Notice of Meeting:
I hereby give notice that an ordinary meeting of the Dunedin City Council will be held on:
Date: Monday 27 June 2016
Time: 1.00 pm
Venue: Council Chamber, Municipal Chambers, The Octagon, Dunedin
Sue Bidrose
Chief Executive Officer
Council
PUBLIC AGENDA
MEMBERSHIP
Mayor |
Mayor Dave Cull |
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Deputy Mayor |
Cr Chris Staynes |
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Members |
Cr David Benson-Pope |
Cr John Bezett |
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Cr Hilary Calvert |
Cr Doug Hall |
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Cr Aaron Hawkins |
Cr Mike Lord |
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Cr Jinty MacTavish |
Cr Andrew Noone |
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Cr Neville Peat |
Cr Richard Thomson |
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Cr Lee Vandervis |
Cr Andrew Whiley |
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Cr Kate Wilson |
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Senior Officer Sue Bidrose, Chief Executive Officer
Governance Support Officer Pam Jordan
Pam Jordan
Governance Support Officer
Telephone: 03 477 4000
Pam.Jordan@dcc.govt.nz
Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.
Council 27 June 2016 |
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ITEM TABLE OF CONTENTS PAGE
1 Opening 4
2 Public Forum 4
3 Apologies 4
4 Confirmation of Agenda 4
5 Declaration of Interest 5
6 Confirmation of Minutes 6
6.1 Ordinary Council meeting - 23 May 2016 6
6.2 Extraordinary Council meeting - 20 June 2016 19
Minutes of Committees
7 Planning and Regulatory Committee - 7 June 2016 23
8 Infrastructure Services Committee - 7 June 2016 28
9 Community and Environment Committee - 8 June 2016 34
10 Finance Committee - 13 June 2016 41
11 Beauticians, Tattooists and Skin Piercers Bylaw - 21 April 2016 45
Minutes of Community Boards
12 Waikouaiti Coast Community Board - 25 May 2016 50
13 Otago Peninsula Community Board - 26 May 2016 57
14 Strath Taieri Community Board - 26 May 2016 66
15 Mosgiel Taieri Community Board - 31 May 2016 71
16 Chalmers Community Board - 1 June 2016 77
17 Saddle Hill Community Board - 2 June 2016 85
Reports
18 Adoption of the 2016/17 Annual Plan 92
19 Setting of Rates for the 2016/17 Financial Year 95
20 Statements of Intent for Dunedin City Holdings Limited and its Subsidiaries and Associate Companies 121
21 Change to the Constitution of Dunedin City Holdings Limited 304
22 Te Ao Turoa - proposed governance structure 390
23 Town Belt - Mornington Park proposed Lease to the Dunedin Heritage Light Rail Trust 400
24 Amended Proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 410
25 Amendments to the Dog Control Bylaw 2016 435
26 Election Issues 2016 450
27 Rules for the Recovery of Expenses for Elected Members 455
Resolution to Exclude the Public 464
Council 27 June 2016 |
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Peter Small, Tibetan Buddhist Community, will open the meeting with a prayer.
At the close of the agenda no requests for public forum had been received.
At the close of the agenda no apologies had been received.
Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.
Council 27 June 2016 |
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EXECUTIVE SUMMARY
Members are reminded of the need to stand aside from decision-making when a conflict arises between their role as an elected representative and any private or other external interest they might have.
Attachments
Council 27 June 2016 |
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Ordinary Council meeting - 23 May 2016
That the Council: Confirms the public part of the minutes of the Ordinary Council meeting held on 23 May 2016 as a correct record.
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Attachments
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Title |
Page |
Minutes of Ordinary Council meeting held on 23 May 2016 |
7 |
Council
MINUTES
Unconfirmed minutes of an ordinary meeting of the Dunedin City Council held in the Council Chamber, Municipal Chambers, The Octagon, Dunedin on Monday 23 May 2016, commencing at 1.03 pm
PRESENT
Mayor |
Mayor Dave Cull |
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Deputy Mayor |
Cr Chris Staynes |
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Members |
Cr David Benson-Pope |
Cr Hilary Calvert |
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Cr Doug Hall |
Cr Aaron Hawkins |
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Cr Mike Lord |
Cr Jinty MacTavish |
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Cr Andrew Noone |
Cr Neville Peat |
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Cr Richard Thomson |
Cr Andrew Whiley |
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Cr Kate Wilson |
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IN ATTENDANCE |
Sue Bidrose (Chief Executive Officer), Simon Pickford (General Manager Services and Development), Sandy Graham (Group Manager Corporate Services), Graham McKerracher (Manager, Council Communications and Marketing), Andrea Jones (Communications Team Leader), Kristy Rusher (Manager Civic and Legal), Jendi Paterson (Recreation Planning and Facilities Manager), Tom Dyer (Asset and Commercial Manager), Ros MacGill (Environmental Health/Animal Services Manager), Peter Hanlin (Senior Animal Control Officer), Adrian Blair (Group Manager Customer and Regulatory Services) and John Christie (Director Enterprise Dunedin) |
Governance Support Officer Pam Jordan
1 Opening
Jane Beecroft, Hare Krishna, opened the meeting with a prayer.
2 Public Forum
Tree Harvesting at Waikouaiti Reserve – Gerard Collings
Mr Collings, the Chairperson of the Waikouaiti Coast Community Board, noted that this had been a community project for approximately the last 30 years or so. The community had seen the plantation grow. The recommendations in the report to the Council were supported by him personally. They were yet to be supported formally by the Board but were in line with discussions held by the Board in the past. He believed that Recreation staff should delegate the landscape plan. In his view it was wholly appropriate that it should sit with the Waikouaiti Coast Community Board. When the trees were first planted an agreement had been entered into with the local authority at the time. This Council had picked up both the assets and liabilities of previous organisations and he asked the Council to honour this agreement.
3 Apologies |
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council
Accepts the apologies from Crs Lee Vandervis and John Bezett.
Motion carried (CNL/2016/031) |
4 Confirmation of agenda |
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council
Confirms the agenda with the following alterations: · Addition of a report to the non-public part of agenda: Appointment to Fortune Theatre Board (as the Board requires an appointment by 1 June 2016); · Taking the non-public items following Item 5; and · Item 24 Conflict of Interest Policy (Council Officers) – to be taken immediately after the non-public part of the agenda. Motion carried (CNL/2016/032) |
5 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
Resolution to exclude the public |
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council:
Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item. That Mr Keith Cooper be permitted to remain at this meeting after the public has been excluded because of his knowledge of Items C3 and C4. This knowledge, which will be of assistance in relation to the matters to be discussed, is relevant because he is a Director of Dunedin City Holdings Ltd. Motion carried (CNL/2016/033) |
The Council moved into non-public at 1.15 pm and resumed in public at 1.22 pm.
24 Conflict of Interest Policy (Council Officers) |
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A report from Corporate Services recommended the adoption of the Conflict of Interest Policy (Council Officers) following the incorporation of feedback from staff and further review by the Audit and Risk Subcommittee.
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Cr Thomson proposed some minor amendments to the policy to distinguish between situations were staff might be lobbied about a particular decision or as a matter of course in their day-to-day work.
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Moved (Cr Richard Thomson/Cr Chris Staynes):
That the Council:
a) Adopts the Conflict of Interest Policy (Council Officers) with the following amendments: 6.1.1 … conflicts of interest they have and the employee shall not take part in the decision-making activity or process. 6.4.1 Last paragraph now to read: The disclosure must detail the nature of the employee's involvement and the nature of the dealings the organisation has with the DCC. In some instances with the agreement of the Group Manager, General Manager or Chief Executive Officer it may be determined that the conflict is so indirect or insignificant or able to be managed in such a robust way, that involvement can continue safely and transparently. The Group Manager, General Manager or Chief Executive Officer will determine if a management plan is required. 6.2 Delete 4.8(e) … certain point of view and where the receipt of such lobbying would not form part of the normal discharge of the staff member's duties; or 4.8(f) Has a "material" relationship …
b) Notes that the management of elected member conflicts of interest is to be part of a separate report as part of the work to update Standing Orders and the elected members' Code of Conduct. Motion carried (CNL/2016/040) |
6 Confirmation of Minutes
6.1 Ordinary Council meeting - 11 April 2016 |
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council:
Confirms the public part of the minutes of the Ordinary Council meeting held on 11 April 2016 as a correct record. Motion carried (CNL/2016/041) |
Minutes of Committees
7 Planning and Regulatory Committee - 26 April 2016 |
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Moved (Cr David Benson-Pope/Cr Aaron Hawkins):
That the Council:
a) Notes Part A items (1-6) of the minutes of the Planning and Regulatory Committee meeting held on 26 April 2016. Motion carried (CNL/2016/042) |
8 Infrastructure Services Committee - 26 April 2016 |
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Moved (Cr Kate Wilson/Cr Mike Lord):
That the Council:
a) Notes Part A items (1-10) of the minutes of the Infrastructure Services Committee meeting held on 26 April 2016. Motion carried (CNL/2016/043) |
9 Community and Environment Committee - 27 April 2016 |
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Moved (Cr Jinty MacTavish/Cr Neville Peat):
That the Council:
a) Notes Part A items (1-10, 12) of the minutes of the Community and Environment Committee meeting held on 27 April 2016. b) Approves the following Part B item of the minutes of the Community and Environment Committee meeting held on 27 April 2016: Item 11: Te Ao Tūroa - Dunedin's Environment Strategy. Motion carried (CNL/2016/044) |
10 Economic Development Committee - 16 May 2016 |
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Moved (Cr Chris Staynes/Cr Andrew Whiley):
That the Council:
a) Notes Part A items (1-6) of the minutes of the Economic Development Committee meeting held on 16 May 2016. Motion carried (CNL/2016/045) |
11 Finance Committee - 16 May 2016 |
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Moved (Cr Richard Thomson/Cr Hilary Calvert):
That the Council:
a) Notes Part A items (1-7) of the minutes of the Finance Committee meeting held on 16 May 2016. Motion carried (CNL/2016/046) |
12 Audit and Risk Subcommittee - 5 April 2016 |
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Moved (Cr Richard Thomson/Cr Hilary Calvert):
That the Council:
a) Notes Part A items (1-10) of the minutes of the Audit and Risk Subcommittee meeting held on 5 April 2016, including items C1-C4 and C7 of the non-public part of the minutes. b) Approves the following Part B item of the minutes of the Audit and Risk Subcommittee meeting held on 5 April 2016: Item C8: Treasury Risk Management Policy Review c) Takes Part C items of the minutes of the Audit and Risk Subcommittee held on Tuesday, 5 April 2016, in the non-public part of the meeting. Motion carried (CNL/2016/047) |
Councillor Whiley withdrew from the meeting at 1.48 pm as he was a submitter to the process.
