To share the analysis of results from both Central Otago District Council’s 2024 Resident Opinion Survey and Service Request Survey.

Resolution

Moved: Browne

Seconded: Duncan

That the report be received.

Carried

24.12.6 Draft Open Spaces and Recreation Strategy

To consider the draft Open Spaces and Recreation Strategy 2024 and approve it for public consultation.

After discussion it was noted that there were a few typographical errors that would be fixed before the document went out to consultation.

Resolution

Moved: Browne

Seconded: Cooney

That the Council

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

B. Approves the draft Open Spaces and Recreation Strategy 2024 for consultation.

Carried

Note: Cr Feinerman left the meeting at 12.00 pm and returned at 12.02 pm.

24.12.7 Wilding Conifer Control Policy

To consider renewing the Wilding Conifer Control Policy for an additional three year period.

Resolution

Moved: Duncan

Seconded: Feinerman

That the Council

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

B. Adopts the Wilding Conifer Control Policy for an additional three years.

Carried

24.12.8 Libraries Guidelines

To consider the operational Libraries Guidelines.

Resolution

Moved: Feinerman

Seconded: Laws

That the Council

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

B. Adopts the Libraries Guidelines for a three-year period.

Carried

Note: Cr McKinlay left the meeting at 12.20 pm and returned at 12.24 pm.

Note: Cr Gillespie assumed the Chair as the Planning and Regulatory Portfolio lead.

24.12.9 Gambling and Board Venue Policy

To consider approving the draft Class 4 Gambling and Board Venue Policy public consultation.

After discussion it was agreed that Crs McPherson and Paterson would hear submissions if there were any once the consultation was completed.

Resolution

Moved: McPherson

Seconded: Alley

That the Council

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

B. Directs staff to engage with the community on a proposal to introduce a sinking lid approach to class 4 gambling.

C. Approve the draft statement of proposal for consultation.

D. Appoints Crs McPherson and Paterson to hear submissions if required.

Carried

24.12.10 Private Plan Change 23 (Hartley Road Partnership) - Decision on Acceptance

To consider acceptance of Private Plan Change 23.

Resolution

Moved: Paterson

Seconded: Browne

That the Council

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

B. Resolves that Plan Change 23 be accepted under Schedule 1, Clause 25 (2) (b) of the Resource Management Act 1991 and notified as a private plan change under Schedule 1, Clause 26.

Carried

Note: The meeting adjourned at 12.32 and resumed at 1.13 pm.

Note: The public forum resumed.

Jane Lancaster (Central Otago Museums Trust)

Ms Lancaster spoke on behalf of the Central Otago Museums Trust. The trust advocated for the Council to ringfence money for museums and then let those museums decide where the money was spent. She noted that the Trust was not in support of a district museum model and that each museum had their own programme.

David Ritchie (Central Otago Heritage Trust)

Mr Ritchie spoke on behalf of Central Otago Heritage Trust. He noted that each museum had their own thing going on and that they each had a different story to tell. He mentioned that the heritage trust would not be in favour of a district museum model. Mr Ritchie then responded to questions.

Barbara Fraser (Teviot and Districts Museum)

Ms Fraser spoke on behalf of the Teviot and Districts Museum. She mentioned the successes of the museum and their volunteers and pointed to the ownership of their building as a testament to their standing in the community. She noted that they see the benefit of the Trust, they would not like to see a district museum model set up to oversee them and wanted to keep the status quo in regard to funding.

Martin Anderson and Jennifer Hay (Cromwell Museum)

Mr Anderson spoke on behalf of Cromwell Museum. He advocated for a continuation of the Central Otago Museums Trust and noted that it was working well. He rejected the idea of Cromwell Museum becoming a district wide museum. He also noted several ideas they had to raise more money and also commented that they were engaged with the Cromwell Community Board and that a representative from the Board regularly attended their meetings. Mr Anderson then responded to questions.

Paula Stephenson (Alexandra and Districts Museum Incorporated)

Ms Stephenson spoke on behalf of Alexandra and District Museum Inc. She commented that ADMI would like to eliminate the contestable nature of their grant and instead have it as a line item. They were also not interested in a district wide model for museums.

Andy Ritchie (Clyde Museum)

Ms Ritchie spoke on behalf of Clyde Museum but noted that she spoke about the Blyth Street site and not the Briar Herb building. She noted the work that their volunteers had done over the past year and that there is a current refurbishment programme. She commented that it was important for Clyde to have cultural options to visit rather than being the beginning or end of the rail trail. She also noted that the Clyde Museum group does not want a new museum in Clyde, but they do want to keep their existing Blyth Street site.

Kate Goodfellow (Clyde Museum)

Ms Goodfellow spoke of the students that come from Clyde School and interact with the history at the Clyde Museum. She mentioned that there was a breadth of offerings from recent history to palaeontology. She noted that they are always excited by a museum visit and that it stimulated their curiosity in history.

Louise Joyce (Promote Dunstan)

Ms Joyce spoke in support of the Clyde Museum and the Central Otago Museums Trust. She noted the long relationship between the museum and Promote Dunstan. She mentioned that many of the museums in Central Otago had exhibits that only existed in those sites. While noting the list of choices that Councillors had, the status quo should remain.

Warwick Hawker (Central Otago Goldfields Heritage Trust)

Mr Hawker spoke on behalf of Central Otago Goldfields Heritage Trust. He mentioned the recent successes of the Trust including their purchase of the old Methodist church in Cromwell. He noted that each community had their own flavour and history and that their volunteers could not be brought under a district umbrella, they were focussed on their own area. He then responded to questions.

Andy Davey (Winterstellar)

Mr Davey noted that Winterstellar was a member of ADMI and of Central Stories. He advocated for a retention of funding and gave support to the museum sector in general.

24.12.4 Council's Role in Supporting Museums

To consider Council’s ongoing role in supporting museums across the District.

Staff gave an update of work to date in the role of Council in the museum space.

After discussion it was agreed that each museum that received a grant should instead receive a payment that was a line item. It was also agreed that the redevelopment work at the Briar Herb museum be removed from the 2025-34 Long-term Plan and that staff explore options for the property at the Clyde Railway Station Reserve.

It was noted that this funding would form part of the 2025-34 Long-term Plan discussions.

Resolution

Moved: McPherson

Seconded: Claridge

That the Council incorporates the following into the draft 2025-34 Long-term Plan:

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

B. To fund the Central Otago Museum Trust with funding to come from Council.

C. To fund the Teviot Valley Museum with funding to come from Council.

D. To fund the Maniototo Early Settlers Museum with funding to come from Council.

E. That the Alexandra Districts Museum Inc continues to operate from Central Stories with funding to come from Council.

F. That the current Blyth Street Museum site is retained on existing terms.

G. To fund the Cromwell Museum within the new Cromwell Memorial Hall complex with funding to come from Council.

H. Directs staff to explore property options around the Clyde Railway Station Reserve and the museum site in the Cromwell Mall for Council’s consideration.

I. Directs staff to explore storage options for the museum sector.

J. Agrees that the redevelopment of the Clyde Museum be stopped and funding removed from the 2025-34 Long-term Plan.

Carried

Note: Cr McPherson left the meeting at 3.22 pm and did not return.

Note: Cr Paterson left the meeting at 3.22 pm and returned at 3.23 pm.

Note: Cr Duncan assumed the Chair as the Roading Portfolio lead.

Note: Cr McKinlay left the meeting at 3.24 pm.

24.12.11 Legalisation of Fennessy Road

To consider a proposal to legalise the current formation of Fennessy Road.

Resolution

Moved: Gillespie

Seconded: Feinerman

That the Council

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

B. Agrees to legalise the start of Fennessy Road, as formed, and to stop part of the unformed legal road, in accordance with Schedule 1 in the report, subject to:

- The provisions of the Public Works Act 1981.

- The existing fence lines becoming the new legal boundaries.

- The land identified in the schedule as Parcels A – E being taken, then vested in Council as legal road.

- The road identified in the schedule as Parcels F – G being stopped, then amalgamated as outlined in the schedule above.

- The land being taken for road being exchanged for the road that being stopped.

- Easements (in gross) in favour of, and as approved to the satisfaction of OtagoNet, being registered on the resulting titles.

- Helios Energy Limited (as the applicants) paying all easement and surveying costs and LINZ fees.

- Council’s paying the LINZ Accredited Supplier’s costs.

- Each party paying their own legal fees.

- The stopping and legalisation being approved by the Minister of Lands.

- The final survey plan being approved by the Chief Executive.

Carried

Note: Cr Laws assumed the Chair as the Three Waters and Waste Portfolio deputy lead.

Note: Cr McKinlay returned to the meeting at 3.28 pm.

24.12.12 Procurement of Three Waters Reticulation Operations Contract

To consider the procurement plan for tendering of the Three Waters Reticulation Operations and Maintenance Contract.

Resolution

Moved: McKinlay

Seconded: Alley

That the Council

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

B. Approves the procurement plan for the Three Waters Reticulation Operations and Maintenance Contract, including the following:

(a) Scope to include reticulation only.

(b) Payment on a measure and value basis.

(d) Tenders to be evaluated on Weighted Attribute Method.

(e) Pricing information for all tenderers will only be opened following scoring of the non-financial attributes of all tenders

C. Notes that the outcome of the tender evaluation will be presented to Council in March 2025, for Council to consider approving award of the contract tender.

Carried

24.12.13 Procurement of Three Waters Facilities Operations Contract

To consider the procurement plan for tendering of the Water and Wastewater Facilities Operations and Maintenance Contract.

Resolution

Moved: Paterson

Seconded: Alley

That the Council

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

B. Approves the procurement plan for the Water and Wastewater Facilities Operations and Maintenance Contract, including the following:

(a) Scope to include treatment plants, pump stations, reservoirs, intakes and outfalls.

(b) Payment on a cost-plus basis.

(d) tenders to be evaluated on non-priced attributes.

(e) Pricing information for all tenderers will be opened prior to negotiation to confirm that the pricing is at acceptable market levels, Council is getting overall value for money and the overall price is within Council’s budget envelope.

C. Notes that the outcome of the tender evaluation will be presented to Council in March 2025, for Council to consider approving award of the contract tender.

Carried

Note: Her Worship the Mayor resumed the Chair.

Note: The meeting adjourned at 3.54 pm and resumed at 4.06 pm

Note: Crs Laws and McKinlay left the meeting at 3.54 pm and did not return.

24.12.14 Staff Interests Policy

To consider the revisions made to the Staff Interests Policy in line with its scheduled review.

Resolution

Moved: Gillespie

Seconded: Browne

That the Council

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

B. Approves the revised Staff Interests Policy.

Carried

Note: Cr Duncan returned to the meeting at 4.08 pm.

24.12.15 Carry-Forwards from 2023/24 and Forecast Changes for the 2024/25 Financial Year

To consider a revised budget for the financial year 2024/25 including carry-forwards from the 2023/24 financial year and forecast budget changes.

Resolution

Moved: Cooney

Seconded: Browne

That the Council

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

B. Authorises carry-forwards to complete 2023/24 capital projects and the additional 2024/25 capital projects revised budget Appendix 1 in the report.

C. Authorises the Revised Operating Budgets including carry-forwards as per Appendix 1 in the report.

Carried

24.12.16 2025 Meeting Schedule

To approve a schedule of Council meetings for 2024.

Resolution

Moved: Gillespie

Seconded: Feinerman

That the Council

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

B. Adopts the proposed 2025 meeting schedule for Council.

Carried

24.12.17 Replacing Members of Various Committees

To consider the replacement of members of various committees.

Resolution

Moved: Alley

Seconded: Gillespie

That the Council

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

B. Approves the following appointments:

· Cr Browne to be a member of the Audit and Risk Committee.

· Cr Browne to be Chair of the Assessment Committee and Her Worship the Mayor as Deputy Chair.

· Cr Paterson to be a member of the Executive Committee.

· Cr Feinerman to be the Community Vision and Experience Portfolio lead and Cr Browne to be the deputy lead.

· Cr Laws to be the Three Waters and Waste Portfolio lead and Cr McKinlay to be deputy lead.

· Cr Claridge to be member of the Vincent Community Board as an appointee of Council.

C. Notes these appointments will be notified to the Remuneration Authority for their consideration and determination.

D. Notes that the Register of Delegations will be updated where relevant.

Carried

Note: Item 24.12.18 was withdrawn from the agenda.

8 Mayor’s Report

24.12.19 Mayor's Report

There was no Mayor’s Report.

9 Status Reports

24.12.20 October 2024 Governance Report

To report on items of general interest, receive minutes and updates from key organisations, consider Council’s forward work programme, business plan and status report updates.

Resolution

Moved: Paterson

Seconded: Claridge

That the report be received.

Carried

10 Community Board Minutes

24.12.21 Minutes of the Cromwell Community Board Meeting held on 17 September 2024

Resolution

Moved: Feinerman

Seconded: Browne

That the unconfirmed Minutes of the Cromwell Community Board Meeting held on 17 September 2024 be noted.

Carried

24.12.22 Minutes of the Maniototo Community Board Meeting held on 19 September 2024

Resolution

Moved: Feinerman

Seconded: Browne

That the unconfirmed Minutes of the Maniototo Community Board Meeting held on 19 September 2024 be noted.

Carried

11 Date of Next Meeting

The date of the next scheduled meeting is 27 November 2024.

12 Resolution to Exclude the Public

Resolution

Moved: Gillespie

Seconded: Paterson

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

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Plain English Reason

Confidential Minutes of Ordinary Council Meeting

s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage

Commercial sensitivity

Legal professional privilege

To enable commercial activities

To enable commercial or industrial negotiations

To prevent use of the information for improper gain or advantage

24.12.23 - October 2024 Confidential Governance Report

s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage

Legal professional privilege

To enable commercial activities

To enable commercial or industrial negotiations

To prevent use of the information for improper gain or advantage

24.12.23 - October 2024 Confidential Governance Report

s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage

Legal professional privilege

To enable commercial activities

To enable commercial or industrial negotiations

To prevent use of the information for improper gain or advantage

24.12.24 - Confidential Minutes of the Cromwell Community Board Meeting held on 17 September 2024

s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities

s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

To enable commercial activities

To enable commercial or industrial negotiations

Carried

The public were excluded at 4.33 pm and the meeting closed at 4.36 pm.

27 November 2024

7 Reports

24.13.3 Adoption of Teviot Valley Spatial Plan

Doc ID: 1885968

Report Author:	Ann Rodgers, Principal Policy Planner
Reviewed and authorised by:	Lee Webster, Acting Group Manager - Planning and Infrastructure

1. Purpose of Report

To consider adoption of the Teviot Valley Spatial Plan.

Recommendations

That the Council

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

B. Adopts the Teviot Valley Spatial Plan.

2. Background

The Teviot Valley Spatial Plan offers a 30-year planning horizon, ensuring the district can get ahead of growth and plan for it. By taking a long-term approach, the plan will ensure our towns continue to be places that support healthy and vibrant communities and inform future land use patterns and decisions about potential new zonings in the Central Otago District Plan. It is a high-level blueprint for the future that ensures growth can occur in a positive and sustainable way and allows consideration of growth before it happens. A copy of the Spatial Plan is attached in Appendix 1.

The Spatial Plan is a collaboration between Central Otago District Council (CODC), Aukaha, the community and other stakeholders. Its development rests on key planning principles relating to our environment, the character of our place, how we manage growth in a sustainable way, accessibility, housing choice, and infrastructure.

In June 2022 the Central Otago District Council approved the development of an establishment report for the Teviot Valley Spatial Plan for the Teviot Valley to enable an integrated planning approach to the future planning of Roxburgh, Roxburgh Hydro Village, Ettrick, Millers Flat and the surrounding areas.

Engagement with the community started with a series of drop-ins and a targeted key stakeholder Investment Logic Mapping (ILM) workshop, to define the issues for the Teviot Valley community in late 2022.

Between August and October 2022, a series of community drop-ins were held in Roxburgh Hydro Village, Ettrick, Millers Flat along with a series of facilitated workshops in Roxburgh with community representatives and key stakeholders that have guided the development of the Spatial Plans.