13 Dog Control Policy and Bylaw and Keeping of Animals (Excluding Dogs) and Birds Bylaw - 23 March 2016 |
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Moved (Cr Neville Peat/Cr David Benson-Pope):
That the Council:
a) Notes the minutes of the Dog Control Policy and Bylaw and Keeping of Animals (Excluding Dogs) and Birds Bylaw Hearing held on 23 and 24 March and 1 April 2016. Motion carried (CNL/2016/048) |
Cr Whiley returned to the meeting at 1.49 pm.
Minutes of Community Boards
14 Waikouaiti Coast Community Board - 13 April 2016 |
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Moved (Cr Andrew Noone/Cr Kate Wilson):
That the Council:
a) Notes Part A items (1-10) and public forum of the minutes of the Waikouaiti Coast Community Board meeting held on 13 April 2016. Motion carried (CNL/2016/049) |
15 Otago Peninsula Community Board - 14 April 2016 |
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Moved (Cr Neville Peat/Cr Doug Hall):
That the Council:
a) Notes Part A items (1-12) and public forum of the minutes of the Otago Peninsula Community Board meeting held on 14 April 2016. Motion carried (CNL/2016/050) |
16 Strath Taieri Community Board - 14 April 2016 |
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Moved (Cr Mike Lord/Cr Kate Wilson):
That the Council:
a) Notes Part A items (1-11) of the minutes of the Strath Taieri Community Board meeting held on 14 April 2016. Motion carried (CNL/2016/051) |
17 Mosgiel Taieri Community Board - 19 April 2016 |
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Moved (Cr Kate Wilson/Cr Mike Lord):
That the Council:
a) Notes Part A items (1-11) and public forum of the minutes of the Mosgiel Taieri Community Board meeting held on 19 April 2016. Motion carried (CNL/2016/052) |
18 Chalmers Community Board - 20 April 2016 |
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Moved (Cr Andrew Noone/Cr Doug Hall):
That the Council:
a) Notes Part A items (1-13) of the minutes of the Chalmers Community Board meeting held on 20 April 2016. Motion carried (CNL/2016/053) |
19 Saddle Hill Community Board - 21 April 2016 |
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Moved (Cr Andrew Whiley/Cr Mike Lord):
That the Council:
a) Notes Part A items (1-11) of the minutes of the Saddle Hill Community Board meeting held on 21 April 2016. Motion carried (CNL/2016/054) |
Reports
20 183 Gordon Road Easement Report |
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A report from Parks and Recreation discussed an application by Brocorp Limited for the grant of easements to drain sewage over part of the Mosgiel Memorial Garden and recommended the easements be granted. The easements were to enable the owner(s) of 183 Gordon Road to connect into the existing Council sewer that was located within the Mosgiel Memorial Garden. The easements were a condition of the resource consent for the three lot subdivision of 183 Gordon Road, Mosgiel. The Council was making two decisions. First, a decision in its capacity as the administering body for the reserve and second, a decision to exercise the Minister of Conservation's delegation. |
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Moved (Cr Kate Wilson/Cr Doug Hall):
That the Council:
a) Acting in its capacity as the administering body of the Mosgiel Memorial Garden pursuant to the Reserves Act 1977: i) Grants easements to drain sewage over the Mosgiel Memorial Garden at 7 Hartstonge Avenue, Mosgiel, being Lot 2 DP 9385 as shown marked H and I on DP 489132, in favour of Lots 1, 2 and 3 DP 489132 subject to the conditions outlined in the report. ii) Approves waiving the annual rental for use of the reserve. iii) Decides the criteria for exemption from public notification has been met. b) Acting under delegation from the Minister of Conservation dated 12 June 2013, and pursuant to section 48 of the Reserves Act 1977, consents to the grant of easements to drain sewage over the Mosgiel Memorial Garden at 7 Hartstonge Avenue, Mosgiel, being Lot 2 DP 9385 as shown marked H and I on DP 489132, in favour of Lots 1, 2 and 3 DP 489132 subject to the conditions outlined in the report. Motion carried (CNL/2016/055) |
Cr Richard Thomson left the meeting at 1.52 pm.
21 Easement Request Over Dunedin Town Belt - 22 Lachlan Avenue |
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A report from Parks and Recreation and Corporate Services discussed an application by Alistair and Josephine Regan, the owners of 22 Lachlan Avenue, Dunedin ("Owners"). The Owners were seeking the Council's consent to the creation of a right to drain sewage easement over part of the Town Belt. That easement would be an easement in gross in favour of the Council. The report recommended that the easement be granted. The Council was making two decisions; first, a decision in its capacity as the administering body for the reserve and second, a decision to exercise the Minister of Conservation's delegation.
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Moved (Cr Mike Lord/Cr Andrew Noone):
That the Council:
a) Acting in its capacity as the administering body of the Town Belt reserve pursuant to the Reserves Act 1977: i. Grants an easement in gross in favour of the Dunedin City Council to drain sewage over that part of the Council's Town Belt, as shown approximately as Area A on the plan attached as Attachment C of the report, subject to the conditions outlined in the report. ii. Approves waiving the annual rental for use of the reserve. iii. Decides the criteria for exemption from public notification has been met. b) Acting under delegation from the Minister of Conservation dated 12 June 2013 and pursuant to section 48 of the Reserves Act 1977, consents to the grant of an easement in gross in favour of the Dunedin City Council, as shown approximately as area A on the plan attached as Attachment C of the report, subject to the conditions outlined in the report. Motion carried (CNL/2016/056) |
Cr Richard Thomson returned to the meeting at 1.56 pm.
22 Tree Harvesting at Waikouaiti Reserve |
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A report from Parks and Recreation sought approval for the harvesting of the remaining nine hectares of planted pine forest and additional wilding pines at the Waikouaiti Beachfront Reserve. Council approval was required to harvest trees on land classified under the Reserves Act. The remaining pine trees at the Waikouaiti Beachfront Reserve required harvesting as the crop was reaching the end of its prime harvest window. The initial lease for the forested land was granted on the condition that the net harvest profits would be invested in improvements to the Waikouaiti Domain. |
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council a) Invites the Chairperson of the Waikouaiti Coast Community Board to the table to participate in the discussion. Motion carried (CNL/2016/057)
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Moved (Cr Andrew Noone/Cr Kate Wilson):
That the Council: a) Approves harvesting of approximately nine hectares of pine forest and additional wilding pine outliers at Waikouaiti Beachfront Reserve b) Approves allocation of harvest profit to the Waikouaiti Forest Reserve Fund c) Approves replanting of the harvested area in accordance with a landscape management plan d) Delegates approval of a landscape management plan for the Waikouaiti Domain and Waikouaiti Beachfront Reserve to the Waikouaiti Coast Community Board, subject to the Group Manager Parks and Recreation being satisfied that the plan aligns with the Council's strategic framework. e) Approves funding the implementation of the landscape management plan from the Waikouaiti Forest Reserve Fund. Motion carried (CNL/2016/058) |
Cr Andrew Whiley declared an interest and withdrew from the meeting at 2.06 pm as he was a submitter to the process.
23 Amended Proposed Dog Control Policy and Bylaw 2016 and Keeping of Animals (Excluding Dogs) and Birds Bylaw 2016 |
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A report from Regulatory Services presented the amended proposed Dog Control Policy and Bylaw 2016 and the proposed Keeping of Animals (Excluding Dogs) and Birds Bylaw 2016. A hearing panel made up of Councillors Peat (Chair), Lord and Hall considered all submissions and had recommended a number of changes to the proposed Dog Control Policy and Bylaw and no changes to the proposed Keeping of Animals (Excluding Dogs) and Birds Bylaw. Staff responded to a considerable number of questions from Councillors.
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Adjournment of meeting
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Moved (Mayor Dave Cull/Cr Chris Staynes):
That the Council: Adjourns the meeting for five minutes. Motion carried (CNL/2016/059) |
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The meeting adjourned from 2.55 pm to 3.01 pm.
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Moved (Cr Neville Peat/Cr Hilary Calvert):
That the Council:
a) Approves and adopts the Dog Control Policy 2016 as amended by the Hearings Committee, with an operative date of 1 July 2016. b) Determines that the proposed Dog Control Bylaw 2016 is necessary and is the most appropriate form of bylaw and that it does not give rise to any implications under the New Zealand Bill of Rights Act 1990. c) Makes the proposed Dog Control Bylaw 2016 as amended by the Hearings Committee, with an operative date of 1 July 2016. d) Revokes the 2004 Dog Control Policy and Bylaw, with the effect of revocation being 1 July 2016. e) Determines that the proposed Keeping of Animals (excluding dogs) and Birds Bylaw 2016 is necessary and is the most appropriate form of bylaw and that it does not give rise to any implications under the New Zealand Bill of Rights Act 1990. f) Makes the proposed Keeping of Animals (excluding dogs) and Birds Bylaw 2016 amended by the Hearings Committee, with an operative date of 1 July 2016. g) Revokes the 2010 Keeping of Animals (excluding dogs) and Birds Bylaw, with the effect of revocation being 1 July 2016. |
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An amendment was moved to Part c of the motion.