The options were developed with key stakeholders and an engagement document published for wider public feedback. A survey along with a series of drop-in sessions were held, and direct engagement undertaken with various groups, including regular check ins with the Teviot Valley Community Board and the key stakeholders between October 2023 and July 2024.

3. Discussion

Accommodating growth in a way that protects our environment and provides for the social, economic and cultural needs of the community can be challenging. The spatial planning process provides an opportunity to step back and consider providing for growth in a managed way for the future.

Central Otago is one of New Zealand’s fastest growing regions. Population projections for the Teviot Valley, commissioned in 2022, show the population is expected to grow slowly over the next thirty years. Medium growth was chosen by Council as the preferred model to inform the population projections. Under the medium growth model, projections for the Teviot Valley are projected to grow from 1,880 people to 2,548 over the next 30 years. Correspondingly this would mean the Teviot Valley would require another 360 dwellings to accommodate the additional population by 2054.

These projections were presented and discussed at the spatial planning community/key stakeholder workshops. Most community participants chose an ambitious view on growth, and requested a spatial plan that catered for ‘transformational growth’. This assumed the Teviot Valley population would grow by an additional 50 per cent on top of the medium projections by 2054 – which would see the population grow from 1,880 residents to a population of 2,884 by 2054.

The Spatial Plans have been developed to cater for this aspirational level of growth, ensuring there is capacity across the Teviot Valley for 540 new homes over the next 30 years. The Spatial Plans provide for a significantly greater yield than growth projections indicate will be required and allows for a variety of housing types and household sizes to meet future demand. Key stakeholders were of the view that it is particularly important as the population continues to grow and demand increases, that the productive soils that horticultural or agricultural activities in the Valley are not impacted.

The Teviot Valley Spatial Plan proposes to:

· Provide for medium density infilling in the centre of Roxburgh township, brining vibrancy back to the main commercial area. A height restriction of two stories was considered appropriate by the community for this zoning in Roxburgh given the existing character and heritage of the town;

· Provide for a consolidated ribbon of Large Lot Residential along part of Roxburgh East Road and Ladysmith Road. The land to the north of this Large Lot Residential zoning being retained as Rural, aligning with current use and reflects the community’s desire to protect productive rural land on the outskirts of Roxburgh;

· Industrial zoning has been consolidated on the eastern side of the river, beside the wastewater treatment ponds;

· A new Settlement Zone replaces the existing Low Density residential areas in Ettrick, Millers Flat and Roxburgh Village. The settlement zoning allows some flexibility in the development of residential, small scale commercial, light industrial and/or community activities that would fit with and add benefit to the township.

· A new cycle trail network is proposed to connect the village with the Roxburgh Gorge and Clutha Gold Trails, as well as other existing cycle/ walkways nearby; and to provides for a loop around Ettrick linking to a future cycle/walking bridge across the Mata-au/Clutha River linking to the Clutha Gold Trail in the future.

With this approach to growth the proposed Spatial Plans provide for a complementary mix of land uses maintaining the ability to carefully manage any conflicts, such as reverse sensitivity, that may arise. They provide for a diversity of housing types to meet future housing needs and to supports vibrant town/village centres, that transition from medium density residential housing through to rural lifestyle within clear urban boundaries, protecting valuable productive land. It includes more compact residential housing options where there is convenient access to town centres and community facilities.

The Teviot Valley Spatial Plan is a blueprint for the next 30 years showing what towns could look like and how infrastructure, housing and productive land use could fit together. It reflects the community’s aspirational vision of what the future could look like, offering guidance to the private and public sector, including direction for infrastructure investment and Council’s future planning.

4. Financial Considerations

The Spatial Plan development has been funded from existing District Plan budgets.

5. Options

Option 1 – (Recommended)

Adopt the Teviot Valley Spatial Plan

Advantages:

· Enable the progression of plan changes.

· Provides land for housing for the next 30 years and beyond.

· Provides a range of housing typologies to meet demand and deliver more affordable houses (on smaller sections).

· Community confidence in process and ownership of the direction.

· Enable future infrastructure planning and modelling.

Disadvantages:

· No obvious disadvantages

Option 2

Not adopt the Teviot Valley Spatial Plan

Advantages:

· No obvious advantages

Disadvantages:

· Slowing down of plan change notification and release of new land.

· Potential under supply of land for housing in the future.

· Loss of community confidence in process

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social/cultural/economic/environmental wellbeing of communities, in the present and for the future by ensuring growth demands can be met.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	The Spatial Plan will inform future changes to the District Plan and Infrastructure Planning.
Considerations as to sustainability, the environment and climate change impacts	The Teviot Valley Spatial Plan reflects consideration of sustainability and environmental factors/constraints that will inform future land use changes.
Risks Analysis	There are not known risks associated with this decision.
Significance, Consultation and Engagement (internal and external)	The matter is significant not only to a small group of people particularly affected but also to the wider community as it will inform future decision making in terms of development of land and infrastructure investment. The Spatial Plan has been developed through an extensive community and key stakeholder engagement process. Future plan changes to the District Plan will be subject to further engagement under the provisions of the Resource Management Act 1991.

7. Next Steps

Adopt the Teviot Valley Spatial Plan.

8. Attachments

Appendix 1 - Teviot Spatial Plan-FINAL Draft V.3.pdf ⇩

27 November 2024

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24.13.4 Molyneux Stadium

Doc ID: 1978824

Report Author:	Tara Bates, Property Officer
Reviewed and authorised by:	Lee Webster, Acting Group Manager - Planning and Infrastructure

1. Purpose of Report

To consider the status of the Molyneux Stadium and a staged investment approach for maintenance and compliance work to retain the building and bring it up to standard.

Recommendations

That the Council

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

B. Approves a staged investment approach for the Molyneux Stadium to continue to proceed with maintenance and compliance work to make the building fit for purpose as recommended in the Building Condition Assessment attached as Appendix 1.

C. Approves an estimated $1,200,000 for maintenance and refurbishment/renewal work over nine years in the Draft Long-Term Plan 2025-34 as recommended in the Building Condition Assessment and the quantity surveyors estimated costs set out in Table 1 of the report, funded from Vincent Community Board Reserves.

D. Approves for earthquake strengthening, required asbestos removal, and fire safety and accessibility compliance work to the Molyneux Stadium to proceed in year 2027/28 of the Draft Long-Term Plan 2025-34 at an estimated cost of $4,430,000, funded from Vincent Community Board Reserves.

E. Authorises the Chief Executive to do what is necessary to give effect to the resolutions.

2. Background

At a Vincent Community Board (VCB) meeting on 2 April 2024 a report was presented to the Board to consider funding for a quantity surveyors estimate to provide updated costs for all compliance and maintenance items required for the Molyneux Stadium. A copy of the report is attached as Appendix 1.

The Board resolved the following:

That the Vincent Community Board

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

B. Approves expenditure of an estimated $20,000 for a quantity surveyor’s cost estimate for compliance and maintenance work to bring the Molyneux Stadium up to current building standards to be funded from existing unspent budgets.

C. Authorises the Chief Executive to do all that is necessary to give effect to the resolution.

The report also provided a summary background of the Stadium building, how it is used and previous reports obtained.

The next steps set out in the report from that meeting were as follows:

· A quantity surveyor is engaged to carry-out the cost estimate for required compliance and maintenance work to the Stadium.

· Once the cost estimate has been received, a report will be presented to the Board with an update on the full costs required to bring the Stadium up to current building standards.

A quantity surveyors estimate was obtained which provides an updated estimate of costs for the earthquake strengthening and estimated costs for asbestos removal, accessibility and fire safety upgrades and maintenance items from the building condition assessment.

At a VCB meeting on 29 October 2024 the Board considered the status of the building and a staged investment approach as set out in this report and resolved the following recommendations to Council.

24.9.3 Molyneux Stadium

That the Vincent Community Board

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

C. Recommends to Council to approve an estimated $1,200,000 for maintenance and refurbishment/renewal work over nine years in the Draft Long-Term Plan 2025-34 as recommended in the Building Condition Assessment and the quantity surveyors estimated costs set out in Table 1 of the report, funded from Vincent Community Board Reserves.

D. Recommends to Council to approve for earthquake strengthening, required asbestos removal, and fire safety and accessibility compliance work to the Molyneux Stadium to proceed in year 2027/28 of the Draft Long-Term Plan 2025-34 at an estimated cost of $4,430,000, funded from Vincent Community Board Reserves.

E. Authorises the Chief Executive to do what is necessary to give effect to the resolutions.

Carried

3. Discussion

Molyneux Stadium is a highly utilised community facility with multiple spaces, including a gymnasium, changing rooms, and other rooms leased by local sports organisations. The stadium requires ongoing maintenance and upgrades to remain safe and functional.

Several assessments of the building have been carried out which highlight the following key issues:

Seismic Risk: A 2020 Detailed Seismic Assessment (DSA) rated the stadium as under 20% of the New Build Standard (NBS) which means an increased life safety risk in the event of a major earthquake compared to a new building. The low NBS rating, high use and large capacity of the building makes it a priority for strengthening under council policy.

Asbestos: An Asbestos Survey confirmed there is asbestos found in various parts of the building. Some of this will require removal, especially before seismic work.

Accessibility: The building lacks adequate accommodations for people with disabilities, which means modifications are required to improve accessibility.

Fire Safety: The fire safety systems require upgrades, including alarms, lighting, and potentially a sprinkler system.

Building Condition: A 2023 Building Condition Assessment rated the building's overall condition as good/moderate but identified some elements needing urgent remediation due to reaching the end of their useful life. The assessment recommends prioritising remediation of critical elements and itemises maintenance and capital works over the next 30 years. Without maintenance, the stadium’s remaining useful life (RUL) could decrease rapidly, but strategic investment could extend its life by 20-30 years to 50 years.

The overall condition of the building has been assessed as good/moderate. Table 4.1 shows the condition grading scale used for the assessment.

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A copy of the Building Condition Assessment is attached as Appendix 2.

Table 1 below summarises the estimated costs for the next 30 years for all maintenance and capital works identified in the Condition Assessment, DSA, and Asbestos, Fire Safety and Accessibility Reports based on the quantity surveyors report per financial year (or collection of years). The maintenance costs have been split across the financial years as recommended in the Condition Assessment.

Table 1

*Financial Year*	*Maintenance/* *Renewals*	*Asbestos Removal*	*Earthquake Strengthening*	*Accessibility upgrade*	*Fire Safety Upgrade*	*Total estimated cost*
2025/26	$369,322					$369,322
2026/27	$18,464		$50,000 (Design)			$68,464
2027/28	$113,733	$912,525	$1,505,000	$795,000	$1,170,000	$4,496,258
2028/29	$254,700					$254,701
2030/31	$249,902					$249,902
2031/32	$74,578					$74,578
2032/33	$116,088					$116,088
*Potential Sub Total* *LTP 2024-34*	$1,196,787	$912,525	$1,555,000	$795,000	$1,170,000	$5,629,313
*Financial Year*	Maintenance/ Renewals	Asbestos Removal	Earthquake Strengthening	Accessibility upgrade	Fire Safety Upgrade	Total estimated cost
2034/35	$181,544					$181,544
2037/38	$43,311					$43,311
2038/39	$525,973					$525,973
2039/40	$165,000					$165,000
2041/42	$441,391					$441,391
2042-49	$1,854,809					$1,854,809
				Potential Sub Total LTP 2035-45		$3,212,028.00
2050-60	$3,077,745					$3,077,745
				Potential Total Investment over 30 years		$11,919,085

Some of the major maintenance cost items over the next 10 years that are included in the table above are summarised as follows:

2025/26

· Replace deteriorated external cladding to north and south ends

· External painting to entire building

· Roof repairs

· Replace entry doors

2026/27

· Replace ceilings

2027/28

· Replace toilet partitions

· Polyurethane coating to gymnasium and mezzanine floors

2028/29

· Internal painting to change rooms, gymnasium and entry

· Replace spouting

· Replace changing room partitions

2030/31

· Replace hardboard ceilings to change rooms and toilets

· Replace vinyl

2031/32

· Replace heaters in Gymnasium and toilets

2032/33

· Replacing acoustic ceiling panels

· New shower partitions

The cost estimates also include approximately $130,000 of lighting and electrical upgrades over the next 10 years.

The total recommended cost for maintenance, renewal and compliance work to the Stadium over the next 30 years is around $12,000,000.

New Build

The estimated cost of a new build for a 2500m2 building similar to the existing Stadium would be approximately $15,000,000 based on a conservative m2 rate of $6,000/m2. This does not include demolition and disposal costs of the old building which could be between $300,000 - $500,000 depending on the extent of asbestos disposal required.

If a new building was being proposed it would also be necessary to consider the most appropriate design and location which would add additional cost for investigation and public consultation.

4. Financial Considerations

The proposed staged investment estimated costs for the Molyneux Stadium over the next nine years is set out in the table below with a total cost of around $5,630,000. This will allow the 25-30 year remaining useful life of the building to be retained and protected and is likely to be extended up to 50 years.

The below figures are proposed to be included in the draft Long-Term Plan 2025-34.

*Financial Year*	*Maintenance/* *Renewal*	*Asbestos Removal*	*Earthquake Strengthening*	*Accessibility upgrade*	*Fire Safety Upgrade*	*Total estimated cost*
2025/26	$369,322					$369,322
2026/27	$18,464		$50,000 (Design)			$68,464
2027/28	$113,733	$912,525	$1,505,000	$795,000	$1,170,000	$4,496,258
2028/29	$254,700					$254,701
2030/31	$249,902					$249,902
2031/32	$74,578					$74,578
2032/33	$116,088					$116,088
2033/34						0
*Potential Sub Total* *LTP 2024-34*	$,196,787	$912,525	$1,555,000	$795,000	$1,170,000	$5,629,313.00

Depreciation is collected for the stadium which has been used for capital spending over the years, but the current balance is low and will not be sufficient to offset the recommended capital spend for maintenance, compliance and renewal.

The VCB have recommended to fund the $5,630,000 over nine years from Vincent Community Board (VCB) reserves. This would utilise income derived from Dunstan Park subdivision land sales of VCB endowment land. The current unrestricted available balance of the VCB Reserves account is around $6,500,000.

5. Options

Option 1 – (Recommended)

1. Approve a staged investment approach for the Molyneux Stadium to continue to proceed with maintenance and compliance work to make the building fit for purpose as recommended in the Building Condition Assessment (attached as Appendix 1).

2. Approve an estimated $1,200,000 over nine years for maintenance or refurbishment/renewal in the Draft Long-Term Plan 2025-34 as recommended in the Building Condition Assessment and quantity surveyors estimated costs as out in Table 1 of the report, funded from the VCB reserves account.

3. Approve for earthquake strengthening, asbestos removal, and fire safety and accessibility compliance work to the Molyneux Stadium to proceed in year 2027/28 of the Draft Long-Term Plan 2025-34 at an estimated cost of $4,430,000, funded from the VCB reserves account.

Advantages:

· Urgent maintenance will be completed and further deterioration of the building will be reduced.

· The Remaining Useful Life of the building will remain at 25-30 years and as more maintenance and compliance work is completed is expected to increase to 50 years.

· The Molyneux Stadium is a well-used and valued community facility that poses a high risk to users in the event of an earthquake. Prioritising earthquake strengthening reduces this risk sooner and recognises the significance of the Stadium within the community.

Disadvantages:

· A significant amount of investment is required on the building to complete earthquake strengthening and compliance work in 2027-28.

Option 2

1. Approve a staged investment approach for the Molyneux Stadium to continue to carry out maintenance and compliance work to make the building fit for purpose as recommended in the Building Condition Assessment (attached as Appendix 1).

2. Approves a level of investment on maintenance for refurbishment and renewal of an estimated $1,200,000 in the Draft Long -Term Plan 2025-34 as recommended in the Building Condition Assessment and costs set out in Table 1 of the report.

3. Approves for earthquake strengthening, asbestos removal, and fire safety and accessibility compliance work to the Molyneux Stadium to be delayed later than 2027/28 as decided by the Board.

Advantages:

· The cost of earthquake strengthening will be delayed so the impact on reserves will also be delayed.

Disadvantages:

· The cost of earthquake strengthening work and related compliance work is likely to increase.

· The risk associated with further delay before the Stadium is earthquake strengthened, considering its high use and large capacity, may not be considered acceptable by the community.

Option 3

The Council does not approve the staged investment for the Molyneux Stadium as recommended in the Building Condition Assessment and recommended by the VCB and a different direction for the Stadium is recommended.

Advantages:

· The Council may consider the recommended investment is not appropriate for an existing building and that the potential for a new Stadium building should be investigated.

Disadvantages:

· Deferring any maintenance, compliance and refurbishment/renewal work on the Stadium will result in further deterioration of the building which is likely to increase costs when or if it does go ahead.

· A new building will cost significantly more than maintenance and refurbishment of the existing building with a greater impact on rates over a much shorter period. In the current economic climate this is not likely to be accepted by the community.

· Potential drop in income from venue rentals and hires.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the social and economic wellbeing of communities, in the present and for the future by assisting the Board to make informed decisions about safeguarding the future of a well-used community facility.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	This decision is consistent with Council plans and policies.
Considerations as to sustainability, the environment and climate change impacts	There are no sustainability, environment or climate change impacts associated with this decision.
Risks Analysis	The Condition Assessment identifies the current remaining life of the building as 25-30 years if ongoing maintenance is carried out and items in poor condition are fixed within two years. If maintenance is deferred the condition of the building will deteriorate and the cost to fix will only increase. Under the current earthquake strengthening legislation outlined in the Building Act strengthening work must be carried out on the Stadium by 2045 or 2049 when proposed legislative amendments take effect. However, considering the high use and importance of the building within the community delaying earthquake strengthening work for another 10 years or more may not be seen as an acceptable level of risk for users. This may cause reputational risk to Council particularly if an event were to occur.
Significance, Consultation and Engagement (internal and external)	The level of investment to proceed with the earthquake strengthening of the building is significant. The proposed level of investment for the Stadium will be included in the Draft Long-Term Plan 2025-34 which will be publicly consulted on before being adopted by Council in 2025.

7. Next Steps

· Council approves funding for earthquake strengthening and maintenance for Molyneux Stadium to be included in the Draft Long-Term Plan 2025.

· The Draft Long-Term Plan 2024-35 goes out for public consultation in March 2025.

· The Draft Long-Term Plan is adopted by Council in June 2025.

8. Attachments

Appendix 1 - 20240204 Molyneux Stadium VCB report.pdf ⇩

Appendix 2 - 20240109 Molyneux Stadium Building Condition Assessment Report.pdf ⇩

27 November 2024

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24.13.5 Grants Policy

Doc ID: 1956442

Report Author:

Alix Crosbie, Senior Strategy Advisor

Anthony Longman, Head of Destination

Reviewed and authorised by:

Dylan Rushbrook, Group Manager - Community Vision

1. Purpose of Report

To approve the updated Grants Policy.

Recommendations

That the Council

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

B. Approves the amended Grants Policy.

C. Endorses the Events Framework.

2. Background

A grant is a fund given by Council to a group or individual for a specific purpose, with a wider public of community benefit.

Council run two funding rounds per year, administering both Community Grants and Promotions and Events Grants.

The contestable grants process was introduced in August 2019 (Resolution 19.7.17) and reviewed in August 2020, June 2021, and January 2022 (Resolution 22.1.5).

A comprehensive review of the Policy was undertaken in 2024 by the Group Manager Community Vision, Senior Strategy Advisor, Community Development Advisor, and Media and Marketing Manager.

This review included the practical application of the policy and feedback received from both members and the wider community through both community engagement and the operation of the policy. This analysis was used to compose a series of questions that were discussed with all four Community Boards and with Council in workshops through September and October 2024. Notes from all five workshops are attached.

There was a very high degree of consistency across the boards in their responses.

Overall, members reported the existing process to be working well. There is a good level of engagement from the community, the system has improved and is increasingly user-friendly, and it is accessible for smaller groups who are trying to get started.

The flexibility was mentioned as filling a gap that is otherwise met, and some boards noted that it is helping to connect them with members of the community who are not usually engaged in council processes: “They bring people into the system and make local government accessible. Grants open other doors, not just the purse.”

Areas for improvement included discussion on the size of the pot (to be discussed separately in the Long-term Plan process) and continuing to reach out to new or other community groups to make them aware of the process, or support them in making the forms and processes more accessible.

A separate ‘Community Guide to the Grants Process’ accompanies the Policy. This guide provides answers to frequently asked questions and steps the community through the application process.

The Grants Policy refers to the Central Otago Events Framework as part of the criteria. The Events Framework is an outcome of the Central Otago Destination Management Plan and will provide a strategic guide and focus for events in the Central Otago district. This framework and recommended action plan are a guide for Tourism Central Otago, the Central Otago District Council, and event stakeholders to enable the growth of events for the economic, social and cultural benefit of Central Otago.

3. Discussion

The following updates were made to the Policy in response to elected member feedback:

Chairpersons Fund

Members were asked if they supported the introduction of a Chairpersons Fund, of up to $1000, to allow for decision-making between funding rounds. This would apply to both Community Grants and Promotions & Events Grants, and is intended to support groups with urgent funding needs that occur between rounds. All four boards and Council supported this change, with Cromwell Community Board indicating that the amount may be too low to be practical given the cost of operating.

This was addressed on page 3 of the Policy, enabling each board to set the cap of their fund up to the $2500 limit indicated by Cromwell Community Board. Staff note that this amount would consume the grant pot in the Teviot Valley, and have therefore left each board to decide the appropriate limit at the first funding round of each Long-term Plan cycle.

Promotions & Events Grants

All four boards and Council supported changing ‘Promotions Grants’ to ‘Promotions & Events Grants’ to clarify that the funding is available for all events in the district, including community events. The shorter title had caused some confusion that the funding could only be used when the event was aimed at attracting visitation.

This change has been made in all references to Promotions (& Events) Grants in the Policy.

Tightening the self-sustaining requirement

The previous iteration of the policy stated: “It is preferred that applicants have a potential to become self-sustaining and are able to demonstrate a plan to deliver on this.” This applied to both Community Grants and to Promotions & Events Grants.

All Boards, and Council, supported tightening the requirements for Promotions & Events Grant funding. They also all indicated a preference to ‘lengthen the runway’ to help support and set groups, promotions, or events to succeed.

All four Boards preferred a period of up to five years, with some discretion. For instance, if an event is impacted by factors outside its control (extreme weather, pandemics), the board may extend the timeframe funding is available. On the other hand, if an event is unsuccessful in its first few years, the board may choose not to continue to support it.

This change was made in the ‘Financial Requirements’ section, beginning at the end of page 3. The wording has been amended as follows:

· For Promotions and Events Grants, the wording has changed from ‘preferred’ to ‘required’, with the Policy specifying the period of time. The Policy clarifies that Boards have discretion based on information received during report backs each year.

Multi-year Grants

Staff asked members to indicate preferences to the treatment of multi-year Grants. The previous Policy gave members the discretion to allocate funding on a recurring basis for up to three financial years within a current long-term plan.

All four Boards and Council felt there to be more risk than benefit in providing multi-year funding for Promotions & Events Grants. All four Boards and Council were happy to retain multi-year funding as an option for Community Grants.

The text in the ‘Annual Grants’ section on page 5 of the Policy has been updated to reflect this. The changes are:

· Clarity that multiyear funding is available for Community Grants only, with some additional text added as a disclaimer that this funding is subject to change.

· Clarification that Promotions & Events Grants are not eligible for multi-year funding.

The criteria in the ‘Promotions and Events Grant Criteria’ in the appendix has been updated with:

· Shows progression toward sustainability, including financial sustainability

Capping

Staff sought elected member feedback on capping grants in the following circumstances:

· Capping the amount of funding provided to any particular group for Events & Promotions within the first funding round each year.

· Capping how much a board can allocate from a particular grant in the first funding round each year or, in the case of Community Grants, in the first year of a Long-term Plan.

This suggestion was considered as some Boards have allocated most or even their entire pool in one funding round, resulting in either low or no funding available in other rounds.

Two Boards, and Council, were against this change. This opposition included feeling it became a barrier to groups, that is was unwieldy or complex, and that Boards were better placed to manage this.

The other two Boards were split, with some members indicating it could be fairer or more equitable.

As members were largely against making this change, no updates were made.

Timing

Staff asked members for a preference on changing the timing of funding rounds. This is due to the complexity of local government financing, with the timing that community groups need funding not always aligning with Council’s timeframes to set rates.

This is currently managed ‘as best as it can be’ by providing a disclaimer to groups that apply for future funding that it is subject to change should these circumstances require it.

All four Boards and Council support the status quo approach. No changes were made to the meaning or way the Policy is applied, however a sentence was added to the ‘Annual grants’ section on page 5 to reflect that ‘all multi-year funding is subject to change should Council’s financial position require it.’

Accessing funding/bank accounts

The previous iteration of the Policy did not specify the type of bank accounts that Council money could be paid into through the Grants process. In order to increase the level of due diligence over public money, staff suggested a level be set over which an entity would require a specific bank account.

All four Boards and Council prefer a tiered approach. For smaller amounts, they preferred to keep the requirements low – to ensure this funding is accessible to volunteers who are short on time and to reduce any real or perceived bureaucracy or burden.

In discussion, members were most comfortable with requirements increasing for amounts over $10,000. Some also considered adding a lower ‘gate post’, such as a two-signatory account for amounts over figures ranging between $2000-$7000.

The Policy was amended within the ‘Financial requirements’ section over pages 3-4. This change requires that funding over $10,000 be paid out to an entity with a registered bank account with two signatories and a person responsible for the organisation’s financial information.

Staff will monitor the impact of this change throughout the next few funding rounds and provide further advice to members should the need for a lower gate post, or any other changes, arise.

Funding infrastructure or items

In response to requests from groups for funding toward infrastructure, such as gazebos or sound equipment, staff sought the preference of members as to any specifications for this funding. Discussion included the option of declining all funding for infrastructure; or for the relevant Board or Council to purchase the items and make them available for wider groups.

There was consistency across all members that this is ‘messy territory’, with considerable logistical challenges should Council or Boards choose to hire the items. Members did feel a degree of discretion was needed in some circumstances, but largely would not consider these items appropriate for public funding.

A sentence was added to the ‘Excluded activities’ section on page 4 to reflect this.

Staff note that Council do have gazebos available for hire by these groups when required.

Other

The following other changes were made:

· Sentence added to ‘General criteria’ on page 3 that one application per year per applicant is preferred. This aligns with the way the Grants Policy has been operationally applied but was not previously specified.

· Text changes to ‘Promotions and Events Grant criteria’ in the appendix that reference the Destination Management Plan and Eventful Central – Events Framework. ‘Attracts and retains visitors’ and ‘has broad economic benefit (not individual)’ consolidated into the new criteria: ‘Shows alignment with the Destination Management Plan, including how it attracts and retains visitors and has broad economic and/or community benefits.’

· Adding definitions of the types of grants.

· Minor grammatical changes to bring all language into present, rather than future, tense.

· Removal of references to the Local Government Act definition of wellbeing.

· Updated name of accountability report form for accuracy.

· Added reference to Destination Management Plan and Events Framework in ‘Related documents’.

Events Framework

The Events Framework is an action from the operational implementation of the Destination Management Plan.

The purpose of creating the Event Development Framework is to provide a strategic guide and focus for events in the district. The recommended action plan is a guide for how Tourism Central Otago, the Central Otago District Council, and event stakeholders can enable the growth of events for the economic, social and cultural benefit of Central Otago.

The Strategic Framework for supporting events in Central Otago is to focus on:

· Existing, recurring events including community-run events and where possible and appropriate, working to support their development.

· Attract or develop Regional events that lift the profile of the Central Otago and/or contribute significantly to the economy, particularly during low and shoulder periods.

· Encouraging events to build on Central Otago's unfakeable assets and competitive advantage to utilize and protect the area’s landscapes and distinct seasons.

As the Grants Policy criteria specifically references the framework, staff felt it appropriate that Council have the opportunity to look over and, if appropriate, endorse the framework.

4. Financial Considerations

There are no specific financial considerations for this review.

5. Options

Option 1 – (Recommended)

Approve the updated Grants Policy and endorse the Event Framework.

Advantages:

· Improvement in clarity and criteria to manage operational issues or queries that have arisen through the life of the Policy.

· Elected member and applicant feedback addressed.

· Increased clarity of financial requirements, increasing financial prudence whilst remaining accessible to the community.

· Ability for Community Boards to set and manage a Chairpersons Fund if they choose to.

· Increased clarity across the wider Policy.

· A clear plan for the development and promotion of Events in district.

Disadvantages:

· No disadvantages.

Option 2

Approve the updated Grants Policy. Do not endorse the Event Framework.

Advantages:

· No advantages.

Disadvantages:

· Existing policy remains in place without taking elected member, community and staff feedback into account

· An outcome of the Destination Management Plan is not progressed

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by growing and empowering individuals, groups, and the local environment through an effective contestable grants programme. This decision promotes the wellbeing of communities, in the present and for the future by funding specific initiatives aimed at enhancing one or more of the well-beings.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Consistent with all other Council plans and policies, including funding the community to undertake activities and actions in support of plans and strategies.
Considerations as to sustainability, the environment and climate change impacts	The Grants Policy enables communities to apply for funding toward environmental initiatives.
Risks Analysis	There are no risks identified in updating the policy.
Significance, Consultation and Engagement (internal and external)	Staff undertake regular engagement with users of the Policy and used this feedback to formulate the workshop with elected members. Specific consultation is not required under the Significant and Engagement Policy. Development of the Event framework has included Tourism Central Otago liaising with event organisers and groups across the region. Additionally, a background report by McElrea Consulting was commissioned which analysed events over the pre-covid period and the variety of styles, types and timings. Insights gained have informed this framework alongside an understanding of the event industry within New Zealand post-covid and in alignment with ambitions set out in Central Otago Destination Management Plan.

7. Next Steps

The Policy will be updated on our online channels. It will next be reviewed in late 2027 for approval in early 2028.

Tourism Central Otago will publicly release the Events Framework and work with industry to progress the action plan.

8. Attachments

Appendix 1 - Grants Policy ⇩

Appendix 2 - Grants Workshop Notes ⇩

Appendix 3 - Event Development Framework ⇩

27 November 2024

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24.13.7 Emergency Works Funding - Oct 2024 Rainfall

Doc ID: 1978091

Report Author:

Mark Hardman, Roading Asset Manager

Quinton Penniall, Infrastructure Manager

Reviewed and authorised by:

Lee Webster, Acting Group Manager - Planning and Infrastructure

1. Purpose of Report

To consider funding options for emergency works following flooding in October 2024.

Recommendations

That the Council

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

B. Approves $480,494 of funding from the Council-wide Emergency Works reserve account for Council’s response to and recovery from the October 2024 flooding event.

2. Background

Metservice issued a severe weather warning for the south-eastern corner of New Zealand on the morning of 3^rd October for the 36 hours which followed. Central Otago District is located immediately west of the red and north of the orange warning areas (Appendix 1).

The rain resulted in temporary road closures and restrictions, flooding, scouring, washouts, blocked culverts and debris build up. The impact on the Maniototo Ward was significant, creating widespread demand for grading and spot metalling. Temporary road closures and restrictions are mapped below.

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Council has an aging network of bridges, which were inspected following the weather event. Several structures have been damaged and repair work is both being planned and is underway.

Council has seen several similar weather events in recent years. Recent Council decisions include:

· January 2023 Council approved $103,986 of funding from the Emergency Event Reserve (1750264028) for repair of Bridge 93 following a rainfall event.

· February 2024 Council approved $89,795 of funding from the Emergency Event Reserve (1750264028) for repairs across the roading network following the September 2023 rainfall and wind event.

3. Discussion

A comprehensive review of rainfall data, considering the impact on the roading network, suggests many areas will have experienced a 1 in 20 to 1 in 30-year rainfall event.