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Moved (Cr David Benson-Pope/Cr Richard Thomson):
That the Council: c) Makes the proposed Dog Control Bylaw 2016 as amended by the Hearings Committee, with the addition that current restrictions in commercial areas in Schedule D continue, with an operative date of 1 July 2016. Division Voting was carried out by division.
For: Mayor Dave Cull, Crs Chris Staynes, David Benson-Pope, Aaron Hawkins, Jinty MacTavish and Richard Thomson (6). Against: Crs Hilary Calvert, Doug Hall, Mike Lord, Andrew Noone, Neville Peat and Kate Wilson (6).
An equality of votes was recorded 6:6 following which the Mayor used his casting vote in favour of the motion.
Motion carried (CNL/2016/060) |
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Following further discussion the substantive motion was then put.
Motion carried (CNL/2016/061)
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Moved (Cr Jinty MacTavish/Cr Neville Peat):
That the Council: a) Requests that staff, as part of the development of the coordinated cross-agency approach to pest management, review the measures Council currently has in place to address the public nuisance associated with stray and feral cats, and recommend to Council alternative or additional measures that could be employed. Cr Andrew Whiley returned to the meeting at 3.50 pm.
Cr Richard Thomson left the meeting at 3.52 pm.
Motion carried (CNL/2016/062) |
The meeting concluded at 3.56 pm.
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MAYOR
27 June 2016 |
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Extraordinary Council meeting - 20 June 2016
That the Council: Confirms the minutes of the Extraordinary Council meeting held on 20 June 2016 as a correct record.
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Attachments
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Title |
Page |
Minutes of Extraordinary Council meeting held on 20 June 2016 |
20 |
Council
MINUTES
Unconfirmed minutes of an extraordinary meeting of the Dunedin City Council held in the Council Chamber, Municipal Chambers, The Octagon, Dunedin on Monday 20 June 2016, commencing at 1.00 pm
PRESENT
Acting Deputy Mayor (Chairperson) |
Cr Andrew Noone |
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Members |
Cr David Benson-Pope |
Cr John Bezett |
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Cr Hilary Calvert |
Cr Doug Hall |
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Cr Aaron Hawkins |
Cr Jinty MacTavish |
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Cr Neville Peat |
Cr Richard Thomson |
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Cr Lee Vandervis |
Cr Andrew Whiley |
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Cr Kate Wilson (via audio link) |
IN ATTENDANCE |
Sue Bidrose (Chief Executive Officer), Grant McKenzie (Group Chief Financial Officer), Richard Saunders (Group Manager Parks and Recreation), Karilyn Canton (In-House Legal Counsel), Michael Tannock (Transport Network Team Leader) and Andrea Jones (Communications Team Leader) |
Governance Support Officer Pam Jordan
1 Apologies |
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Moved (Cr Andrew Noone/Cr Doug Hall):
That the Council:
Accepts the apologies from Cr Mike Lord, Cr Chris Staynes and Mayor Dave Cull.
Motion carried (CNL/2016/046) |
2 Confirmation of agenda |
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Moved (Cr Andrew Noone/Cr John Bezett):
That the Council:
Confirms the agenda without addition or alteration.
Motion carried (CNL/2016/047) |
3 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
There were no declarations of interest made or conflicts of interest declared.
Reports
4 Temporary Road Closure for Event: The Octagon |
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A report from Transport advised that the combined hospitality businesses had applied to close the lower Octagon on the weekend of the All Blacks vs Wales Rugby Test. The proposed temporary road closure was from 6.00 am on Friday 24 June 2016 until 11.00 am on Sunday 26 June 2016. The report sought Council approval to approve the road closure or otherwise. The Road Stopping Subcommittee heard an objection to the temporary road closure on 17 June 2016, after the Council report was finalised. Minutes of the meeting had subsequently been circulated. The Subcommittee had recommended: That the Subcommittee:
a) Notes the objection. b) Recommends the Council approves, pursuant to section 342(1)(b) and clause 11(e) of schedule 10 of the Local Government Act 1974 the temporary closure of: • The lower Octagon, from George Street, to Stuart Street and the lower Octagon from Stuart Street to Princes Street • Stuart Street from Bath Street to the Lower Octagon • Stuart Street from Moray Place to Bath Street (closed Octagon bound direction only); from 6.00 am Friday 24 June 2016 until 11.00 am Sunday 26 June 2016. c) Recommends that the Council investigates options at an early opportunity for facilitating use of public space for major events. Subcommittee members commented on what had taken place at the hearing and staff spoke to the report and answered questions from Councillors. It was noted that the Regent Theatre, the objector to the proposal, had stated at the hearing that its objection was lodged in order to generate discussion about the process followed for approving activities in the Octagon. The views of the Police were also outlined. |
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Cr Andrew Whiley withdrew from the meeting at 1.22 pm.
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Moved (Cr John Bezett/Cr Doug Hall):
That the Council:
a) Notes the objection. b) Approves the recommendation of the Road Stopping Subcommittee of 17 June 2016, pursuant to section 342(1)(b) and clause 11(e) of schedule 10 of the Local Government Act 1974 the temporary closure of: • The lower Octagon, from George Street, to Stuart Street and the lower Octagon from Stuart Street to Princes Street • Stuart Street from Bath Street to the Lower Octagon • Stuart Street from Moray Place to Bath Street (closed Octagon bound direction only); from 6.00 am Friday 24 June 2016 until 11.00 am Sunday 26 June 2016. c) Investigates options at an early opportunity for facilitating use of public space for major events. There was further discussion on the recommendations. Motion carried (CNL/2016/048) |
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Cr Andrew Whiley returned to the meeting at 1.31 pm. |
Minutes of Committees
5 Road Stopping Subcommittee - 17 June 2016 |
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Moved (Cr Doug Hall/Cr Andrew Whiley):
That the Council:
a) Notes Part A items (1-3) of the minutes of the Road Stopping Subcommittee meeting held on 17 June 2016. b) Approves the following Part B item of the minutes of the Road Stopping Subcommittee meeting held on 17 June 2016: Item 4: Temporary Road Closure for Event: The Lower Octagon and Stuart Street. Motion carried (CNL/2016/049) |
The meeting concluded at 1.32 pm.
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MAYOR
Council 27 June 2016 |
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Planning and Regulatory Committee - 7 June 2016
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That the Council: a) Notes Part A items (1-7) and public forum of the minutes of the Planning and Regulatory Committee meeting held on 7 June 2016. |
Attachments
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Title |
Page |
Minutes of Planning and Regulatory Committee held on 7 June 2016 |
24 |
Planning and Regulatory Committee
MINUTES
Unconfirmed minutes of an ordinary meeting of the Planning and Regulatory Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Tuesday 7 June 2016, commencing at 1.00 pm
PRESENT
Chairperson |
Cr David Benson-Pope |
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Deputy Chairperson |
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Members |
Cr John Bezett |
Cr Doug Hall |
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Cr Mike Lord |
Cr Jinty MacTavish |
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Cr Andrew Noone |
Cr Chris Staynes |
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Cr Richard Thomson |
Cr Andrew Whiley |
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Cr Kate Wilson |
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IN ATTENDANCE |
Sue Bidrose (Chief Executive Officer), Simon Pickford (General Manager Services and Development) and Ruth Stokes (General Manager Infrastructure and Networks), Richard Saunders (Group Manager, Parks and Recreation), Jendi Paterson (Recreation Planning and Facilities Manager), Nicola Pinfold (Group Manager, Community and Planning), Adrian Blair (Group Manager, Customer and Regulatory Services), Ros MacGill (Manager Environment Health and Animal Services), Andrea Jones (Communications Team Leader) and Gerard Collings (Chairperson Waikouaiti Coast Community Board) |
Governance Support Officer Wendy Collard
1 Public Forum
1.1 Rhys Owen - Freedom Camping
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Mr Owen tabled photos and commented on freedom camping at the Warrington Domain that had occurred over the summer. He advised that he felt that the existing infrastructure, such as the toilets, rubbish collection and water supply, could not sustain that number of campers. Mr Owen commented that the community were not able to use the recreational reserve due to the numbers camping which at certain times had been up to 100 vehicles. He advised that he would like Council to give consideration to allowing only freedom campers in self-contained vehicles to camp within the city boundaries. Mr Owen responded to questions which included the current condition of the Warrington Domain.
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1.2 Alasdair Morrison – Freedom Camping
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Mr Morrison commented on freedom camping at the Warrington Domain that had occurred over the past season. He advised that following concerns raised by members of the Warrington community, himself and two other Waikouaiti Coast Community Board members had undertaken a nightly head count of campers and had advised staff on any issues that had arisen such as signage and the strain on the existing infrastructure. Mr Morrison commented that staff promptly installed additional rubbish bins and port-o-loos to meet the increased demand.
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1.3 Neil Kennedy – Freedom Camping
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Mr Kennedy spoke to his concerns regarding freedom camping within the city and advised that he understood that the Freedom Camping Act 2011 prohibit Councils from completely banning freedom camping. He commented that he felt that Council should give consideration to approaching Central Government with the issues that freedom camping had created.
Mr Kennedy requested that Council give consideration finding additional freedom camping sites before the upcoming season to help ease the burden on the Ocean View and Warrington Communities.
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2 Apologies |
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Moved (Chairperson David Benson-Pope/Cr Kate Wilson): that the Committee
Accepts the apologies from Mayor Dave Cull and Crs Hilary Calvert, Aaron Hawkins, Neville Peat and Lee Vandervis.
Motion carried (PR/2016/004) |
3 Confirmation of agenda |
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Moved (Chairperson David Benson-Pope/Cr Andrew Noone): that the Committee
Confirms the agenda without addition or alteration
Motion carried (PR/2016/005) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
There were no declarations of interest made or conflicts of interest declared.
Part A Reports
5 Camping Control Bylaw 2015 - Season Review Update |
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Gerard Collings (Chair, Waikouaiti Coast Community Board) was invited to the table to participate in the discussion on this report.
A report from Parks and Recreation provided an updated on the 2015/2016 Freedom Camping season following the adoption of the Camping Control Bylaw 2015 in September 2015.
The Group Manager Parks and Recreation (Richard Saunders) and the Recreation Planning and Facilities Manager (Jendi Paterson) spoke to the report. Mr Saunders advised that staff were investigating the options for a third site for non-self-contained campers to alleviate the burden on the Warrington Domain and Ocean View Reserve. He commented that he felt that the implementation of the Camping Control Bylaw 2015 had been successful; however agreed that there had been some issues.
There was discussion on other possible options for the provision of freedom camping which included carparking buildings and private property as the numbers of freedom campers was increasing.
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Moved (Cr Mike Lord/Cr Andrew Noone): that the Committee
a) Notes that staff will work with the local Community Boards before the beginning of the 2016/2017 season to ensure infrastructure requirements are adequately met at the designated unrestricted freedom camping sites, Warrington Domain and Ocean View Recreation Reserve. b) Encourage interested landowners or clubs and societies to work with staff to look at other sites that might be available for freedom camping. Motion carried (PR/2016/006) |
6 Planning and Regulatory Non-Financial Activity Report for the Quarter Ended 30 March 2016 |
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A report from Community and Planning provided an update on Council activities which included city planning, resource consents, building services, alcohol licensing, environmental health, animal control and parking enforcement.
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Moved (Chairperson David Benson-Pope/Cr Kate Wilson): that the Committee
a) Notes the planning and regulatory non-financial activity report for the quarter ended 30 March 2016. Motion carried (PR/2016/007) |
7 Items for consideration by the Chair |
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There were no items identified.
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The meeting concluded at 2.32 pm.
..............................................
CHAIRPERSON
27 June 2016 |
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Infrastructure Services Committee - 7 June 2016
gg
That the Council: a) Notes Part A items (1-12) of the minutes of the Infrastructure Services Committee meeting held on 7 June 2016. b) Takes Part C items of the minutes of the Infrastructure Services Committee held on Tuesday, 7 June 2016, in the non-public part of the meeting.
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Attachments
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Title |
Page |
Minutes of Infrastructure Services Committee held on 7 June 2016 |
29 |
Infrastructure Services Committee
MINUTES
Unconfirmed minutes of an ordinary meeting of the Infrastructure Services Committee held in the Edinburgh Room, Municipal Chambers , The Octagon, Dunedin on Tuesday 7 June 2016, commencing at 2.30pm.
PRESENT
Chairperson |
Cr Kate Wilson |
|
Deputy Chairperson |
Cr Mike Lord |
|
Members |
Cr David Benson-Pope |
Cr John Bezett |
|
Cr Doug Hall |
Cr Jinty MacTavish |
|
Cr Andrew Whiley |
Cr Chris Staynes |
|
Cr Richard Thomson |
|
IN ATTENDANCE |
Ruth Stokes (General Manager Infrastructure and Networks), Catherine Irvine (Solid Waste Manager), Bruce Hall (Information Support), Michael Tannock (Transport Network Team Leader). |
Governance Support Officer Arlene Goss
1 Public Forum
There was no Public Forum.
2 Apologies |
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Moved (Chairperson Kate Wilson/Cr Chris Staynes) that the Committee:
Accepts the apologies from Mayor Dave Cull, Cr Hilary Calvert, Cr Aaron Hawkins, Cr Andrew Noone, Cr Neville Peat and Cr Lee Vandervis.
Motion carried (IS/2016/013) |
3 Confirmation of agenda |
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Moved (Chairperson Kate Wilson/Deputy Chairperson Mike Lord) that the Committee:
Confirms the agenda with the addition of the item "Items for the Notification of the Chair" to follow Item 11 on the agenda.
Motion carried (IS/2016/014) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
There were no new declarations of interest.
Part A Reports
5 Naming of a new Private Way off Barr Street |
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Moved (Cr John Bezett/Cr Jinty MacTavish) that the Committee:
a) Approves the naming of a new Private Way off Barr Street as "Wattie Fox Lane", pursuant to Section 319(1)(j) of the Local Government Act 1974. Motion carried (IS/2016/015) |
6 Road Name of Private Way within Three Hills Subdivision |
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Moved (Cr John Bezett/Cr Chris Staynes) that the Committee:
a) Approves the naming of a new Private Way off Malvern Street as "Fred Hollows Way", pursuant to Section 319(1)(j) of the Local Government Act 1974. Motion carried (IS/2016/016) |
7 Proposed Road Stopping - 17 Maheno Street, Dunedin |
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Moved (Deputy Chairperson Mike Lord/Cr Chris Staynes) that the Committee:
a) Approves the publishing of a public notice advertising the intention to stop a portion of legal road adjacent to 17 Maheno Street, Dunedin, subject to the applicant agreeing to: i) Pay the Council the non-refundable fee for processing the stopping, ii) Pay the Council the actual costs involved in the stopping, regardless of whether or not the stopping reaches a conclusion, OR the value of the stopped road, assessed by the Council’s valuer, whichever is the greater, iii) Amalgamate the stopped portion of the road with the title of the adjacent land that is owned by the applicant, namely Lot 21 DP2191 CFR OT162/199, iv) Accept the application of the standards contained within the Dunedin City Council Code for Subdivision and Development to the stopped road, v) Register an easement upon the stopped portion of the road for the benefit of any utility companies that have assets located on, over or under that land. Motion carried (IS/2016/017) |
8 Resolution to Stop a Portion of Cliffs Road, Dunedin |
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Moved (Deputy Chairperson Mike Lord/Cr John Bezett) that the Committee:
a) Notes that no objections were submitted during the notice period. b) Resolves that under Section 342 of the Local Government Act 1974 the portion of unformed road described as Section 1 SO 491683 is stopped, with costs being met by the applicant as per the Infrastructure Services Committee resolution. a) Authorises public notice of the road stopping. Motion carried (IS/2016/018) |
9 Solid Waste Activity Report for the quarter ended 30 March 2016 |
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Catherine Irvine (Solid Waste Manager) came to the table and answered councillor's questions.
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Moved (Deputy Chairperson Mike Lord/Cr Doug Hall) that the Committee:
a) Notes the Solid Waste Activity Report for the Quarter ended 30 March 2016. Motion carried (IS/2016/019) |
10 Transport Activity Report For The Quarter Ended 30 March 2016 |
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Ruth Stokes (General Manager Infrastructure and Networks) answered councillor's questions on this report.
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Moved (Cr Jinty MacTavish/Cr Doug Hall) that the Committee:
a) Notes the Transport Activity Report for the Quarter ended 30 March 2016. Motion carried (IS/2016/020) |
11 Three Waters Activity Report for the quarter ended 30 March 2016 |
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Ruth Stokes (General Manager Infrastructure and Networks) answered councillor's questions on this report.
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Moved (Deputy Chairperson Mike Lord/Cr Chris Staynes) that the Committee:
a) Notes the Three Waters Activity Report for the Quarter ended 30 March 2016. Motion carried (IS/2016/021) |
12 items for notification of the chair |
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Cr Benson-Pope raised the issue of people driving over grass on the median strip of Portsmouth Drive. He showed councillors a photograph of the problem and requested that a solution be considered. Ruth Stokes advised that staff have prepared a plan and this plan will be discussed with Cr Benson-Pope.
Cr Hall raised the issue of Two Car slip on the Otago Peninsula. Ruth Stokes advised tenders close on Monday 13 June and an update will be provided in the next activity report.
Cr Hall also raised the issue of the St Clair replacement handrail. Ruth Stokes advised the replacement was postponed until a decision is reached on broader works that may be required to the wall.
Cr MacTavish asked which councillors would not be attending tomorrow's meeting of the Community and Engagement committee as she wished to ensure a quorum. |
Resolution to exclude the public |
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Moved (Chairperson Kate Wilson/Cr Chris Staynes) that the Committee:
Pursuant to the provisions of the Local Government Official Information and Meetings Act 1987, exclude the public from the following part of the proceedings of this meeting namely:
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item. Motion carried (IS/2016/022) |
The meeting concluded at 3.15pm.
..............................................