Cumulative 48-hour rainfall at Danseys Pass Hotel peaked at 131mm. 121mm of rainfall equates to 1 in 20-year event and 132mm equates to a 1 in 30-year event.

Rainfall in the Teviot Valley / Roxburgh / Millers Flat area was more moderate. Beaumont Station rainfall data points towards the event being between a 1 in 2-year event and a 1 in 5-year event.

Emergency works funding is only being sought in areas where the return period is believed to be greater than 1 in 10 years. This specifically excludes damage and costs in the following areas:

· Teviot Valley

· Cromwell, Bannockburn and Pisa Moorings

· Alexandra

· Earnscleugh north of SH85 and west of Saint Bathans Loop Road.

A copy of the flooding report provided to the New Zealand Transport Agency is attached to this report. It details the emergency works schedule of work by road for further detail on the required response and recovery during and following the event.

4. Financial Considerations

The estimated total cost of the response and recovery is $980,600.

A 51% New Zealand Transport Agency (NZTA) subsidy ($500,106) has been applied for under Work Category 141 (Emergency Works). The key qualification criteria, being that the event has an annual return period greater than 1 in 10 years, has been met. The options discussed in section 5 assume success of this funding application.

The remaining $480,494 will be funded by Council.

Council maintains two emergency works reserve accounts:

· The Council-wide emergency works reserve account has a balance of approximately $2.6m (surplus) as at 30 June 2024.

· The roading emergency works reserve account is in deficit by approximately $525k as at 30 June 2024. The 2024/25 Annual Plan has budgeted to reduce the deficit by $162k.

Planning for the 2025 Long Term Plan will consider the rate the roading emergency works reserve account deficit will be reduced.

The full impact of the rainfall event will not be known until all recovery work is complete. Any costs over $980,600 will fall on Council and will be funded through normal roading maintenance and renewal budgets.

5. Options

Option 1 – (Recommended)

Fund $480,494 from the Council-wide emergency works reserve account for Council’s response to and recovery from the October 2024 flooding event.

Advantages:

· No impact on existing roading maintenance and renewal budgets or forward works programme.

· Avoids putting roading emergency works account further into deficit.

Disadvantages:

· Reduces the reserve balance available for other Council activities.

Option 2

Fund $480,494 from the roading emergency works reserve account for Council’s response to and recovery from the October 2024 flooding event.

Advantages:

· No impact on existing roading maintenance and renewal budgets or forward works programme.

Disadvantages:

· Reserve account falls further info deficit.

Option 3

Decline the request to use either of Council’s emergency works funds, require the use of existing roading maintenance and renewal budgets, and accept any level of service impact.

Advantages:

· Preserves the Council-wide emergency works reserves for future events.

· Avoids putting the roading emergency works account further into deficit.

Disadvantages:

· Deferral of non-essential maintenance and renewal work to free up budget.

· Near-immediate impact on levels of service.

· Increased long term costs resulting from deferral of preventative maintenance.

6. Compliance

Local Government Act 2002 Purpose Provisions

This decision enables democratic local decision making and action by, and on behalf of communities.

AND/OR

This decision promotes the (social/cultural/economic/environmental) wellbeing of communities, in the present and for the future by funding the repair of the damaged assets.

Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.

Whilst emergency events are unpredictable the decision is consistent with Roading Activity Management Plan and associated budgeting for emergency events.

Considerations as to sustainability, the environment and climate change impacts

There are no implications of this decision.

Risks Analysis

There are no substantial risks associated with this decision, however there is always the risk of another unforeseen weather or emergency event, at any time.

Significance, Consultation and Engagement (internal and external)

This decision does not trigger any significance thresholds. Council finance staff have been consulted in the preparation of this report.

7. Next Steps

Complete physical works to reinstate acceptable levels of service and resilience.

Await confirmation from New Zealand Transport Agency that subsidy of $500,106 has been approved.

8. Attachments

Appendix 1 - October 2024 Rainfall Event - Emergency Works Report ⇩

27 November 2024

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24.13.8 November Wastewater Compliance Status Update

Doc ID: 1970753

Report Author:	Joyce Thomas, Sampling and Compliance Monitoring Team Leader
Reviewed and authorised by:	Julie Muir, Group Manager - Three Waters

1. Purpose

To consider progress on achieving Otago Regional Council Consent (ORC) compliance for Central Otago District Council (CODC) wastewater activities.

Recommendations

That the report be received.

2. Discussion

Council has seven wastewater treatment plants located at Cromwell, Alexandra, Lake Roxburgh Village, Roxburgh, Omakau, Ranfurly and Naseby.

In January 2023, the Otago Regional Council (the ORC) audited the wastewater treatment plants (WWTP). The audit identified several maintenance issues and non-compliances with resource consent conditions, resulting in issuing of abatement notices for five of our wastewater treatment plants.

Of these five, Alexandra and Cromwell have both recently achieved compliance (Alexandra - May 2024, Cromwell July 2024). The remaining three sites (Roxburgh, Ranfurly and Naseby) are still under abatement notice.

This report provides an update on the progress of the works to address these issues.

In April 2024, ORC carried out their annual audits for all the wastewater sites. Audit reports have now been received for all treatment plants since the last update to Council. The final audit reports (Roxburgh, Lake Roxburgh Village and Ranfurly) are attached with a high-level summary provided below.

Site Specific Status Updates

The detailed abatement notice work programs for each site are attached as an appendix and changes since July 2024 are shown in bold. A high-level summary of each site is provided below.

Alexandra

The plant continues to operate within its consent limits with compliant sample results for October 2024.

Cromwell

The October 2024 sample marked the twelfth consecutive month of compliant nitrogen results, indicating that the site has maintained compliance with nitrogen results for a full year.

As the nitrogen levels in the effluent have been compliant over the past 12 months, a decision has been made to delay the planned nitrogen removal upgrades for another year. This additional time will allow for monitoring through one more winter to determine if the upgrades are still necessary.

Consultants have recommended undertaking additional monitoring over the next 12 months to gather more data. The concept design for the nitrogen removal project will be revisited next year, based on the new data, before any further steps are taken.

Roxburgh

Additional monitoring is ongoing at Roxburgh wastewater treatment plant and the effluent result for October 2024 were all compliant.

Staff are reviewing a proposal to install a trial brush aerator, similar to the one implemented at Cromwell wwtp last year. This aerator is expected to enhance the plant’s performance in nitrogen removal. This proposal also includes commissioning of a new effluent flow meter.

The existing effluent flow meter has been experiencing some data issues. It is connected to a switchboard powered by batteries and a solar panel, which has led to occasional gaps in data over the past few months. These gaps pose a challenge for maintaining resource consent compliance, as the consent specifies the effluent discharge limit. Missing data from the flow meter makes it difficult to prove compliance with these conditions. The commissioning of a new flow meter is expected to resolve these data issues, ensuring accurate and consistent monitoring.

Naseby

A recent wet weather event in the first week of October 2024 impacted the wastewater treatment ponds. Naseby and the surrounding Central Otago district and Otago region was subject to a significant heavy rain event in early October 2024. This was measured as being 21.0 mm on 2 October, 44.8 mm on 3 October and 42.2 mm on 4 October at the met service Naseby Forest site.

Overland surface flow entered the wastewater ponds from the Maniototo Ice Rink located on Channel Road further north of the site along with the roadside flows and overloaded the ponds. The Hogburn flowed into the Ice rink and this overland flow eventually reached the ponds and the infiltration basins exceeding their capacity (due to not being designed to cope with this additional overland flow) and putting the infrastructure at risk of being damaged.

To prevent damage to the infrastructure, a pump was used to discharge treated wastewater into a stormwater channel where it then flowed into the Hogburn along with stormwater from the network. During this period, daily sampling was conducted, and regular notifications were sent to the ORC and the Aukaha.

The discharge to the Hogburn was a temporary measure to mitigate the risk to the Naseby wastewater ponds and basins. The final discharge to the Hogburn occurred on the 14^th of October 2024.

Overflow from pond 1 and the wetland occurred during the wet weather event as the inflow to the treatment plant was higher than the outflow. On October 3rd, 4th, 5th, and 6th, the maximum allowed wet weather discharge limits were exceeded due to substantial inflow volumes.

The draft consent variation application to allow ponding and remove the requirement to maintain a wetland has been received and is currently being reviewed.

Some photos of the event

3/10/2024- Naseby Ice rink overflow round to our inlet work at Pond 1, as the Hogburn flowed into the Ice rink

A person driving a bulldozer in a muddy area

Description automatically generated A muddy river with trees in the background

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3/10/2024- locals helping to stop the flow from the Hogburn to the Ice rink.

4/10/2024 -Stormwater making its way through several channels/ditch to the inlet of pond 1.

Ranfurly

The initial sample result for October 2024 was non-compliant, and a resample has been arranged. The potential cause for the non-compliance is sludge carryover from the Imhoff tank and the wetlands. The high inflows due to the rain event at the start of the month may have carried sludge from the Imhoff tank through the system and into the effluent. A proposal has been received from the contractor to desludge the Imhoff tank and is currently being reviewed.

On October 4th and 5th, the inflow to the treatment plant exceeded the maximum allowed consent limit. The flow remained higher than normal for several days following this rain event, although it stayed within the consented limit. This additional inflow and infiltration could potentially impact the plant’s performance, thereby affecting the effluent quality.

The recent assessment by the wetland specialist, along with interstage sampling completed at the end of last year, has indicated that the condition of the wetlands may be contributing to the ongoing compliance failures. To address this issue, staff have engaged a consultant to prepare a proposal for desludging the pond and the wetland.

3. Attachments

Appendix 1 - 2024 November Council Update Attachment ⇩

27 November 2024

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24.13.10 Local Water Done Well - CODC Options for Development of Water Services Delivery Plans

Doc ID: 1983076

Report Author:

Peter Kelly, Chief Executive Officer

1. Purpose of Report

(a) To inform the Council on the outcomes of the Local Water Done Well Review.

(b) To seek approval for CODC participation in the next stage of work required to consult with the public on the Water Services Delivery Plan (WSDP) options.

Recommendations

That the Council

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

B. Notes that CODC must draft a Water Services Delivery Plan and include as a minimum two options with one being the status quo.

C. Directs the CEO to develop a Water Services Delivery Plan that includes the following options:

(a) Status quo,

(b) Single Council – Council Controlled Organisation, and

D. Authorises the CEO in partnership with other participating Otago - Southland Councils to further develop the detail required to support a multi council CCO Water Services Delivery Plan.

2. Background

(a) Local government has been grappling with rising costs and the affordability of aging infrastructure. Rates increases during the past term have increased markedly across the country.

(b) After some analysis, the previous Labour government concluded that the country’s future three waters programme was unachievable for Councils to deliver without intervention.

(c) On 27 October 2021, the Labour government unveiled their three waters reform programme and on 7 December, the Water Services Entities Bill passed into legislation. This established four asset owning water entities for New Zealand.

(d) Following a wave of negative public attention, the four entities were amended to 10 entities on 13 April 2023, following regional council boundaries.

(e) On 23 August 2023, another two pieces related pieces of legislation were passed, the Water Services Economic Efficiency & Consumer Protection Act and the Water Services Legislation Act.

(f) On 27 November 2023, the new National coalition government announced their plans to scrap the Labour led reforms and on 14 February 2024, the new Three Waters laws were repealed.

(g) To replace Labour’s reforms, the Water Services Preliminary Arrangements Act 2024 was enacted on 2 September and this sets out the requirements for a Council to develop a Water Services Delivery Plan (WSDP) that must be submitted to the Department of Internal Affairs (DIA) by 3 September 2025.

(h) The WSDP must set out the model for delivery of a Council’s water services with 10 years of supporting financial information, demonstrating that the activity is financially sustainable no later than 2028.

(i) It requires each Council to consult with the public on their preferred option and at least one other option and formally adopt the WSDP before it is submitted.

(j) There are a range of options that Councils can consider. The government has announced new financial arrangements which would enable council-controlled organisations (CCOs) to independently borrow up to 500% of their water revenue from the Local Government Funding Agency (LGFA)

(k) Councils in the Otago-Southland regions have a long history of working together and have been considering collaboration in some form since May 2020.

(l) On 7 February 2024, the Otago-Southland Mayoral Forum directed their Chief Executives to form a working group that should consider:

(i) regional collaboration and shared services;

(ii) regional delivery models;

(iii) national collaboration.

(m) Morrison Low were engaged to work on a business case to explore regional delivery models. Local Water Done Well Review (see attachment one) was finalised in October 2024.

(n) Councillors from Otago-Southland were invited to hear the findings from the Morrison Low review at a meeting in Balclutha on 1 November 2024.

(o) The review clearly demonstrates that without change, delivery of future water services and infrastructure investment will become progressively more unaffordable for our ratepayers. 76% of residential water users across the Otago and Southland regions will see their current bills doubling within the next 10 years.

(p) In addition to the affordability issues, the need for skilled workforce and contractors who can deliver the considerable infrastructure programme that is currently forecast will require careful planning and rationalisation across the region to avoid competition and inefficiency, something that a single water entity is better placed to tackle.

(q) The report explores a range of options, but clearly demonstrates that a joint asset owning entity is the best solution for the issues that the Otago and Southland regions face.

(r) It is now appropriate that each Council consider the next stage of work required to produce options that can be consulted on with the public and ultimately inform each Council’s WSDP.

3. Discussion

(a) Staff assess that Council has three Water Services models that should be considered and Council is required to consult on a minimum of two with one of those being the Status Quo. The three models are:

(i) Status Quo In-House/Internal Business Unit.

Ownership	• Part of Council. • No new organisation established
Governance	Responsible to Council through mechanisms under LGA 2002
Strategic Direction	Council prepares a Water Services Strategy
Accountability	• Act consistently with statutory objectives. • Water business unit reports to Council. • Council prepares separate annual reporting and audited financial statements. • Subject to economic regulation.
Borrowing	Borrowing undertaken by Council e.g., by LGFA with water activity groups meeting their share of financing costs.
Balance Sheet Treatment	On balance sheet
Revenue	Continues through combination of general/targeted rates and financial/development contributions.
Advantages	Local knowledge and close connection to communities. • No need for Statement of Expectations. • Avoids initial establishment costs and debate with other councils about asset condition, cross-subsidisation, etc.
Disadvantages	•Debt limits for Council remains at 175% of revenue (The Local Government Funding Agency current limit for Councils with a credit rating of “A” or higher will be 280% by 2026, down from 300%) as opposed to water organisations with guaranteeing Councils of 500%. • Lacks single focus on delivering water services. • More layers of Council decision making than legally independent structures — potentially an issue with higher regulation, ring fencing, etc. • Less commercial or nimble/agile due to compliance with LGA and not being a separate legal entity. • Possibility of no specialist expertise at governance level (but could be obtained through committees/subcommittees). • In-house entity more subject to politics of the day. • Fails to capture scale benefits and access to specific expertise. • Less attractive as a specialised entity to attract specialist staff. • Less connected nationally and internationally with peer organisations therefore hindering the modernisation of service opportunities and tailoring of the operating model to suit customer experience expectations. • Legal requirements to meet minimum compliance requirements and provide infrastructure to service growth likely to significantly impact on council ability to debt fund discretionary non-three waters work.