CHAIRPERSON
27 June 2016 |
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Community and Environment Committee - 8 June 2016
gg
That the Council: a) Notes Part A items (1-11) and public forum of the minutes of the Community and Environment Committee meeting held on 8 June 2016. |
Attachments
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Title |
Page |
Minutes of Community and Environment Committee held on 8 June 2016 |
35 |
Community and Environment Committee
MINUTES
Unconfirmed minutes of an ordinary meeting of the Community and Environment Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Wednesday 8 June 2016, commencing at 1.02 pm
PRESENT
Chairperson |
Cr Jinty MacTavish |
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Deputy Chairperson |
Cr Neville Peat |
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Members |
Cr David Benson-Pope |
Cr John Bezett |
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Cr Doug Hall |
Cr Mike Lord |
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Cr Andrew Noone |
Cr Chris Staynes |
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Cr Andrew Whiley |
Cr Kate Wilson |
IN ATTENDANCE |
Sue Bidrose (Chief Executive Officer), Simon Pickford (General Manager Services and Development), Jendi Paterson (Recreation Planning and Facilities Manager), Glen Hazelton (Team Leader Urban Design), Nicola Pinfold (Group Manager Community and Planning), Bernie Hawke (Group Manager Arts and Culture), Joy Gunn (Manager Events and Community Development), Paul Coffey (Community Advisor), Richard Saunders (Group Manager Parks and Recreation), Anne Gray (Policy Analyst) and Kevin Taylor (Property Manager) |
Governance Support Officer Pam Jordan
1 Public Forum
1.1 Archibald Baxter Memorial
|
Kevin Clements and Paul Sorrell from the Archibald Baxter Memorial Trust addressed the meeting concerning the Archibald Baxter Memorial. Prof Clements advised that the plan was for a Dunedin based national memorial not only to those from Dunedin, but to commemorate all those who were conscientious objectors. The Trust did three things: raised funds for the national memorial, an annual public lecture on some aspect of peace and justice, and an Otago-based high school prize. The Trust and Council staff had looked at a number of sites and some were felt to be inappropriate. A site at the Otago Museum Reserve did not work out, and a site at the intersection of Albany and George Streets was being looked at. Photos of the site were shown. This did not offer the same contemplative space but an aesthetically challenging monument could be developed that would make an impact in its own way. A competition for sculptures had already been initiated. The group was looking for a commitment from the Council. Further details were provided about design and specifications. Professor Clements and Mr Sorrell responded to questions about the site, access, design, interpretation and technical requirements of the site. Although there was not so much foot traffic as some other sites, there would be vehicular traffic with cars stopping at the traffic lights next to the monument. |
2.1 Otago Racing Club – Rates Relief Grant |
Stephen Grant (President) and Ray Kean (Vice President) of the Otago Racing Club spoke to the Committee about the recommendation of the Grants Subcommittee to decline the Club's application for rates relief as it was concerned about level of community use. Mr Grant noted that in retrospect the application had been light on that information as it had been done during a time of change of personnel. They tabled information on the public benefits of the use of the property. These benefits included an easement to the Council for public access as part of a subdivision consent granted, access to public toilets, recreational use of the facility by various community and sporting groups, and the Club's own charitable activities. The Chairperson outlined the appeal process available to the Club and Messrs Grant and Kean responded to questions from Councillors. |
3.1 Forbury Park Trotting Club – Rates Relief Grant |
Tony Dunstan (Chairman) spoke to the Committee about the recommendation of the Grants Subcommittee to decline the Club's application for rates relief. He thanked the Council for the opportunity to talk about the application and commented on how the Club had benefited from receiving the rates relief in the past. Financial statements had been submitted with the application showing that the Club was in a precarious situation, with a $200,000 loss the previous year, some of that as a result of the South Dunedin floods. The Club provided a very good facility and did a lot for groups around town. He provided details of recent community and other events hosted by the Club, some of which used the facilities free of charge. |
The Chairperson introduced the new Manager Events and Community Development, Joy Gunn, to the Committee
2 Apologies |
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Moved (Chairperson Jinty MacTavish/Deputy Chairperson Neville Peat):
That the Committee:
Accepts the apologies from Mayor Dave Cull and Crs Hilary Calvert, Aaron Hawkins, Richard Thomson and Lee Vandervis.
Motion carried (CE/2016/012) |
3 Confirmation of agenda |
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Moved (Chairperson Jinty MacTavish/Deputy Chairperson Neville Peat):
That the Committee:
Confirms the agenda, noting that the supplementary item circulated (Local Government New Zealand Social Housing Forum) will be taken after Item 9.
Motion carried (CE/2016/013) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
5 Confirmation of Minutes
5.1 Grants Subcommittee meeting - 24 May 2016 |
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Moved (Chairperson Jinty MacTavish/Cr Kate Wilson):
That the Committee:
Confirms the public part of the minutes of the Grants Subcommittee meeting held on 24 May 2016 as a correct record.
Motion carried (CE/2016/014) |
Cr John Bezett left the meeting at 1.44 pm and returned at 1.45 pm.
Part A Reports
6 Otago Museum Reports to Council - February and April 2016 |
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A report from Corporate Services appended reports, prepared by the Otago Museum, providing an update on their key activities for the period from December 2015 to April 2016.
The Director of the Otago Museum, Dr Ian Griffin, spoke on various aspects of the report including attendance, the Planetarium, and a Lotteries grant for a digitisation project. He responded to questions from Councillors and thanked them for their continued support of the Museum.
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Moved (Deputy Chairperson Neville Peat/Cr Kate Wilson):
That the Committee:
a) Notes the Otago Museum Reports to Contributing Local Authorities – December to February 2016 and February to April 2016. Motion carried (CE/2016/015) |
7 Update on Archibald Baxter Memorial |
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A report from Parks and Recreation updated the Committee on progress with selecting a site for the proposed Archibald Baxter Memorial in conjunction with the Archibald Baxter Memorial Trust. The Archibald Baxter Memorial Trust in consultation with staff had identified a preferred site for the memorial to conscientious objectors and was working through selection process for the design of a memorial garden on-site. The preferred site (at the intersection of Albany and George Streets) was supported by staff and key stakeholders. The Group Manager Parks and Recreation commented on the site selection process with the Trust and noted that this was the site that stood out. He responded to questions from Councillors about the site itself, technical issues, design of the memorial, other sites and an ability to name the site. |
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Moved (Cr David Benson-Pope/Deputy Chairperson Neville Peat):
That the Committee:
a) Notes the Update on Archibald Baxter Memorial report. b) Notes the preferred site for the Memorial is located at the intersection of Albany and George Street. c) Notes the approval of the final design of the proposed Memorial at the Albany Street site will be given by the Group Manager Parks and Recreation in consultation with the Urban Design Team Leader with consideration given to the existing environment and on-going maintenance costs. d) Reconfirms Council's support of the Trust's proposal to commemorate the actions of Archibald Baxter and other conscientious objectors during the First World War. The Chairperson commended the Trust for working positively with the Council and also to staff for their work. This was a prominent site in the Central Business District and would be fitting for such a memorial. Motion carried (CE/2016/016) |
8 Parks and Recreation Activity Report for the quarter ended 30 March 2016 |
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A report from Parks and Recreation updated the Committee on Parks and Recreation operations, maintenance and capital works, including contracted out services.
Staff responded to questions from Councillors.
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Moved (Deputy Chairperson Neville Peat/Cr Doug Hall):
That the Committee:
a) Notes the Parks and Recreation Activity Report for the Quarter ended 30 March 2016. Motion carried (CE/2016/017) |
9 Community, Arts and Culture Non-Financial Activity Report for the Quarter Ended 30 March 2016 |
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A report from Community and Planning and Services and Development updated the Committee on key city, community, arts and cultural outcomes for the quarter ended 30 March 2016.
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Moved (Cr Andrew Noone/Cr Chris Staynes):
That the Committee:
a) Notes the non-financial community and cultural activity report for the quarter ended 30 March 2016. Motion carried (CE/2016/018) |
10 Local Government New Zealand Social Housing Forum |
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A report from Councillor Jinty MacTavish updated the Committee on the Local Government New Zealand Social Housing Forum held in Wellington on 16 March 2016.
Cr MacTavish spoke on the Forum and its highlights. She commented on the need to think about a spectrum of housing solutions.
The Property Manager and other staff responded to questions about the Council's housing stock, the types of properties in the portfolio and things being done to make the properties better to live in.
Cr Doug Hall left the meeting at 2.46 pm and returned at 2.48 pm.
The Chairperson advised that a social housing needs assessment that had been carried out would be circulated for information.
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Moved (Chairperson Jinty MacTavish/Cr Kate Wilson):
That the Committee:
a) Notes the report from Councillor Jinty MacTavish regarding the Local Government New Zealand Social Housing Forum. b) Requests an update from MSD on their Social Housing Purchasing Intentions in Dunedin, trends in waiting lists, and plans to ensure an adequate supply of social housing in Dunedin. c) Requests immediate dialogue with Housing New Zealand to understand their intentions in relation to Dunedin social housing stock, particularly in light of Dunedin having recently become a Refugee Resettlement Centre. d) Requests staff to engage with local social housing providers (via the Social Housing Providers Network) and stakeholders to determine: i. What needs to be done to ensure housing needs across the housing continuum are being met now and into the future, with a primary focus on social housing, and ii. What role Council needs to play in delivering this, consistent with roles agreed in Council's Social Housing Strategy. e) Requests staff to report back by November 2016 with progress on the implementation plan in the Council's Social Housing Strategy 2010-2020 and setting out next steps in developing a five year Action Plan for Dunedin on social housing. There was further discussion on the report and the provision of social housing in Dunedin.
Cr Andrew Noone left the meeting at 3.19 pm.
Motion carried (CE/2016/019) |
11 Notification of Agenda Items for Consideration by the Chairperson |
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The following item was notified:
Cr Lord asked for an update on how the first wave of Syrian refugees was settling into Dunedin. |
The meeting concluded at 3.31 pm.
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CHAIRPERSON
27 June 2016 |
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Finance Committee - 13 June 2016
gg
That the Council: a) Notes Part A items (1-7) of the minutes of the Finance Committee meeting held on 13 June 2016. |
Attachments
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Title |
Page |
Minutes of Finance Committee held on 13 June 2016 |
42 |
Finance Committee
MINUTES
Unconfirmed minutes of an ordinary meeting of the Finance Committee held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Monday 13 June 2016, commencing at 1.00 pm
PRESENT
Deputy Chairperson |
Hilary Calvert |
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Members |
David Benson-Pope |
John Bezett |
|
Doug Hall |
Mike Lord |
|
Jinty MacTavish |
Andrew Noone |
|
Neville Peat |
Andrew Whiley |
|
Kate Wilson (via Teleconference) |
IN ATTENDANCE |
Grant McKenzie (Group Chief Financial Officer), Simon Pickford (General Manager Services and Development), Gavin Logie (Financial Controller), Lawrie Warwood (Financial Analyst), Kevin Taylor (Property Manager), Nicola Pinfold (Group Manager Community and Planning), Joy Gunn (Events and Community Development), Paul Coffey (Community Advisor), Anne Gray (Policy Analyst) and Andrea Jones (Communications Team Leader) |
Governance Support Officer Wendy Collard
1 Public Forum
There was no Public Forum.
2 Apologies |
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Moved (Cr Jinty MacTavish/Cr Doug Hall): that the Committee
Accepts the apologies from Mayor Dave Cull and Crs Aaron Hawkins, Richard Thomson, Chris Staynes and Cr Lee Vandervis.
Motion carried (FIN/2016/001) |
3 Confirmation of agenda |
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Moved (Cr John Bezett/Cr Andrew Noone): that the Committee
Confirms the agenda without addition or alteration
Motion carried (FIN/2016/006) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
In response to a question regarding Item 6 – Submission to the Government Administration Select Committee on the Healthy Homes Guarantee Bill (No 2) and Councillors' Conflict of Interest, the Group Chief Financial Officer (Grant McKenzie) advised that it was up to members to individually make the decision on whether they had a conflict of interest.
Councillors Calvert and Whiley declared an interest in Item 6 – Submission to the Government Administration Select Committee on the Healthy Homes Guarantee Bill (No 2).
Part A Reports
5 Financial Results - Period Ended 30 April 2016 |
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A report from Finance provided the financial results for the period ended 30 April 2016 and the financial position as at that date.
The Group Chief Financial Officer (Grant McKenzie) spoke to the report and advised that the overall Council operating deficit of $3.513 million as at April 2016 which represented a $1.306 million favourable variance against budget.
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Moved (Cr Andrew Noone/Cr Jinty MacTavish): that the Committee
a) Notes the financial performance for the period ended 30 April 2016 and the financial position as at 30 April 2016. Motion carried (FIN/2016/007) |
6 Submission to the Government Administration Select Committee on the Healthy Homes Guarantee Bill (No 2) |
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Councillor Calvert and Whiley withdrew from the item and Councillor Noone resumed the Chair.
Councillor Lord advised that he owned rental properties; however did not feel that he was conflicted and would be participating in the discussion and decision on the item.
A report from Community and Planning provides a background to the Healthy Homes Guarantee Bill (No 2) and a copy of the Dunedin City Council's draft submission to the Government Administration Select Committee for Council's consideration and approval.
The Community Advisor (Paul Coffey) spoke to the report and commented that the condition of the city's housing was considered the number one social issue in Dunedin with the majority of rental properties being built prior to 1920.
In response to an email query, the Group Chief Financial Officer (Grant McKenzie) clarified that landlords were unable to claim depreciation for tax purposes on improvements such as the installation of insulation on their rental properties.
Following discussion it was agreed that the Council's submission on the Healthy Homes Guarantee Bill (No 2) be updated to include:
· 7 to now read: The Dunedin City Council can advise that its social housing provision is fiscally neutral to Council and the improvements proposed in the Bill can be met from existing operating budgets. · Point 12 to now read: That the minimum standard for insulation for all rental properties be set at the current NZ Building Code for new builds, with exemptions where compliance is impracticable. |
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Moved (Cr David Benson-Pope/Cr Doug Hall): that the Committee
a) Approves the attached submission to the Government Administration Select Committee on the Healthy Homes Guarantee Bill (No 2) subject to the inclusion of the minor amendments as agreed. b) Requests that the Chairperson of the Community and Environment Committee present the submission to the Select Committee. Motion carried (FIN/2016/008)
Councillor Calvert resumed the chair. |
7 Items for Consideration by the Chair |
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There were no items identified |
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The meeting concluded at 1.29 pm.
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CHAIRPERSON
27 June 2016 |
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Beauticians, Tattooists and Skin Piercers Bylaw - 21 April 2016
gg
That the Council: a) Notes the minutes of the Beauticians, Tattooists and Skin Piercers Bylaw hearing held on 21 April 2016. |
Attachments
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Title |
Page |
Minutes of Beauticians, Tattooists and Skin Piercers Bylaw held on 21 April 2016 |
46 |
Beauticians, Tattooists and Skin Piercers Bylaw Hearing
MINUTES
Unconfirmed minutes of a meeting of the Beauticians, Tattooists and Skin Piercers Bylaw Hearing held in the Edinburgh Room, Municipal Chambers, The Octagon, Dunedin on Thursday 21 April 2016, commencing at 9.00 am
PRESENT
Chairperson |
Cr Neville Peat |
|
Members |
Cr Doug Hall |
Cr Mike Lord |
|
Cr Andrew Whiley |
|
IN ATTENDANCE |
Ros MacGill (Environmental Health and Animal Services Manager), Tanya Morrison (Environmental Health Officer) and Alison Blair (Environmental Health Officer) |
Governance Support Officer Pam Jordan
1 HEARING PROCEDURES
Cr Peat outlined the process to be followed for the hearing.
2 Apologies There were no apologies. |
3 Confirmation of agenda |
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Moved (Chairperson Neville Peat/Cr Mike Lord):
That the Committee:
Confirms the agenda without addition or alteration
Motion carried (BEA/2016/001) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
Reports
5 Review of the Beauticians, Tattooists and Skin Piercers Bylaw |
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A report from Regulatory Services presented the submissions received on the Draft Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 (previously named the Beauticians, Tattooists and Skin Piercers Bylaw) for consideration by the Hearings Committee. Six submissions were received on the draft bylaw of which two submitters wished to be heard.
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Hearing of Submissions
The following submitters were heard by the Committee:
Chris Hibbert, Visio Forma
Mr Hibbert was speaking on behalf of his wife Arasham Karam Singh who had a business providing semi-permanent makeup. She was the sole owner and operator and the submission was on staff competency and standards. They believed that the bylaw should recognise qualifications obtained not just in New Zealand. His wife had trained in the United Kingdom and the qualification included a lot of training on hygiene etc. They supported the inclusion of alternative words on that matter such as "internationally recognised training standards".
Staff had accepted their proposal regarding international standards which was a complex topic. Staff had also accepted a correction to dates in the draft bylaw. There was only one source of pigments for the business, that being Europe, and these were produced under European Community Standards. He thanked staff for accepting a proposal regarding standards for pigments that applied in countries from which they were imported.
In response to a question regarding mobile trading, Mr Hibbert noted that they would not want to carry out treatments in conditions any less sanitary than they had in their salon. In response to a question regarding potential future changes in the industry he commented on the supply of equipment and the risk that some had been imported from countries were there were no stringent standards on production. The cheaper prices may make it easier for people to set themselves up and do this sort of work.
Jan Lane, NZ Beauty Therapists Association
Ms Lane circulated a further submission on behalf of the NZ Beauty Therapists Association. The Association felt that the proposed changes did not go far enough to include such complaints as burns, pigmentation damage and other injuries. They also felt that the bylaw was ambiguous in part and did not provide enough information in other clauses to make sufficient impact and that more consultation was needed. They were also concerned that beauty therapy and body piercing were included in the same bylaw, as body piercing required a much higher level of infection control.
Ms Lane also expressed the Association's concerns about Clause 17.8(5) in relation to animals on the premises in relation to beauty therapists working from home. The Association was also concerned that not all overseas qualifications were created equal. In regard to 17.10(3), the Association noted that there had been no problems experienced with soft flooring used in beauty therapy clinics. Ms Lane also provided information on appropriate alternative cleaning/disinfecting methods and products.
In response to questions Ms Lane commented on the need for training for new beauty procedures and equipment; the Association's wish to see all bylaws the same; the Association's concern about mobile practitioners and the need to ensure the same level of cleanliness and sterility as in permanent premises; and risks involved in areas other than tattooing such as waxing, hole punching, electrolysis, and disposal of what had been used during treatment. |
Adjournment of meeting
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Moved (Chairperson Neville Peat/Cr Mike Lord):
That the Committee Adjourns the meeting to take legal advice. Motion carried (BEA/2016/003) |
The meeting adjourned from 9.43 am to 9.47 am.
|
Deliberations
Consideration was given to the summary of points made by submitters (Attachment C of the report), the issues raised by submitters at the hearing and staff comments. There was discussion on each of the points in the summary and particular situations staff had been involved with that the changes to the bylaw would allow them to enforce.
It was noted that Dunedin was the first to adopt a bylaw in this subject area and so would be the first to review it and deal with new issues. Matters discussed included issues relating to mobile operators, upskilling and training for operators, risks involved in tattooing, the expanding range of beauty therapy treatments, appropriate disposal of sharps and waste following treatments, qualifications of operators, maintaining high standards, floor coverings, appropriate cleaning and sterilising processes, and records of clients' treatments. |
Adjournment of meeting
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Moved (Chairperson Neville Peat/Cr Mike Lord):
That the Committee Adjourns the meeting for five minutes. Motion carried (BEA/2016/004) |
The meeting adjourned from 10.50 am to 11.00 am.
|
Consideration was given to the draft bylaw on a page-by-page basis with the following amendments being agreed: · 17.4c – to be reworded to aid comprehension · 17.6 Interpretation: Contravene – includes "failure" to comply; Mobile Premises – "Tattooing" rather than "Tattooist" · 17.7 - minor amendments · 17.8 – new clause – expand explanatory note to include international qualifications · 17.10 – reorder. Also reference to any subsequent legislation to be included where particular legislation mentioned. · 17.12.1 – exempt from "some of" section 17.10 · 17.12.2.b – to be reworded · 17.14.4 – typographical errors to be corrected · 17.17 and following – numbering corrections · 17.20 – to refer to "Dunedin City Council" Chief Executive The draft bylaw was to be amended and updated as discussed and to be circulated to the Committee. |
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Moved (Chairperson Neville Peat/Cr Andrew Whiley):
That the Committee:
a) Having considered the submissions received on the draft Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 recommends to the Council the bylaw as amended. Motion carried (BEA/2016/005) |
The meeting concluded at 11.30 am.
..............................................