(ii) Single Council CCO:

Ownership	• Limited liability company 100% owned by Council-Ownership arrangements and rights set out in constitution.
Governance	• Council appoints and removes board members. • Governed by independent, professional directors who are responsible for all operational and financial decisions.
Strategic Direction	• Shareholding council issues Statement of Expectations. • Water organisation prepares Water Services Strategy.
Accountability	• Water organisation must act consistently with statutory objectives. • Reports regularly to shareholders on performance (e.g., quarterly). • Must produce annual report containing audited financial statements. • Subject to economic regulation.
Borrowing	Borrowing via Council from LGFA directly supported by Council guarantee or uncalled capital.
Balance Sheet Treatment	On balance sheet
Revenue	December Bill to include ability to assess, set and collect water services charges and ability to identify which ratepayers to be charged for water services as well as allow use of development contribution regime.
Advantages	• LGFA will support leverage up to equivalent of 500 percent of operating revenues. • Corporate structure and governance: o Single focus on setting direction and overseeing delivery of water services. o Competency-based board comprising professional directors. o Appointment committee ensures relevant perspectives brought to director appointment process – flexibility to appoint mana whenua, community or consumer representatives). o Directors’ duties (including under Companies Act 1993) apply. • Must give effect to statement of expectations (if consistent with CCO’s purpose and statutory objectives) but otherwise less subject to politics of the day. • Accountability to council shareholder via regular reporting and annual reporting. • Potentially more agile than in-house as not subject to full LGA and largely independent, less decision-making delays as less layers. Quicker response to market fluctuations and managing operational risks. • More attractive to staff as a specialised entity and less barriers to potentially modernise the customer experience.
Disadvantages	• Fails to capture scale benefits including access to expertise (as opposed to multi council). • Accountability to consumers for service delivery potentially blurred if CCO not asset-owning. • Additional governance and corporate overhead costs.

(iii) Multi Council CCO:

Ownership	• Limited liability company with share allocation agreed between shareholding councils. • Councils jointly approve Constitution.
Governance	• Shareholder committee established to appoint and remove board members. • Governed by independent, professional directors who are responsible for all operational and financial decisions.
Strategic Direction	• Parent councils jointly issue Statement of Expectations • Water organisation prepares a Water Services Strategy
Accountability	• Water organisation must act consistently with statutory objectives • Reports regularly to shareholders on performance (e.g., quarterly). • Must produce annual report containing audited financial statements. • Subject to economic regulation.
Borrowing/ Balance Sheet Treatment	• Borrows via LGFA if parent council provides guarantee and satisfies LGFA lending requirements / Contingent liability (impact on council credit rating depends on council and water organisation revenue and debt). • Can borrow from banks and/or capital markets without council support, subject to achieving investment grade credit rating (challenging for some regions) / Contingent liability (unlikely to impact council credit rating).
Revenue	December Bill to include ability to assess, set and collect water services charges and ability to identify which ratepayers to be charged for water services as well as allow use of development contribution regime.
Advantages	• LGFA will support leverage up to equivalent of 500 percent of operating revenues (assuming still meet qualifying criteria for LGFA). • Corporate structure and governance o Largely the same as for single council CCO (However, added complexity of shareholder council). • Must give effect to statement of expectations (if consistent with CCO’s purpose and statutory objectives) but otherwise less subject to politics of the day. • Accountability to council shareholders via regular reporting and annual reporting. Sets own budgets and controls risk plus accountable to communities. • Lower governance and corporate overhead costs per connection than a single council CCO. • Increased scale, potentially covering entire regions, may attract higher quality directors and staff (e.g. Watercare). • Less layers/barriers to modernising the customer experience.
Disadvantages	• Added complexity of shareholder council plus possible difficulties in prioritisation of investment. • Multi-council ownership could complicate decision-making for setting statement of expectations. • Accountability to consumers for service delivery potentially blurred if CCO not asset-owning.

(b) The first two models are considered to be more straightforward to develop into a WSDP and should be actioned as part of Council’s WSDP.

(c) The decision to participate in a joint asset owning entity is a significant decision and along with the other two will require consultation, as set out in the legislation, with the public.

(d) Once the Council agrees in principle to work in partnership with other participating Otago - Southland Councils to develop a WSDP, there are a number of difficult decisions and agreements that will need to be reached between all parties before a multi council WSDP can be prepared for public consultation.

(e) The next phase of the project should not be underestimated in terms of complexity and the time that will be required to reach consensus on a range of issues.

(f) If the recommendations in this report are approved before Christmas, work will continue on model one and two and the multi council CCO phase in the New Year. Morrison Low have indicated that it would require 2-3 months to work up options on how a multi council CCO water services entity should be structured and each Council’s relationship to that entity. Negotiations and an approval process for each Council would then need to be factored into the timeline.

(g) Critical issues that would ideally need to be resolved are:

(i) the accountability or monitoring arrangements between each Council and the CCO to ensure performance and that local voice is preserved;

(ii) an agreed pathway and timeline for harmonisation of pricing so that a financial comparison between the status quo and the CCO option demonstrates the differing impact on rates;

(h) These issues are potentially more difficult to resolve politically than the decision to participate in a joint entity or not.

(i) The legislation requires these issues and any others that the Council consider the public would be interested in are part of the consultation.

(j) Currently the timeline for public consultation of the 2025-34 Long-Term Plan would see the Consultation Document approved by Council in January 2025, and consulted over the month of March. It is most likely that the information presented to the public on a multi council CCO will be limited to that in the Morrison Low report.

(k) There is the potential for participating Councils to be out of sync when it comes to consultation. Council will need to consider this risk.

(l) Having a final WSDP by 2 September requires a decision to participate in the next phase as soon as possible.

4. Financial Considerations

(a) Budget was carried over from the Three Waters Reform project and is estimated to be sufficient to fund the work required with developing the three models proposed for the WSDP.

5. Options

Option 1 – (Recommended)

(a) Council directs staff to develop three models for the WSDP being:

(i) Status quo, In House Delivery;

(ii) Single council CCO; and

(iii) Multi council CCO.

Advantages:

(a) More options available for the decision in principle in early 2025.

(b) More efficient to participate in multi council CCO analysis at an earlier stage than to join later.

Disadvantages:

(a) Requires more staff time/resource in arranging further analysis.

(b) Regional Multi-Council CCO subject to other participants willingness to proceed.

Option 2

(a) Council directs staff to develop two models for the WSDP being:

(i) Status quo In House Delivery;

(ii) Single council CCO

Advantages:

(a) Efficient — Less staff time/resource to develop two options.

Disadvantages:

(a) Limits options.

(b) It will be more complex and costly to join the analysis regarding a multi council CCO later than to be included in this from an earlier stage.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the environmental, social, economic and cultural wellbeing of communities, in the present and for the future by ensuring the community has fit for purpose Water Services, that are compliant, accommodate growth and are financially sustainable.
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 implications at this stage
Risks Analysis	Development of a multi-council CCO is subject to other council participants willingness to proceed.
Significance, Consultation and Engagement (internal and external)	Staff have considered the key considerations under the Significance and Engagement Policy and have assessed that the recommendation in this report is significant and consultation with the public must occur. There is a statutory requirement detailed in Section 62 of the Water Services Preliminary Arrangements Act 2024 that Councils are required to consult on their anticipated or proposed arrangements/model for delivering water services.

7. Next Steps

It is expected that the Councils in the Otago and Southland regions will all consider their position regarding WSDP in line with this paper. Implementation of the Council’s decision will commence in earnest from December through to August 2025.

8. Attachments

Appendix 1 - Otago_Southland Local Water Done Well Review FINAL 1024 ⇩

27 November 2024

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24.13.12 Application for further remission of excess water charges

Doc ID: 1983958

Report Author:	Paul Morris, Chief Financial Officer
Reviewed and authorised by:	Saskia Righarts, Group Manager - Business Support

1. Purpose of Report

To consider whether Council wishes to use its discretion to apply remission to an excess water charge.

Recommendations

That the Council

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

B. Approves a further remission of excess water charges of up to $1,849.20.

C. Notes that it considers this remission on a hardship basis due to the increase being an anomalous increase, and that this decision does not set a precedent.

2. Background

A ratepayer received a large water usage invoice from Council during its last read round of 31 May 2024. The invoice indicates a usage for the 6 months period of 7,893 units or $4,735.80.

The average for the previous 4 readings was 120.75 units or $72.45.

Upon receiving the invoice, the property owner engaged local plumbers to locate and repair any leaks. This was done and paid on the 7^th June 2024.

The ratepayer applied for a leak remission, and this was granted up to the maximum under the policy. The policy allows for a remission of up to 50% of the excess charges. A balance is now owing of $1,849.20.

The ratepayer has contacted Council and has indicated they will struggle to pay the outstanding invoice even to the point they are considering selling their property to cover the invoice.

It is not anticipated that the decision requested today will set a precedent for the future.

3. Discussion

As outlined above the ratepayer has received a large water bill, noted the unusual consumption for their household and got the leak repaired immediately.

The leak has developed in the intervening time between readings (in this case 238 days) and it is suspected to have occurred soon after the water reading of 6^th October 2023.

This decision does not have a major impact on the four well-beings, but from an individual’s perspective, has an impact on the ratepayer’s economic well-being. Affordability becomes the issue for this ratepayer.

4. Financial Considerations

There is a cost to Council for supplying this excess water which relates to delivery (pumping) and treatment costs. Typically, these costs are low in comparison to the total costs of providing the infrastructure to deliver water. The 2024-25 Annual Plan highlights volumetric charges amount to 8% of the revenue requirements to supply water which indicates 92% of the costs associated with water delivery are covered by fixed charges.

Council did not budget for this revenue from excess water charges so would not have any measurable financial implications.

The ratepayer has paid the amount owing for, what would be classified as the normal usage, for the reading period.

5. Options

Option 1 – (Recommended)

Council approves further remissions of up to $1,849.20 on the grounds that the increase is an anomalous increase.

Advantages:

· This will assist the ratepayer at very little cost to Council.

Disadvantages:

· While Council is using its discretion in relation to this decision, this may be seen as setting a precedent.

Option 2

Council decline to approve the further remission of up to $1,849.20 on the grounds that it is following its rates remission policy.

Advantages:

· Council complies with its policy and no further action is required.

· Council generates additional income to cover the minor costs associated with treatment and delivery of the water.

Disadvantages:

· This will have a significant impact on a ratepayer who upon discovering the leak did all things necessary to rectify the problem.

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision promotes the economic and wellbeing of communities, in the present and for the future by reducing the economic burden on this ratepayer for an action that was not of their making.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	No. The decision requires Council to apply its discretion and make a one-off decision to apply further remissions.
Considerations as to sustainability, the environment and climate change impacts	None identified.
Risks Analysis	There is a risk that this decision may set a precedent as outlined in this paper.
Significance, Consultation and Engagement (internal and external)	Consultation is not required for this decision.

7. Next Steps

The ratepayer will be notified of Council’s decision.

8. Attachments

Nil

27 November 2024

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24.13.13 Community Outcomes for Central Otago District

Doc ID: 1958717

Report Author:	Rebecca Williams, Community Development Advisor
Reviewed and authorised by:	Dylan Rushbrook, Group Manager - Community Vision

1. Purpose of Report

To consider new community outcomes for the 2025-34 draft Long-term Plan.

Recommendations

That the Council

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

B. Adopts the revised community outcomes as attached for the 2025-34 draft Long-term Plan and ongoing Council strategic processes.

2. Background

Community outcomes articulate a community’s aspirations for their region or district in the present and for the future.

Local authorities’ long-term plans are required to describe the community outcomes they seek for their region or district and identify how their activities contribute to community outcomes.[1]

The Central Otago District Council has used community outcomes as a guiding principle for decision making for well over a decade and have regularly reviewed them as part of each long-term plan cycle.

In 2023, the Central Otago District Council embarked on the “Shaping Tomorrow Together” project, which aimed to create a 50-year vision for the Central Otago district.

The project included three stakeholder workshops, focus groups with Central Otago residents in each of the wards, a youth focus group and a focus group of residents of a diverse set of cultural backgrounds. The community were encouraged to sign up to be involved in the project, and just under 1000 people did so.

The workshops and focus groups outcomes contributed to the design of a survey questionnaire. The survey was distributed to those who had signed up and promoted widely. It ran online between 19 February 2024 until 20 March 2024 and the final survey sample was 493 respondents.

The results of this process created a research report, which is a rich data source and has been used to review the Central Otago District Council’s community outcomes. The research report is attached as Appendix One.

Council received an overview of the Central Otago community survey research report at a public workshop held on 31 July 2024. The research was then used to revise the community outcomes. The revised community outcomes were workshopped with Councillors at a public workshop held on 11 September 2024, with a second draft considered at a public workshop held on 25 September 2024.

This report presents the community outcomes developed through that process for approval.

3. Discussion

The Central Otago District Council’s community outcomes were last reviewed in 2021 as part of the 2021-31 Long-term Plan.

Since then, Council has had a conversation with the Central Otago community about their aspirations for the future through the Shaping Tomorrow Together project.

The research from that project has shaped a revised set of community outcomes as follows:

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A copy of the outcomes, including their alignment to Council activities is also included as Appendix 2.

Council is asked to adopt these updated community outcomes, for use in the 2025-34 Long-term Plan and other strategic documents.

4. Financial Considerations

There are no financial considerations associated with this report.

5. Options

Option 1 – (Recommended)

Adopt the revised community outcomes for the 2025-34 Long-term Plan and future Council strategic documents.

Advantages:

· The community outcome statements relate directly to current community feedback and research.

· Adopting revised community outcomes in line with the development of a new Long-term Plan provides a strategic base for future Council policies and levels of service.

· Council can use the revised community outcome statements to help prioritise its activities going forward.

Disadvantages:

· There is some work required to ensure policies and strategies reflect the new community outcomes as they are reviewed and renewed.

Option 2

Retain the existing community outcome statements.

Advantages:

· Current policies and strategies incorporate the existing community outcome statements.

Disadvantages:

· The current community outcome statements do not reflect the community’s aspirations as articulated in the community research report

6. Compliance

Local Government Act 2002 Purpose Provisions	This decision enables democratic local decision making and action by, and on behalf of communities by ensuring the community’s aspirations are articulated in the long-term plan, and ensuring community voice (via community outcomes) is leading the development of Council decision-making.
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc.	Yes, and will provide the foundation for future updates of strategies, plans and policies.
Considerations as to sustainability, the environment and climate change impacts	The proposed community outcome statements directly align with sustainability, the environment and climate change impacts.
Risks Analysis	Adopting the proposed community outcome statements pose little risk as they have been developed from community research and allows Council to prioritise its activities in line with the community’s aspirations.
Significance, Consultation and Engagement (internal and external)	As the articulation of the community’s aspirations, the community outcomes are of some significance and will be consulted on as part of the long-term plan process.

7. Next Steps

Following adoption of the revised community outcome statements for Central Otago, they will be incorporated into the Long-term Plan and all future strategy and policy work. Council documents produced prior to this will continue to display the existing community outcomes but will be updated when the documents are next reviewed.

8. Attachments

Appendix 1 - Community Survey Research Report ⇩

Appendix 2 - Community Outcomes Layout ⇩

27 November 2024

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24.13.15 Financial Report for the Period Ending 30 September 2024

Doc ID: 1978774

Report Author:	Donna McKewen, Systems and Corporate Accountant
Reviewed and authorised by:	Saskia Righarts, Group Manager - Business Support

1. Purpose

To consider the financial performance for the period ending 30 September 2024

Recommendations

That the report be received.

2. Discussion

The presentation of the financials includes two variance analysis reports against both the financial statement and against the activities. This ensures Council can sight the variances against the ledger, and against the activities at a surplus/(deficit) value. The second variance analysis is to demonstrate the overall relationship between the income and expenditure at an activity level.

The third report details the expenditure of the capital works programme across activities. This helps track key capital projects across the year and ensures the progress of these projects remains transparent to Council.

The fourth and fifth reports detail the internal and external loans balances. The internal loans report forecasts the balance as at 30 June 2025, whereas the external loans show the year-to-date current balances due to payments throughout the year.

The sixth report details the external debt balances. External debt is managed using operating cashflows before being uplifted from the Local Government Funding Agency.

This report uses the below key to identify the favourable or unfavourable variances.

Abbreviation key for report

F = Favourable

U = Unfavourable

I. Statement of Financial Performance for the period ending 30 September 2024

2024/25	3 MONTHS ENDING 30 SEPTEMBER 2024					2024/25
		YTD	YTD	YTD
Annual Plan		Actual	Revised Budget	Variance		Revised Budget
$000		$000	$000	$000		$000
	Income
50,445	Rates	13,465	13,322	143	˜	50,445
12,141	Govt Grants & Subsidies	2,204	2,720	(516)	˜	13,564
8,610	User Fees & Other	2,707	2,213	494	˜	8,610
-	Land Sales	1,781	1,780	1	˜	4,380
2,451	Regulatory Fees	982	845	137	˜	2,451
3,401	Development Contributions	639	850	(211)	˜	3,401
1,501	Interest & Dividends	108	375	(267)	˜	1,501
-	Reserves Contributions	112	-	112	˜	-
-	Profit on Sale of Assets	15	-	15	˜	-
-	Other Capital Contributions	-	1	(1)	˜	5
78,549	Total Income	22,013	22,106	(93)	˜	84,357

	Expenditure
14,847	Staff	3,564	3,761	197	˜	15,131
717	Members Remuneration	167	179	12	˜	717
12,993	Contracts	3,056	3,345	289	˜	13,019
2,984	Professional Fees	1,141	1,150	9	˜	4,325
20,507	Depreciation	5,127	5,127	-	˜	20,507
272	Costs of Sales	12	-	(12)	˜	957
4,438	Refuse & Recycling Costs	984	1,051	67	˜	4,438
-	Cost Allocations	-	-	-	˜	-
2,462	Repairs & Maintenance	493	608	115	˜	2,466
1,932	Electricity & Fuel	272	477	205	˜	1,907
-	Loss on Sale of Asset	-	-	-	˜	-
739	Grants	405	410	5	˜	753
1,772	Technology Costs	414	436	22	˜	1,766
337	Projects	152	140	(12)	˜	351
962	Rates Expense	657	740	83	˜	962
1,047	Insurance	292	262	(30)	˜	1,047
2,384	Interest Expense	451	596	145	˜	2,384
2,227	Other Costs	405	557	152	˜	2,245
70,620	Total Expenses	17,592	18,839	1,247	˜	72,975

7,929	Operating Surplus / (Deficit)	4,421	3,267	1,154	˜	11,382

This table has rounding (+/- 1)

The financials for September 2024 show an overall favourable variance of $1.15M.

Income of $22.01M against the year-to-date budget of $22.1M

Income has an unfavourable variance of ($93k). Users fees and other, rates, regulatory fees and reserves contributions are higher than budget. Development contributions, government grants and subsidies and interest and dividend income are behind budget. Grants and subsidies are behind budget due to the timing of the Better Off Funding grants. Development contributions relies on the timing of external developers. Interest in lower due to utilising cashflows before uplifting external debt.

Expenditure of $17.5M against the year-to-date budget of $18.8M

Expenditure has a favourable variance of $1.24M. The main drivers behind this favourable variance are staff, contracts, repairs and maintenance, electricity and fuel, interest expense and other costs. Interest expense is lower than expected due to using cashflow before uplifting external debt.

Other costs $152k F - A detailed breakdown for other costs is tabled below.

2024/25		YTD Actual	YTD Revised Budget	YTD Variance		2024/25
Annual Plan	Other Costs breakdown	YTD Actual	YTD Revised Budget	YTD Variance		Revised Budget
$000		$000	$000	$000		$000
634	Administrative Costs	81	157	76	˜	638
798	Office Expenses	180	194	14	˜	777
229	Operating Expenses	45	56	11	˜	229
275	Advertising	33	77	44	˜	310
206	Valuation Services	51	52	1	˜	206
85	Retail	15	21	6	˜	85
2,227	Total Other Costs	405	557	152		2,245

This table has rounding (+/- 1)

· There is no significant variance of note to report on at present.

II. Profit and Loss by Activity for the period ending 30 September 2024

This table has rounding (+/- 1)

· Community, Economic and Strategic Development $505k F – Income has a favourable variance of $376k. This is due to funding received for the Mayors Taskforce for Jobs $184k, MBIE Regional Events Promotion Fund $111k and Collaborative Trail Marketing $95k. Expenditure has a favourable variance of $129k. This is mainly due to grants $52k, professional services $12k, internal overheads $26k and marketing research $12k.

· Environmental Services $10k F – Income has an unfavourable variance of ($118k). This is due to budgeted grants and subsidies of ($180k) which has not been received and other revenue ($79k). This is offset by the waste levy income of $160k. Expenditure has a favourable variance of $128k. Overall operating expenditure is lower than budget, this can fluctuate back on demand.

· Governance and Corporate Services $213k F - Income has a favourable variance of $120k. This is due to financial reserves contribution of $112k. These are not budgeted for as they are dependent on the developer. Expenditure has a small favourable variance of $93k. This is due to staff vacancies that have now been filled.

· Planning and Regulatory Services $706k F – Income has a favourable variance of $329k. This is due to professional fees recoveries $130k, building consent fees $139k, liquor licenses fees $18k and environmental health fees of $28k. Expenditure has a favourable variance of $377k. This is driven by staff costs $129k and professional fees $224k.

· Pools, Parks and Cemeteries $359k F – Income has a favourable variance of $242k. This is due to subsidies and grants $173k, fees and charges $21k and other revenue $20k. Subsidies and grants income relates to MBIE funding received for the freedom camping and Alexandra River park projects. Expenditure has a favourable variance of $117k. This is being driven electricity $36k, water charges $44k and open spaces contract of $76k.

· Property and Community Facilities $550 F – Income has a favourable variance of $575k. A grant from the Central Lakes Trust has been received for the Cromwell Memorial Hall project. Expenditure has a small unfavourable variance of ($25k). The Cromwell Museum grant of $41k has been issued, and the budget has been spread over 12 months.

· Service Centres and Libraries ($370k) U – Income has an unfavourable variance of ($397k). Better of funding for the Alexandra library refurbishment has not been uplifted. Expenditure has a small favourable variance of $27k.

· Roading ($640k) U – Income has an unfavourable variance of ($666k). This is due to the timing of the roading work programme and the NZTA subsidy. Expenditure has a small favourable variance of $26k.

· Stormwater $37k F – Income has a favourable variance of $32. This is due to interest revenue being earning on surplus reserves. Expenditure has a small favourable variance of $5k.

· Wastewater $15k F – Income has an unfavourable variance of ($293k). This is due to development contributions. These are difficult to gauge as they are reliant of developers. Expenditure has a favourable variance of $308k. This is being driven by lower external interest costs $84k, sludge treatment $81k, electricity $55k and operating contracts of $64k.

· Water ($231k) U – Income has an unfavourable variance of ($293k). This is being driven by metered water sales ($133k) and development contributions of ($248k). Water usage is seasonal and is expected to have lower usage over the autumn and winter months and the picking up over spring and summer. The current usage is recognising the autumn and winter months. Expenditure has a favourable variance of $62k. This is due to lower than expected electricity and rates expense. Otago Regional rates expense will come through in October.

III. Capital Expenditure

Year-to-date against the revised budget (including carry forwards and Council resolutions) 13% of the total capital spend against the full year’s revised capital budget has been expensed.

2024/25						2024/25	Progress to date against revised budget
Annual Plan	CAPITAL EXPENDITURE	YTD Actual	YTD Revised Budget	YTD Variance		Revised Budget
$000		$000	$000	$000		$000
3,020	Environmental Services	23	788	765	˜	3,193	1%
1,092	Governance and Corporate Services	330	654	325	˜	1,721	19%
96	Planning and Regulatory	1	31	30	˜	124	1%
2,399	Pools Parks and Cemeteries	398	1,087	689	˜	3,989	10%
25,741	Property and Community Facilities	3,773	13,655	9,882	˜	27,385	14%
179	Service Centres and Libraries	342	277	(64)	˜	1,101	31%
10,416	Roading	1,381	2,878	1,497	˜	11,512	12%
320	Stormwater	10	80	70	˜	320	3%
11,520	Wastewater	611	1,475	864	˜	5,094	12%
14,669	Water	2,373	3,693	1,320	˜	16,694	14%

69,454	Grand Total	9,241	24,619	15,378		71,135	13%

This table has rounding (+/- 1)

· Environmental Services $765k F – Some work has been started on transfer station reconfiguration and along with new wheelie bins.

· Governance and Corporate Services $325k F – This activity includes vehicle fleet pool replacements and Information Services. Vehicle replacements are behind budget $74k, the replacement programme has started with quotes and orders made for three vehicles. IS is behind budget by $288k. Projects underway include: password improvement; converged security and network improvement; records digitisation stage 3 and MagiQ cloud migration.

· Planning and Regulatory $30k F – vehicle replacements for building control and resource management are being assessed before starting renewal programme.

· Pools, Parks and Cemeteries $689k F – This is driven by a mixture of the timing of project budgets, work programme and contractors availability to perform the work. The variance is mainly related to: Alexandra River park $168k, Cromwell reserves $120k, Ranfurly pool $100k, Pioneer park synthetic surface, Omakau Recreation reserve $43k, Cromwell pool $40k and Alexandra pool $16k.

· Property and Community Facilities $9.88M F – This is being driven by the new Cromwell Memorial hall which is under construction of $9.3M, along with the Alexandra airport $270k and Elderly Person housing $88k.

· Service Centres and Libraries ($64k) U – Library book renewals are aligned with the budget, with the Alexandra library building upgrade project nearing completion.

· Roading $1.49M F – The roading capital works programme can be different from the budget due to the seasonal renewal programme. Projects include: carpark renewals $43k, drainage renewals ($52k), footpath renewals ($50k), unsubsidised community roading $156k, gravel road renewals $387k, minor improvements $635k, sealed road renewals $564k, structures renewals ($169k) and traffic services renewals ($19k). Minor improvements include: the Clyde Heritage Precinct stage 3 is progressing and due to be completed in December and the Little Valley Bridge project is being assessed and has not started.

· Stormwater $70k F – The stormwater network renewals programme is currently being assessed.

· Wastewater $864k F – Cromwell Wastewater Treatment – Nitrogen renewal programme the design phase has been completed. Dunstan road wastewater reticulation extension is awaiting hydraulic modelling. Ranfurly Treatment – Addressing existing compliance issues project is in detailed design phase which is almost complete.

· Water $1.32M F – Cromwell Rising Main project has been completed in October 2024. Cromwell treatment plant project is in the detailed design phase.

IV. Internal Loans

Forecast closing balance for 30 June 2025 is $4.09M.

Lender	Owed By	Original Loan	1 July 2024	30 June 2025
Lender	Owed By	Original Loan	Opening Balance	Closing Balance
Cromwell General Reserve	Public Toilets	670,000	418,752	392,568
District General Reserve	Tarbert St Bldg	25,868	8,400	6,713
District General Reserve	Alex Town Centre	94,420	33,464	27,577
Vincent General Reserve	Alex Town Centre	186,398	56,284	43,728
Cromwell General Reserve	Alex Town Centre	290,600	105,202	87,176
Maniototo General Reserve	Centennial Milkbar	47,821	11,621	8,130
Maniototo General Reserve	Pioneer Store Naseby	21,589	6,760	5,246
Cromwell General Reserve	Water	867,000	634,634	604,581
District General Reserve	ANZ Bank Seismic Strengthening	180,000	131,758	125,519
Vincent General Reserve	Molyneux Pool	650,000	498,650	466,150
Maniototo General Reserve	Maniototo Hospital	1,873,000	1,615,133	1,558,020
District General Reserve	Alexandra Airport	218,000	180,720	171,958
Teviot Valley General Reserve	Roxburgh Community Pool Upgrade	250,000	232,446	223,172
Vincent General Reserve	Molyneux Pool - Iceinline Roof Upgrade	400,000	386,215	371,913
Total		5,774,695	4,320,038	4,092,451

This table has rounding (+/- 1)

V. External Loans

The total amount of external loans at the beginning of the 2024/25 financial year was $4k. As at 30 September 2025, the outstanding balance was $2.7k. The remaining external loan will be fully paid in in the 2024/25 financial year.

Owed By

Original Loan

1 July 2024
Actual

Opening Balance

Principal

Interest

30 September 2025
Actual
Closing Balance

Oturehua Water

46,471

4,389

1,645

2,743

46,471

4,389

1,645

2,743

This table has rounding (+/- 1)

VI. External Debt

The total of external debt is $30M with a planned external debt of $88.5M at the end of this financial year. External debt is managed using operating cashflows to reduce the impact from interest rates. Debt is currently being uplifted in the three waters area.

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Reserve Funds table

· As at 30 June 2024 the Council had an unaudited closing reserve funds balance of $12.15M. This reflects the whole district’s reserves and factors in the district-wide reserves which are in deficit at ($24.09M). Refer to Appendix 1. A Forecasted 2024-25 is being prepared and will be available once the Annual Report 2024 has been approved. Deficit reserves include: Waste Management and Collection Charge ($4.7M), District Water Supply ($13.6M), District Wastewater ($15.9M), Vincent Recreation and Culture Charge ($1M), Vincent Ward Services Rate ($184k) and Cromwell Recreation and Culture Charge ($147k). These deficits are currently being managed using cash from surplus reserves to offset, rather than externally borrowing. As the Cromwell Ward Services Rate reserve is drawn down to fund the first half of the Cromwell Memorial Hall project, external debt will need to be drawn down to cover the deficit reserves.

NB: the reserves totals are at a high level and there are further deficit activities that are being balanced through the reserves category.

3. Attachments

Appendix 1 - 2023-24 CODC Reserve Funds ⇩

Vincent Community Board Minutes

29 October 2024

Unconfirmed

MINUTES OF A mEETING OF THE
Vincent Community Board
HELD IN THE Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Tuesday, 29 October 2024 COMMENCING AT 10.01 am

PRESENT: T Alley (Chair), Dr R Browne, Mr J Cromb, Mr T Hammington, Mr D Johns, Cr M McPherson, Cr T Paterson

IN ATTENDANCE: P Kelly (Chief Executive Officer), S Righarts (Group Manager - Business Support), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), L Webster (Acting Group Manager - Planning and Infrastructure), G Bailey (Parks and Recreation Manager), G Robinson (Property and Facilities Manager), T Bates (Property Officer), W McEnteer (Governance Manager), S Reynolds (Governance Support Officer)

1 Apologies

There were no apologies.

2 Public Forum

Nigel Murray – Lower Manorburn Reserve Working Group

Mr Murray reminded the board of the groups ambition to establish an area of native vegetation, removing the wilding conifers to create a biodiverse area of native planting. The noted that they have received a small extension from Otago Regional Council, giving them until December to uplift the grant. In order to meet the criteria of the grant they need to provide a copy of a management agreement for the reserve with Central Otago District Council.

Mr Murray then responded to questions.

Chris Galbraith and Sally Mullally – Molyneux Turf Inc

Ms Galbraith and Ms Mullally gave an update on their project and presented their feasibility study. They outlined the need for a multi-use surface to be used for as many sports as possible, and appeal to a wide sector of the community. The group have a Memorandum of Understanding with Dunstan High School and asked that Central Otago District Council support them with funding in the 2025 -34 Long-term Plan.

They then responded to questions.

3 Confirmation of Minutes

Committee Resolution

Moved: Johns

Seconded: Paterson

That the public minutes of the Vincent Community Board Meeting held on 9 September 2024 be confirmed as a true and correct record.

Carried

4 Declarations of Interest

Members were reminded of their obligations in respect of declaring any interests. Mr Cromb noted that he is now a Trustee on Alexandra Council of Social Services.

5 ReporTS

24.9.2 Lower Manorburn Reserve Working Group

To consider approval for the preparation of a Management Agreement between the Central Otago District Council and the Lower Manorburn Reserve Working Group.

It was noted that the application of chemicals in the reserve would be closely managed and that the contractor would need to fulfil health and safety requirements as required by a Central Otago District Council contractor.

Committee Resolution

Moved: Browne

Seconded: Cromb

That the Vincent Community Board

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

B. Supports that Council enter into a management agreement with Lower Manorburn Reserve Working Group to enable the group to undertake the removal of wilding conifers, revegetation planting and construction of a fence within the Manorburn Dam Recreation Reserve as outlined in Appendix 1 of this report.

C. Authorises the Chief Executive to do all that is necessary to give effect to the resolution.

Carried

24.9.3 Molyneux Stadium

To consider the status of the Molyneux Stadium and a staged investment approach for maintenance and compliance work to retain the building and bring it up to standard.

It was noted that there is still some work to be done on how Community Boards reserve funds will be allocated and that work on the funding model will be done and a report will come back to the board.