CHAIRPERSON
Council 27 June 2016 |
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Waikouaiti Coast Community Board - 25 May 2016
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That the Council: a) Notes Part A items (1-12) and public forum of the minutes of the Waikouaiti Coast Community Board meeting held on 25 May 2016. |
Attachments
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Minutes of Waikouaiti Coast Community Board held on 25 May 2016 |
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Waikouaiti Coast Community Board
UNCONFIRMED MINUTES
Minutes of an ordinary meeting of the Waikouaiti Coast Community Board held in the Blueskin Bay Library Meeting Room, Harvey Street, Waitati on Wednesday 25 May 2016, commencing at 5.30 pm
PRESENT
Deputy Chairperson |
Alasdair Morrison |
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Members |
Cr Andrew Noone |
Geraldine Tait |
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Richard Russell |
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IN ATTENDANCE |
Bernie Hawke (Group Manager Arts and Culture), Hamish Black (Parks Operations Manager), Eryn Makinson (Community Librarian, Waikouaiti) and Louise Booth (Community Librarian, Blueskin Bay) |
Governance Support Officer Wendy Collard
1 Public Forum
1.1 Warrington Reserve Group
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On behalf of the Warrington Reserve Group, Derek Onley tabled and spoke to the Reserve's concerns at the proposed tree debris removal. Mr Onley commented that the Warrington Reserve Group would like Council to give consideration to only remove the trees if they were causing safety concerns as they felt that the fallen trees were an important part of the biodiversity of the area. |
1.3 Jackie Hughes – Freedom Camping at Warrington Domain
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Ms Hughes expressed her concerns to the number of freedom campers that had camped at the Domain over the season and commented on the impact that she felt they were having on the local Community. She advised that she considered that the existing infrastructure such as the toilets and signage was inadequate. Ms Hughes advised that she did not like her children playing at the playground due to the number of people camping in the vicinity of it and people washing and changing in front of them. Ms Hughes requested that Council give consideration to placing a restriction of vehicle numbers; a restriction to self-contained vehicles only and other reserves within the city opened up to freedom campers.
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1.2 Rhys Owen – Freedom Camping at Warrington Domain
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Mr Owen commented on freedom camping at the Warrington Domain and in particular the damage that the Domain had sustained over the season. He reiterated Ms Hughes' suggestion on restricting camper numbers and vehicle type. Mr Owen felt that the ability for the Domain to be used as a recreational area by the Community had been reduced considerable due to the volume of freedom campers using it. |
2 Apologies |
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Moved (Deputy Chairperson Alasdair Morrison/Cr Andrew Noone): that the Board
Accepts the apologies from Chairperson Gerard Collings, Mark Brown and Tracey Scurr.
Motion carried (WC/2016/010) |
3 Confirmation of agenda |
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Moved (Deputy Chairperson Alasdair Morrison/Cr Andrew Noone): that the Board
Confirms the agenda with the Item 7 to be taken before Item 6 to accommodate Inspector Guthrie's commitments.
Motion carried (WC/2016/011) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
There were no declarations of interest made or conflicts of interest declared.
5 Confirmation of Minutes
5.1 Waikouaiti Coast Community Board meeting - 13 April 2016 |
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Moved (Richard Russell/Geraldine Tait): that the Board
Confirms the minutes of the Waikouaiti Coast Community Board meeting held on 13 April 2016 as a correct record.
Motion carried (WC/2016/012) |
Part A Reports
7 Policing Update |
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Otago Coastal Area Commander Inspector Jason Guthrie, New Zealand Police provided an update on Policing matters within the area, including staffing at the local Waikouaiti Police Station.
There was a discussion on the road policing programme and the deployment of staff. Inspector Guthrie advised that the public were able to ring their local police station to report non urgent crime 24/7 as the phone was diverted to a crime reporting line when the Police Station was unmanned. |
6 Orokonui EcosanCtuary |
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The Conservation Manager (Elton Smith) was unable to attend to speak to the item. |
8 Library Activity Report |
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A report from the Manager Customer Experience (Mike Collett) provided a summary of the activities of the Dunedin Public Libraries for the period 1 February to 30 April 2016, with a focus on the activities of the Waikouaiti and Blueskin Libraries.
The report noted that there had been a number of events held at the Waikouaiti and Blueskin Bay Libraries which included a Lego party, Science for Supper, Book Passion and Book Share. The events at the libraries had been well attended by the community.
The Community Librarian, Waikouaiti (Eryn Makinson) and the Community Librarian, Blueskin Bay (Louise Booth) spoke to the report and commented that Service Centre services such as the payment of rates, dog registration and parking fines would be available at both the Waikouaiti Library and Blueskin Bay Library from 4 July 2016.
The Group Manager Arts and Culture (Bernie Hawke) responded to questions on the Director, City of Literature's role.
Councillor Noone conveyed the Board's thanks to the librarians for the way they served their communities in particular the events that were held which catered for all ages.
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Moved (Deputy Chairperson Alasdair Morrison/Cr Andrew Noone): that the Board
a) Notes the report. Motion carried (WC/2016/013) |
9 Governance Support Officer's Report |
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A report from the Governance Support Officer (Wendy Collard) updated the Board on issues undertaken on its behalf since the last meeting, and other matters that were of on-going interest, including:
a) Project Fund b) Election Timetable Hamish Black (Parks Operations Manager) was present to discuss items of interest on behalf of Parks and Recreation. c) Warrington Spit A memorandum from the Parks Operations Manager (Hamish Black) provided a summary of the various views regarding the proposal for the removal of selected tree debris along the Warrington Spit.
Mr Black spoke to the memorandum and commented that the general feedback had been that the tree debris created an important natural habitat and was important for biodiversity.
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Moved (Deputy Chairperson Alasdair Morrison/Geraldine Tait) that the Board:
a) Endorses the staff recommendation that the tree debris at the Warrington Spit not be removed. Motion carried (WC/2016/014) |
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d) Tree Harvesting – Waikouaiti Mr Black commented that a report on the Tree Harvesting at the Waikouaiti Reserve had been presented to Council at their meeting held on 23 May 2016 and advised that Council had approved staff recommendations with the inclusion of: ”Delegates approval of a landscape management plan for the Waikouaiti Domain and Waikouaiti Beachfront Reserve to the Waikouaiti Coast Community Board, subject to the Group Manager Parks and Recreation being satisfied that the plan aligns with the Council's strategic framework." Mr Black responded to questions on the Financial Breakdown contained within the report which included the associated costs of replanting and the project management. There was discussion on the harvesting and Mr Black advised that the tree felling at the northern end of the Domain by the carpark would commence in June followed by the southern end. He commented that it was anticipated that the felling would take approximately 7 weeks subject to weather conditions and excluding clean up. Mr Black advised that there would be an additional post-harvest costs which were the chipping of the tree debris at a cost of approximately $60,000 and the removal of the remaining trees within the buffer zone and that have no environmental, economic or cultural value that at a cost of approximately $40,000. Mr Black advised that during the felling; sections of the beach and the carpark would be closed to the public at various times for safety reasons and that the immediate residents would be notified via a letter drop. Mr Black also responded to questions on the wilding pines and the timeline for truck movements. |
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Moved (Deputy Chairperson Alasdair Morrison/Cr Andrew Noone): that the Board a) Notes the Tree Harvesting at Waikouaiti Reserve Report that was presented to Council at their meeting on 23 May 2016. b) Endorses the staff recommendations that additional expenditure be allocated to the removal of the remaining trees within the buffer zone and the wilding pines that have no environmental, economic or cultural value. c) Endorses the staff recommendation that additional expenditure be allocated for the chipping of tree debris at the completion of the tree harvesting. Motion carried (WC/2016/015) |
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e) Action List Doctors Point Road. Mr Morrison commented that an on-site meeting with staff had yet to be arranged. Freedom Camping. Mr Black advised that a report would be presented to Planning and Regulatory Committee on the Camping Control Bylaw 2015 – Season Review Update. Warrington Domain. There was a discussion on the condition of the Domain in particular the entrance, the area adjacent to the playground and when the gate should be locked for the winter season. |
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Moved (Deputy Chairperson Alasdair Morrison/Geraldine Tait): that the Board a) Notes the Governance Support Officer's Report. Motion carried (WC/2016/016) |
10 Funding Applications |
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The Deputy Chairperson (Alasdair Morrison) advised that POWA had sent an email requesting that the withdrawal of their funding application towards the purchase of mobile phones.
The Board considered a funding application from the Waikouaiti Coast Heritage Centre towards the cost of purchasing a digital camera and A3 printer to allow the Museum's collection to be documented.
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Moved (Cr Andrew Noone/Deputy Chairperson Alasdair Morrison): that the Board
a) Grants the Waikouaiti Coast Heritage Centre $700.00 to assist with the purchase of a digital camera and A3 printer subject to the Waikouaiti Coast Heritage Centre liaising with staff at the Dunedin City Library to seek advice on how to create the highest quality digital archive. Motion carried (WC/2016/017) |
11 Chairperson's Report |
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A report from the Chairperson (Gerard Collings) updated the Board on the following: · Community Engagement · Warrington Sign Request. Mr Morrison commented that staff have agreed to the request from the Warrington School for installation of additional and relocation of existing permanent warning signs. · DCC draft Annual Plan Submission · Waitati Toilets. Mr Morrison provided an update.
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Moved (Deputy Chairperson Alasdair Morrison/Cr Andrew Noone): that the Board
a) Notes the Chairperson's report. b) Notes that staff were actioning the request from the Warrington School for the installation and relocation of the permanent warning signs. Motion carried (WC/2016/018) |
12 Council Activities |
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The Ward Councillor, Andrew Noone, provided a verbal updated to the Board on:
Draft 2016/17 Annual Plan Dog Control Policy and Bylaw.
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Moved (Cr Andrew Noone/Richard Russell) that the Board:
a) Notes the report Motion carried (WC/2016/019) |
The meeting concluded at 8.10 pm.
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CHAIRPERSON
27 June 2016 |
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Otago Peninsula Community Board - 26 May 2016
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That the Council: a) Notes Part A items (1-14) and public forum of the minutes of the Otago Peninsula Community Board meeting held on 26 May 2016. |
Attachments
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Minutes of Otago Peninsula Community Board held on 26 May 2016 |
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Otago Peninsula Community Board
MINUTES
Unconfirmed minutes of an ordinary meeting of the Otago Peninsula Community Board held in the Portobello Bowling Club, Sherwood Street, Portobello on Thursday 26 May 2016, commencing at 10.00 am
PRESENT
Chairperson |
Christine Garey |
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Deputy Chairperson |
Paul Pope |
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Members |
Lox Kellas |
Hoani Langsbury |
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Christine Neill |
Cr Neville Peat |
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Edna Stevenson |
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IN ATTENDANCE |
Laura McElhone (Group Manager Water and Waste), Bernie Hawke (Group Manager Arts and Culture) and Sharon O'Loughlin (PR and Communications Advisor, Enterprise Dunedin) |
Governance Support Officer Pam Jordan
1 Opening
Christine Neill opened the meeting with a reflection.