Committee Resolution

Moved: Johns

Seconded: McPherson

That the Vincent Community Board

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

E. Authorises the Chief Executive to do what is necessary to give effect to the resolutions.

Carried

24.9.4 2025 Meeting Schedule

To approve a schedule of Vincent Community Board meetings for 2025.

Committee Resolution

Moved: Alley

Seconded: Browne

That the Vincent Community Board

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

B. Adopts the proposed 2025 meeting schedule for the Vincent Community Board.

Carried

24.9.5 Notice of Motion

A Notice of Motion has been received from Vincent Community Board Member Mr Jayden Cromb by the Chief Executive Officer that complies with Section 27 of the Community Board Standing Orders.

Committee Resolution

Moved: Cromb

Seconded: Alley

A. Recommended that the Notice of Motion be received.

Carried

Committee Resolution

Moved: Cromb

Seconded: Hammington

B. Recommends to Council that the Vincent Community Board supports the retention of the Clyde Blyth Street Museum and Alexandra District Museums Inc. at Central Stories.

C. Recommends to Council that retention of the ‘Goods Shed’ is investigated.

D. Recommends to Council that the redevelopment of the Clyde Museum be stopped and funding removed from the 2025-2034 LTP.

E. Recommends to Council that Community Boards ability to fund museums not be limited by a resolution of Council.

Carried

6 Chair's Report

24.9.6 Chair's Report

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

· Had attended an Institute of Company Directors course.

· Had attended a number of Long-term Plan workshops which is a good opportunity to promote the desired outcomes and priorities from the Vincent Community Board and community.

· Had volunteered at Riding for the Disabled at the Dunstan Equestrian Centre and noted the improvements that have been completed at their new premises.

· Had organised and attended the Zone 5 and 6 conference in Dunedin. Noted the inspiring speakers, notably Dan Neely, Manager of Community Resilience at the Wellington Region Emergency Management Office, and Professor Moana Theodore who spoke about the Dunedin Study and their current focus on aging and aging well.

Committee Resolution

Moved: Alley

Seconded: Cromb

That the report be received.

Carried

7 Members' Reports

24.9.7 Members' Reports

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

Mr Cromb reported on the following:

· Spoke at the September Council meeting in support of districtisation.

· Attended the Alexandra Council Social Services AGM and stated that he has now joined the committee as a trustee.

· Had attended fortnightly riverside park updates and noted the positive community feedback around the work that is being completed.

· Met with Andie Ritchie from The Clyde Museum and observed the sophistication of the exhibits and the quality work that is happening there.

· Had enjoyed engaging with many volunteers and members of the community across the whole district who are involved in the museum sector.

· Had attended a Young Elected Members zoom catch up.

Mr Hammington reported on the following:

· Had attended the ‘100-Objects Museum Project’ at Central Stories and noted the excellent exhibit the very timely collaboration of all the museums in the district.

· Had also visited The Clyde Museum.

· Had attended a presentation from the Coast Guard noting that they are hoping to increase the services they can offer for Lake Dunstan Trail in collaboration with the Bike Ambassadors programme.

· Also attended the Mayor Tim Cadogan’s farewell.

Cr Paterson reported on the following:

· Had attended a number of Long-term Plan workshops sessions for Council.

· Had attended a Central Otago Health meeting.

· Had been to an Omakau Domain noting that the project is progressing and that there is an exciting project, forming a walking track being formed around the reserve area.

· Gave an update on the Zone 5 & 6 conference noting the excellent event and speakers.

· Had attended a Manuherikia governance group meeting.

· Had attended the Central Stories Blossom Festival exhibition, detailing the amazing skill and passion of artists in the area.

· Noted that she was very lucky to be able to judge the Blossom Festival prince and princess contest and that she was extremely impressed with all the young people involved.

Cr McPherson reported on the following:

· Noted the success of the Blossom Festival and how proud he was of the event, the comprehensive programme they delivered and he diversity of the event.

Mr Johns reported on the following:

· Noted that the golf club is getting extremely busy and that they have hosted a charity golf classic, and tournaments for Business South and Dunstan High School.

· Noted the issues at Vallance Cottage and hoped the committee can work through these.

Dr Browne reported on the following:

· Attended two meetings of the Alexandra and District Museum board.

· Attended the AGM of the Alexandra and District Museum board.

· Attended two meetings of the Central Otago District Arts Trust.

· Attended two meetings of Keep Alexandra Clyde Beautiful.

· Attended the AGM of the Haehaeata Trust.

· Attended a meeting of the Creative Writers Circle.

· Attended the AGM of the Jolendale Park Charitable Trust.

· Attended a board meeting of the Jolendale Park Charitable Trust.

· Met with the QEII National Trust to discuss control of spread of wilding conifers from Jolendale Park.

· Took part in a Lower Manorburn Working Group planting day.

· Met with interested parties to discuss the role the CODC might play in Contact Energy’s compliance with its resource consent.

· Attended the launch of the ‘100-objects’ exhibition at Central Stories.

· Attended the farewell for Bernie Lepper from Central Otago REAP.

· Enjoyed the Blossom Festival – an outstanding success.

Committee Resolution

Moved: Alley

Seconded: Hammington

That the report be received.

Carried

Note: Cr McPherson left the meeting at 11.18 am and returned 11.21 am.

The Chair acknowledged the contribution of Tim Cadogan towards the Vincent Community Board and noted that he will be missed from this table.

8 Status Reports

24.9.8 October 2024 Governance Report

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

Committee Resolution

Moved: Cromb

Seconded: Browne

That the report be received.

Carried

9 Date of The Next Meeting

The date of the next scheduled meeting is 3 December 2024.

The Meeting closed at 11.22 pm

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

CHAIR / /

Teviot Valley Community Board Minutes

31 October 2024

Unconfirmed

MINUTES OF A mEETING OF THE
Teviot Valley Community Board
HELD IN THE Roxburgh Service Centre, 120 Scotland Street, Roxburgh
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Thursday, 31 October 2024 COMMENCING AT 10 am

PRESENT: Mr N Dalley (Chairperson), Mr M Jessop, Ms G Booth, Cr S Feinerman

IN ATTENDANCE: T Alley (Mayor), P Kelly (Chief Executive Officer), S Righarts (Group Manager - Business Support), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), L Webster (Acting Group Manager - Planning and Infrastructure), G Bailey (Parks and Recreation Manager), R Williams (Community Development Advisor), S Reynolds (Governance Support Officer)

1 Apologies

There were no apologies.

2 Public Forum

Ben Hamilton – Sports Central

Mr Hamilton, who is new to the role with Sports Central and to the region, expressed his enthusiasm for collaborating with the community to promote the availability of a wide range of sports, specifically suitable for the demographic of the ward.

Mr Hamilton then responded to questions.

3 Confirmation of Minutes

Committee Resolution

Moved: Dalley

Seconded: Booth

That the public minutes of the Teviot Valley Community Board Meeting held on 12 September 2024 be confirmed as a true and correct record.

Carried

4 Declarations of Interest

Members were reminded of their obligations in respect of declaring any interests. The Chair specifically requested that Ms Booth should consider whether she had any interests that she had not included. There were no further declarations of interests given at this time.

5 Reports

24.7.2 2025 Meeting Schedule

To approve a schedule of Teviot Valley Community Board meetings for 2025.

Committee Resolution

Moved: Dalley

Seconded: Feinerman

That the Teviot Valley Community Board

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

B. Adopts the proposed 2025 meeting schedule for the Teviot Valley Community Board.

Carried

6 Mayor’s Report

24.7.3 Mayor's Report

The newly appointed Mayor Tamah Alley noted that she is delighted to be able to spend more time in the ward and to get involved in activities in the Teviot Valley and noted her availability for coffee and catch ups with the board and members of the community.

Committee Resolution

Moved: Dalley

Seconded: Jessop

That the Teviot Valley Community Board receives the report.

Carried

7 Chair's Report

24.7.4 Chair's Report

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

· Noted that regrettably he was an apology at Tim Cadogan’s farewell, but thanked him for his dedication to the job and his contribution to the ward during his time in the role, specifically recalling his presence following the floods in 2017.

· Acknowledged Russell Read for his time on the board.

· Attended the AGM of the Medical Services Trust, noting that they have appointed a new Chair, Glen McDonald.

· Had received many enquiries from the community around berm mowing.

Committee Resolution

Moved: Dalley

Seconded: Jessop

That the report be received.

Carried

8 Members' Reports

24.7.5 Members' Reports

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

Cr Feinerman reported on the following:

· Had attended an Emergency Management course, and had met with the Teviot Valley group, and noted they are in the process of compiling an information leaflet for residents.

· Attended a Roxburgh Pool meeting, promoting that they are advertising for lifeguards and are considering job share options.

· As part of the Riverside reserve planting project, had met with Rachel from Haehaeata nursery who had been a really helpful support, donating plants and giving guidance on the approach.

· Gave an update from recent Council meetings and workshops. Outlined progress on the Draft Open Spaces and Recreation policy, and encouraged board engagement with this.

· Gave an update on the Zone 5/6 LGNZ conference in Dunedin.

Mr Jessop reported on the following:

· Attended a Teviot Valley rest home meeting.

· Attended a Teviot District museum meeting.

· Attended a Council Long-term Plan workshop in Alexandra.

· Attended an Ida Macdonald trust meeting.

· Attended the ‘Spring Fling’, an Educare fundraiser at the Ettrick Hall.

· Attended a Teviot Prospects meeting, detailing work they are doing to revitalise the ‘Living wall’ and plans for some new murals along the main street.

· Attended the Teviot Valley Garden Tour, which was well supported.

· Outlined the plans and work being done to revamp the old Millers Flat Domain to create a Millers Flat Sports and Recreation Hub.

· Noted work underway toward planning of the annual Teviot Valley Garage sale on Saturday 16 November, with over 60 residents taking place.

· Noted the Roxburgh Funding Clinic will take place on Thursday 7 November, at the Roxburgh Service Centre.

Ms Booth reported on the following:

· Attended the AGM of the Medical Services Trust.

· Acknowledged the roading improvements that had been made on Dalmuir Road.

Committee Resolution

Moved: Dalley

Seconded: Feinerman

That the report be received.

Carried

9 Status Reports

24.7.6 October 2024 Governance Report

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

Craig Gilchrist the co-ordinator for the Mayor’s Taskforce for Jobs joined the meeting for this item via Team video link. He gave members an overview of the programme and encouraged members to consider individuals and employees with in the community who might benefit from the scheme.

Committee Resolution

Moved: Dalley

Seconded: Feinerman

That the report be received.

Carried

24.7.7 Teviot Valley Community Board Extraordinary Vacancy

To consider whether to fill the extraordinary vacancy created by the resignation of Russell Read.

Committee Resolution

Moved: Dalley

Seconded: Jessop

That the Teviot Valley Community Board

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

B. Agrees that the extraordinary vacancy for the Teviot Valley Community Board will be filled.

C. Agrees to nominate Curtis Pannett to fill the extraordinary vacancy on the Teviot Valley Community Board, for the remainder of the 2022 – 2025 triennium.

Carried

10 Date of The Next Meeting

The date of the next scheduled meeting is 5 December 2024.

The meeting closed at 11.28 am

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

CHAIR / /

Maniototo Community Board Minutes

7 November 2024

Unconfirmed

MINUTES OF A meeting of the
Maniototo Community Board
HELD IN THE Ranfurly Service Centre, 15 Pery Street, Ranfurly
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Thursday, 7 November 2024 commencing AT 2.00 pm

PRESENT: Mr R Hazlett (Chair), Mr M Harris, Cr S Duncan, Mr D Helm, Ms R McAuley

IN ATTENDANCE: T Alley (Mayor), P Kelly (Chief Executive Officer), Q Penniall (Infrastructure Manager), S Righarts (Group Manager - Business Support), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), J Remnant (Asset Management Team Leader), W McEnteer (Governance Manager), S Reynolds (Governance Support Officer)

The Chair welcomed Mayor Tamah Alley and noted that the Board looked forward to working with her.

1 ApologiES

There were no apologies.

2 Public Forum

There were no speakers for public forum.

3 Condolences

There were no condolences.

4 Confirmation of Minutes

Committee Resolution

Moved: Helm

Seconded: Harris

That the public minutes of the Maniototo Community Board Meeting held on 19 September 2024 be confirmed as a true and correct record.

Carried

5 Declarations of Interest

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

6 Reports

24.10.2 Proposed Partial Road Stopping – Unformed Legal Road Off John Street, Ranfurly

To consider a proposal to partially stop two areas of an unnamed and unformed road off John Street, Ranfurly.

Committee Resolution

Moved: Duncan

Seconded: McAuley

That the Maniototo Community Board

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

B. Agrees to partially stop the unnamed and unformed legal road adjacent to Lot 1 DP 8520, in two sections as shown in figure 3, subject to:

· The provisions of the Public Works Act 1981

· Sections “A” and “B” total area of approximately 104.6 square meters being:

- Sold to the applicant at valuation

- Valued at the applicant’s cost

- Amalgamated with Lot 1 DP 8520

· The applicant paying the cost of the survey and LINZ fees, and those of the LINZ Accredited Supplier

· The applicant paying all legal fees

· The final survey plan being approved by the Chief Executive

C. Authorises the Chief Executive to do all that is necessary to give effect to the resolution.

Carried

24.10.3 2025 Meeting Schedule

To approve a schedule of Maniototo Community Board meetings for 2025.

Committee Resolution

Moved: Duncan

Seconded: Helm

That the Maniototo Community Board

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

B. Adopts the proposed 2025 meeting schedule for the Maniototo Community Board.

Carried

7 Mayor’s Report

24.10.4 Mayor's Report

Her worship noted that she was delighted to be able to attend her first Maniototo Community Board meeting and that following the recent Resident Opinion Survey results, whilst the Maniototo board scored highest she noted the challenges for board to liaise and communicate with their communities. She acknowledged the challenges with three waters and the tough decisions elected members are faced with and she thanked members for their ongoing commitment and dedication to the Maniototo ward.

Committee Resolution

Moved: Helm

Seconded: Harris

That the Maniototo Community Board receives the report.

Carried

8 Chair's Report

24.10.5 Chair's Report

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

· Had attended the dedication of the memorial at the burial site at Mt Nobbler completed by Kyeburn Diggings Cemetery Trust.

· Had met with the Maniototo Pony Club to discuss tree removal.

· Noted the issues following the recent rain event, culverts needing to be cleared and checked more readily.

· Noted the request from Oturehua group regarding the potential improvement of the tennis courts.

· Noted he had been liaising with Kristina Wills regarding town signage.

· Had attended a site visit to look at bore holes and potential divining sites.

Committee Resolution

Moved: Hazlett

Seconded: Duncan

That the report be received.

Carried

9 Members' Reports

24.10.6 Members' Reports

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

Mr Harris reported on the following:

· Noted some issues caused by flood damage following the recent rain.

Ms McAuley reported on the following:

· Called for year-round public toilet access at the Naseby swimming dam.

· Noted that tracks in the Naseby forest look really good and that they had gained popularity and were being well used.

· Reported that the planting and reserve areas on the main street were looking great, but that there was a dead tree that needed to be removed on Charlemont Street.

· Gave an update on the swimming pool, detailed that staff are being trained, the pool had been painted and that it could possibly be open earlier than planned.

· Reported that Styx Road is in a good condition.

Mr Helm reported on the following:

· Noted that fire brigade had received their new ute, stating that it will be well utilised especially on unformed roads.

· Noted that the ambulance had two new recruits.

Cr Duncan reported on the following:

· Gave an update on Council meetings and workshops and noted that he was pleased there was a unanimous decision to appoint Mayor Tamah Alley.

· Had visited Scott Lane bridge and had good discussions with users about alternative solutions for access.

· Noted the recent residents survey results and voiced his disappointment around low participation.

· Noted some issues with insufficient signage and GPS sending vehicles onto unsuitable roads.

· Noted the film crew on location at Hills Creek and the positive investment these groups make to the area.

· Attended a celebration of 100-years of primary school sports, noting the impressive talent in the area over the years.

· Had been in discussions about establishing a Menz Shed in the town and believed it would be a good service for some members of the community.

Committee Resolution

Moved: McAuley

Seconded: Harris

That the report be received.

Carried

10 Status Reports

24.10.7 November 2024 Governance Report

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

Committee Resolution

Moved: Duncan

Seconded: Harris

That the report be received.

Carried

11 Date of the Next Meeting

The date of the next scheduled meeting is 12 December 2024.

The meeting closed at 2.52 pm

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

CHAIR / /

Cromwell Community Board Minutes

5 November 2024

Unconfirmed

MINUTES OF A mEETING OF THE
Cromwell Community Board
HELD IN THE Cromwell Service Centre, 42 The Mall, Cromwell
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Tuesday, 5 November 2024 COMMENCING AT 2.00 pm

PRESENT: Ms A Harrison (Chair), Cr S Browne, Cr N Gillespie (via Microsoft Teams), Cr C Laws, Ms M McConnell (via Microsoft Teams), Mr W Sanford

IN ATTENDANCE: T Alley (Mayor), P Kelly (Chief Executive Officer), S Righarts (Group Manager - Business Support), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), L Webster (Acting Group Manager - Planning and Infrastructure), G Robinson (Property and Facilities Manager), H Giles (Property and Facilities Officer – Cromwell), R Williams (Community Development Advisor), G Bailey (Parks and Recreation Manager), W McEnteer (Governance Manager), S Reynolds (Governance Support Officer)

1 Apologies

Committee Resolution

Moved: Browne

Seconded: Laws

That apologies from Mr B Scott and apologies for lateness from Ms McConnell be received and accepted.

Carried

2 Public Forum

Kate Seymour and Cheryll Sanders – Cromwell Cemetery

Ms Sanders spoke about the poor condition of the Cromwell Cemetery and referred to the Central Otago District Councils Cromwell Cemetery concept Development Plan which was published in January 2023. She reported on maintenance that had not been done, particularly referencing the damaged rabbit proof fence and lack of water on the reserve. They requested that past year maintenance budgets be made available to them so they could understand where money has been spent.

Ms Sanders then responded to questions.

Rob Van der Mark – Sustainable Tarras

Mr Van der Mark spoke to the proposed Santana gold mine and outlined concerns the group had regarding the scale, appearance and location of the potential development. He noted that he believed the community is not suitably informed about this project and detailed the list of impacts on the local surrounds and the impacts. He asks that links with Council and the Tarras community are strengthened as this proposal progresses through the consent process.

Mr Van der Mark then responded to questions.

Billie Marsh –Tarras voice

Ms Marsh spoke regarding the Santana mine development and noted uncertainty this potential development had created amongst the Tarras Community. She requested that Cromwell Community Board interaction with residents is strengthened so their local voice is heard. She expressed her concerns around the fast track resource consent process and believed it will not allow sufficient time for feedback on the development.

3 Confirmation of Minutes

Committee Resolution

Moved: Sanford

Seconded: Browne

That the public minutes of the Cromwell Community Board Meeting held on 17 September 2024 be confirmed as a true and correct record.

It was noted that Mr Sanford’s members report incorrectly stated that there were 160 people including supporters at the Lake Dunstan Marathon but it should have read 160 participants and supporters in attendance.

Carried

4 Declarations of Interest

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

5 Reports

24.10.2 Bannockburn Bowling Club - Grant Accountability Report

To note the accountability report from the Bannockburn Bowling Club for the grant towards their new kitchen.

The Chair congratulated the group for their work in raising funds and bringing the project to fruition.

Committee Resolution

Moved: Browne

Seconded: Sanford

That the report be received.

Carried

Note: With permission of the meeting, item 24.10.8 was moved forward.

Note: Ms McConnell joined the meeting at 2.34 pm.

Note: Craig Gilchrist from Mayors Taskforce for Jobs joined the meeting for item 24.10.8.

9 Status Reports

24.10.8 November 2024 Governance Report

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

Craig Gilchrist joined the meeting and gave an update on the work that had been undertaken in the ward as part of ‘The Mayors Taskforce for Jobs’.

A verbal update was given on the build progress at the Cromwell Memorial Hall.

Committee Resolution

Moved: Laws

Seconded: Sanford

That the report be received.

Carried

24.10.3 Cromwell Golf Club - Funding Request

To consider a request from the Cromwell Golf Club for financial assistance with the removal of trees and site reinstatement, using funds held in the Club’s Fund Account.

Committee Resolution

Moved: Laws

Seconded: Sanford

That the Cromwell Community Board

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

B. Recommends that the Board approves funding of $14,000 from the Cromwell Golf Club fund to assist with the removal of the trees.

C. Directs that this funding be subject to the provision of a copy of the invoice for the removal of the trees.

Carried

24.10.4 2025 Meeting Schedule

To approve a schedule of Cromwell Community Board meetings for 2025.

Committee Resolution

Moved: Browne

Seconded: Laws

That the Cromwell Community Board

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

B. Adopts the proposed 2025 meeting schedule for the Cromwell Community Board.

Carried

6 Mayor’s Report

24.10.5 Mayor's Report

Her Worship noted that she was delighted to be in the job and excited to be attending her first Cromwell Community Board meeting. She outlined the challenges that elected members had ahead particularly around water infrastructure and how decisions in this space will affect ratepayers. Her Worship acknowledged the work of board members in championing the ward as Cromwell faces opportunities and difficulties due to being one of the fasting growing populations in the country.

Committee Resolution

Moved: Browne

Seconded: Laws

That the Cromwell Community Board receives the report.

Carried

7 Chair's Report

24.10.6 Chair's Report

The Chair will give an update on activities and issues since the last meeting.

· Had been lucky enough to enjoy an overseas trip to visit family so had been out of the district for much of the time since the last meeting.

· Had spoken on the districtisation at the September Council meeting and looked forward to further discussions on this matter.

Committee Resolution

Moved: Harrison

Seconded: Laws

That the report be received.

Carried

8 Members' Reports

24.10.7 Members' Reports

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

Cr Laws gave an update on the following:

· Gave an update on the LGNZ Zone 5/6 conference noting the good speakers and informative event.

· Updated the board on the September and October Council meetings.

· Attended a Cromwell Community House meeting.

· Attended a Council workshop on the Long-term Plan.

· Noted her excitement around the opening of the new Wooing Tree cellar door facility.

Cr Browne gave an update on the following:

· Had attended a session at Goldfields School with students who had undertaken a project on keeping water ways clean and enjoyed the students passion and engagement on civic issues.

· Attended a session on sports provision in Cromwell and the future projections and looks forward to this information being distilled and used in future planning.

· Attended the Cromwell Kāhui Ako.

· Attended the Cromwell Half Marathon event, noting the success of the event.

· Attended the Cromwell Fire Brigade Celebration of 150 years of service.

· Attended Polyfest in Queenstown.

· Attended the LGNZ Zone 5/6 conference.

· Attended the Building Better Confidence noting the work to be done to improve building standards to encourage sustainability and less waste in this industry.

· Had sat on the panel of the recent Assessment Committee meetings to disperse money for the arts and rural travel.

· Noted that she was regrettably an apology for the Tarras Community Action Plan meeting due to another meeting commitment.

Mr Sanford reported on the following:

· Attended the Highland Events and Webbs Orchard Rogaine

· Met with Friends of Cromwell Cemetery.

· Attended Cromwell Districts Community Trust Strategic workshop

· Attended the Cromwell Business Network breakfast.

· Attended the Business South ‘Beer n Yarn’ event.

· Attended the Race Day Event at Highlands

· Attended Goldfields School kids Duathlon

· Attended the Blossom Festival parade, followed by the Cromwell Speedway event.

· Attended the Cromwell Fire Brigade open day.

· Attended Cromwell Fireworks event at Old Cromwell Labour Weekend

· Noted that he is moving office space in the Mall.

· Noted the ceased publication of Crux, and noted their contribution to New Zealand media would be missed.

Ms McConnell gave an update on the following:

· Noted that she had travelled out of district and recently completed the Heaphy Track.

Cr Gillespie gave an update on the following:

· Gave an update on September and October Council meetings, specifically noting the passionate submissions in relation to museum funding and the progress of the decision making towards the consultation stage of the Long-term Plan.

· Attended the Cromwell Fire Brigade open day and acknowledged the support from the local community and the special evening event celebrating the 150 years of service to the community.

Committee Resolution

Moved: Sanford

Seconded: Laws

That the report be received.

Carried

10 Date of The Next Meeting

The date of the next scheduled meeting is 9 December 2024.

11 Resolution to Exclude the Public

Committee Resolution

Moved: Laws

Seconded: Browne

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

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Plain English Reason

24.10.9 - Bannockburn Industrial Subdivision Recommendation for Funding	s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	To enable commercial activities To enable commercial or industrial negotiations
24.10.10 - November 2024 Confidential Governance Report	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information	Commercial sensitivity

Carried

The public were excluded at 3.24 pm and the meeting closed at 4.07 pm

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

CHAIR / /

Audit and Risk Committee Minutes

3 October 2024

Unconfirmed

MINUTES OF Central Otago District Council
Audit and Risk Committee
HELD IN Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra
AND LIVE STREAMED VIA MICROSOFT TEAMS ON Thursday, 3 October 2024 AT 9.30 am

PRESENT: Mr B Robertson (Chair), Cr T Alley (via Microsoft Teams), His Worship the Mayor T Cadogan, Cr S Feinerman, Cr T Paterson

IN ATTENDANCE: Cr S Browne, P Kelly (Chief Executive Officer), S Righarts (Group Manager - Business Support) (via Microsoft Teams), J Muir (Group Manager – Three Waters), D Rushbrook (Group Manager - Community Vision), D Scoones (Group Manager - Community Experience), A Crosbie (Senior Policy Advisor), A Lines (Risk and Procurement Advisor), P Bain (Water Services Customer and Compliance Team Leader), V Moss (Executive Assistant – Business Support)

1 Apologies

There were no apologies.

2 Public Forum

There was no public forum.

3 Confirmation of Minutes

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the public minutes of the Audit and Risk Committee Meeting held on 7 June 2024 be confirmed as a true and correct record.

Carried

4 Declarations of Interest

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

5 Reports

Note: Chantelle Gernetzky from Audit New Zealand joined the meeting for item 24.3.2.

24.3.2 Audit NZ and Internal Audit Update

To consider an update on the status of the external and internal audit programme and any outstanding actions for completed internal and external audits.

Committee Resolution

Moved: Paterson

Seconded: Feinerman

That the report be received.

Carried

Note: The meeting was adjourned from 9.45 am and returned at 9.50 am.

24.3.3 Policy and Strategy Register

To consider the updated Policy and Strategy Register.

Committee Resolution

Moved: Cadogan

Seconded: Paterson

That the report be received.

Carried

24.3.4 Staff Interests Policy

To consider the revisions made to the Staff Interests Policy in line with its scheduled review.

After discussion, it was noted that the tone should change from conflicts of interest to just interests. In Addition there were two items were noted:

· On p.69 of the agenda, it was noted that the text was procurement centric and that it should be changed to interests more generally.

· On p.71 of the agenda, the text should include comment that staff should work with their manager to mitigate their interests.

Committee Resolution

Moved: Robertson

Seconded: Feinerman

That the Audit and Risk Committee

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

B. Recommends to Council that the revised Staff Interests Policy is approved.

Carried

24.3.5 Health, Safety and Wellbeing Report

To provide the Audit & Risk Committee with an update on the health, safety and wellbeing performance of the organisation.

Committee Resolution

Moved: Cadogan

Seconded: Paterson

That the report be received.

Carried

24.3.6 2025-34 Long-term Plan Programme Update

To update the Committee on the preparation of the 2025-34 Long-term Plan.

Committee Resolution

Moved: Robertson

Seconded: Paterson

That the report be received.

Carried

24.3.7 Gift and Hospitality Register

To consider the gift and hospitality register.

Committee Resolution

Moved: Paterson

Seconded: Cadogan

That the report be received.

Carried

Note: Miles O’Connor from Bancorp joined the meeting for item 24.3.8.

24.3.8 Treasury Report

To consider the quarterly treasury report.

Committee Resolution

Moved: Robertson

Seconded: Paterson

That the report be received.

Carried

Note: The meeting adjourned at 11.36 am and resumed at 11.45 am.

24.3.9 Drinking Water Compliance

To consider Central Otago District Council’s (CODC) compliance with the Drinking Water Quality Assurance Rules 2022 (DWQAR).

Committee Resolution

Moved: Paterson

Seconded: Feinerman

That the Audit and Risk Committee

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

B. Recommends to Council that quarterly updates be provided on progress to achieve improved compliance.

Carried

Note: Derek Shaw from Civil Defence Emergency Management joined the meeting for item 24.3.10.

24.3.10 Update from Civil Defence Emergency Management (CDEM)

To consider an update from Civil Defence Emergency Management (CDEM).

Mr Shaw gave a verbal update on recent CDEM activities before responding to questions.

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the report be received.

Carried

24.3.11 Status Reports for Cromwell Rising Main and Cromwell Drinking Water Upgrade

To consider status reports for the Cromwell Rising Main and Cromwell Drinking Water Upgrade projects.

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the reports be received.

Carried

24.3.12 Status Update for Clyde Street and Water Upgrade

To consider an update on the Clyde Street and Water Upgrade.

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the reports be received.

Carried

24.3.13 Capex Report on Cromwell Memorial Hall

To provide capex updates on the Cromwell Memorial Hall Project.

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the report be received.

Carried

6 Chair's Report

24.3.14 Chair's Report

To consider the Chair’s report.

The Chair reflected on the increase in risk that came with change, which included changes in personnel.

Committee Resolution

Moved: Robertson

Seconded: Cadogan

That the report be received.

Carried

7 Members' Reports

24.3.15 Members' Reports

To consider the members’ reports.

His Worship the Mayor reflected on his recent announcement of his intention to resign.

Committee Resolution

Moved: Robertson

Seconded: Paterson

That the reports be received.

Carried

8 Status Reports

24.3.16 October 2024 Governance Report

To report on items of general interest and the current status report updates.

Committee Resolution

Moved: Robertson

Seconded: Feinerman

That the report be received.

Carried

9 Date of The Next Meeting

The date of the next scheduled meeting is 6 December 2024.

10 Resolution to Exclude the Public

Committee Resolution

Moved: Robertson

Seconded: Feinerman

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

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Plain English Reason
Confidential Minutes of Ordinary Committee Meeting	7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons	Legal professional privilege To prevent use of the information for improper gain or advantage To Protect a Person’s Privacy
24.3.17 - Cybersecurity, Information and Records Management and Privacy Plans for 2022-2025 Implementation Update	s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage	To prevent use of the information for improper gain or advantage
24.3.18 - Review of the Draft Non-Audited 2023-24 Annual Report	s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	To enable commercial or industrial negotiations
24.3.19 - Procurement of Three Waters Operations Physical Works	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information	Commercial sensitivity
24.3.20 - Risk Management Update	s7(2)(j) - the withholding of the information is necessary to prevent the disclosure or use of official information for improper gain or improper advantage	To prevent use of the information for improper gain or advantage
24.3.21 - Litigation Register	s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege	Legal professional privilege

Carried

The public were excluded at 12.31 pm and the meeting closed at 2.05 pm.

[1] Local Government Act, clauses 1 and 2 of Schedule 10


AGENDA Ordinary Council Meeting Wednesday, 27 November 2024
Date:	Wednesday, 27 November 2024
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.)
Peter Kelly Chief Executive Officer

Report Author:	Wayne McEnteer, Governance Manager
Reviewed and authorised by:	Saskia Righarts, Group Manager - Business Support

Report Author:	Patrick Keenan, Capital Projects Programme Manager
Reviewed and authorised by:	Julie Muir, Group Manager - Three Waters

Report Author:	Garreth Robinson, Property and Facilities Manager
Reviewed and authorised by:	Lee Webster, Acting Group Manager - Planning and Infrastructure

Report Author:	Christina Martin, Project Manager - Organisational
Reviewed and authorised by:	Saskia Righarts, Group Manager - Business Support