3 Apologies Apologies were received for lateness from Lox Kellas, Hoani Langsbury and Cr Neville Peat.
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Moved (Chairperson Christine Garey/Christine Neill):
That the Board:
Accepts the apologies.
Motion carried |
4 Confirmation of agenda |
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Moved (Chairperson Christine Garey/Christine Neill):
That the Board:
Confirms the agenda:
· with the deletion of the current Scholarship Application; · noting that Board Scholarship Recipient, Iona Hibbert, would speak at the Public Forum of a future Board meeting; · noting that the remaining Public Forum would be held once Rebekah Langsbury arrived at the meeting.
Motion carried (OPCB/2016/010) |
5 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
6 Confirmation of Minutes
6.1 Otago Peninsula Community Board meeting - 14 April 2016 |
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Moved (Chairperson Christine Garey/Deputy Chairperson Paul Pope):
That the Board
Confirms the minutes of the Otago Peninsula Community Board meeting held on 14 April 2016 as a correct record.
Motion carried (OPCB/2016/011) |
Part A Reports
7 Library Activity Report |
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A report from Services and Development provided a summary of the activities of the Dunedin Public Libraries for the period 1 February to 30 April 2016 with a focus on the activities of the Bookbuses.
There was discussion on the Bookbus services, the appointment of the City of Literature Director who would work with groups across the city, and the digitisation centre. It was noted that community groups would be able to digitise their archives and it was suggested that the Portobello Museum could be involved in the digitisation project. It was also suggested that the City of Literature Director could attend a future Board meeting.
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Moved (Chairperson Christine Garey/Deputy Chairperson Paul Pope):
That the Board:
a) Notes the report. Motion carried (OPCB/2016/012) |
8 Enterprise Dunedin Marketing Update |
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Sharon O'Loughlin (PR and Communications Advisor, Enterprise Dunedin) provided an introduction for the Board on the work of Enterprise Dunedin, which was formed through the merger of Tourism Dunedin, the Council's Economic Development Unit and i-Site. Enterprise Dunedin was charged with delivering the Council's Economic Development Strategy and to promote Dunedin as a place to live, work, visit, study and do business. It marketed Dunedin as a tourism destination through various platforms, including websites, and communications with local and external sources.
Hoani Langsbury entered the meeting at 10.23 am.
Ms O'Loughlin noted that Enterprise Dunedin would like to engage with groups and would like to know questions that she could take back for discussion.
During the course of discussion the Board raised the following issues:
· The need for those leading initiatives to consider people at the grass roots level, and to take people with them, given the increase in tourism numbers. · Whether Enterprise Dunedin worked with other Council departments on infrastructure projects eg a toilet for Sandfly Bay. · Enterprise Dunedin's involvement with tourism-related requests the Board had provided to the Council in the past in its Community Plan and Annual Plan submissions. · Provision of a more level playing field between city attractions that were essentially competing with each other, some of which were attractions for which visitors were required to pay and which paid rates, and others which were provided to visitors free of charge and received rates funding. (Hoani Langsbury declared an interest in relation to this question as Manager of the Royal Albatross Centre). · Input that community boards could have into the Tourism Strategy. · How to access the funding recently announced by the government for provision of toilets. · Whether Enterprise Dunedin was working with Parks and Recreation over opportunities to partner over recreational/biodiversity elements in tourism. · How Enterprise Dunedin worked with Dunedin Host. · The need for Enterprise Dunedin to work more closely with Community Boards.
Ms O'Loughlin advised that she would take the Board's questions back to Enterprise Dunedin for response. Enterprise Dunedin would also like to know about events in the community so they could promote them.
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2 Public Forum
2.1 Board Scholarship Recipient - Rebekah Langsbury
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Rebekah Langsbury, recipient of a Board scholarship, addressed the meeting about her World Challenge trip to India. The organisation took school groups to third world countries and the groups organised the trips and raised money themselves for both the trip and the projects they undertook. Lox Kellas entered the meeting at 10.45 am. Rebekah commented on the travel experience including the places visited, a visit to a local school, the trek the group went on for five days and the terrain covered, the food they experienced, and helping out at an orphanage. Cr Neville Peat entered the meeting at 10.45 am. The group also visited the Kerala backwaters, Jaipur and Agra. She outlined the challenges she and the group faced and the possibilities the trip had opened up to do further volunteer work there or elsewhere. Rebekah thanked the Board for the opportunity the scholarship had provided. |
9 Governance Support Officer's Report |
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A report from Civic updated the Board on activities relevant to the Board area including:
a) Project Fund b) Scholarship Fund c) Election Timetable d) Action List
The Chairperson noted that the Scholarship Fund was in the process of changing from a calendar year to a financial year and although the amount appeared to have been overspent, this was not the case.
There was discussion on the following Action List items:
· Advice was awaited from Parks on when the Portobello Pontoon liftout would take place. In the meantime this was to be deleted from the Action List. · Tomahawk School expression of interest documents were about to be made available publicly. · The memorial seat location had been determined and this was to be deleted from the Action List. · It had been determined that the Macandrew Bay Pontoon belonged to the Macandrew Bay Boating Club and this was to be deleted from the Action List. The Boating Club was dealing with Parks over this matter. · The Asset List was in hand. · The Camp Road tree removal had been escalated to the two General Managers to resolve. It was noted that this needed to be addressed prior to the start of the next tourist season. · The Te Rauone footpath issues would be dealt with as part of the road widening project. There was then discussion about the repairs to the top of the sea wall and achieving consistency throughout. There was discussion on whether this should be dealt with as part of the contract maintenance and the need for clarification on this matter. · The tender for the repair to the Highcliff Road slip would close on 13 June. A request was made for more communication to those affected and the need to have this completed prior to the start of the tourist season was stressed. · Repairs to other slips were also being tendered in June. · Lox Kellas advised that directional arrows would be painted side by side rather than apart. This was to be deleted from the Action List now this project was underway. · Lox Kellas noted that the signage for pull over areas would be done at the same time. Board members were asked to provide location suggestions to Lox Kellas. A suggestion was made for a pull over area at the top of Castlewood Road. · Portobello/Harington Point Road Safety Improvement Project – the Chairperson advised that staff were working hard in the background but it was important that the Council communicated to the community where this project was up to. A consultant had been chosen and would be developing a plan. There would be consultation on the detail of the plan for items such as seat location. · The Hatchery Road slip was part of a repair tender and was to be deleted from the Action List now this process was underway. · In regard to the Tidewater Drive drainage issue the Group Manager Water and Waste reported that the report was complete and there now needed to be information given to the community. Upgrading culverts would not help as the problem was the high tide. However maintenance would be increased. The Board asked for resolution of this ie communication with the person who first raised it and the wider community as appropriate by the next meeting and the Group Manager would discuss this with the Asset and Commercial Manager. She noted that actions might include making sure septic tanks were properly sealed and did not mix with flood waters and there was discussion on whether other things such as plantings might assist. · In regard to the Bayne Terrace steps, the gradient was less steep than anticipated. The community representatives had been asked to do a Health and Safety Plan which they were concerned about and Edna Stevenson would speak to Merrin McCrory to seek the Council's assistance for this part of the project. · Consultation would take place on the bus stop review at an appropriate time. · Turnbulls Bay Quarry was to be removed from the Action List and was to be added to the List for the Safety Improvement Project. · Te Rauone sea wall resource consent variation - this was no longer applicable and was to be deleted from the Action List. · Maintenance of sea walls – the Chairperson advised that an assessment had been completed and a programme of works had been arranged. Christine Neill commented on an area at Papanui Inlet which she would log with Customer Services and draw to the attention of relevant staff. · Issues relating to road edges had been raised with staff and they were aware of these problems. The issue would be addressed for the long-term as part of the Safety Improvements Project. · Members were asked to look at the email circulated recently regarding road closures to ensure that the distribution list was current and to provide any changes to the Chairperson. · The Conway Street culvert matter was with Transport and Laura McElhone would follow this up to ensure that both the school and playcentre had been contacted as agreed.
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Moved (Chairperson Christine Garey/Edna Stevenson):
That the Board
a) Notes the Governance Support Officer's Report.
b) Updates the Action List with the following items and notes that they are either underway or have been transferred to other lists as appropriate:
§ Portobello Pontoon liftout to be deleted. § Memorial seat to be deleted. § Macandrew Bay Pontoon to be deleted. § Tagging removal to be deleted. § Directional arrows to be deleted. § Hatchery Road slip to be deleted. § Turnbulls Bay Quarry to be deleted. § Te Rauone sea wall resource consent variation to be deleted. § Camp Road tree removal to be dealt with prior to next tourist season. § Highcliff Road slip remediation to be dealt with prior to next tourist season and more communication to take place with affected residents. § Portobello/Harington Point Road Safety Improvement Project consultation on plan details. § Tidewater Drive resolution update to be provided. § Bayne Terrace Steps Health and Safety Plan assistance to be requested.
Motion carried (OPCB/2016/013) |
10 Scholarship Application |
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This item had been withdrawn. |
11 Community Plan |
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The Chairperson asked members to report on areas for which they were responsible.
Edna Stevenson reported that a positive meeting had been held about Te Rauone. Progress was being made towards a resource consent application being made by the end of September. The Chairperson extended congratulations to the Committee.
The Chairperson noted that work on ownership of the road parallel to Portobello Road past the cemetery was proceeding well. The Ministry of Education owned part of the road and this matter was still to be resolved.
In terms of road safety in Portobello Lox Kellas reported that a 40 km/h sign was to be installed outside the school. At some stage in the future a school patrol or electronic sign would be considered.
Paul Pope reported that he had met with the Hereweka-Harbour Cone Trust and the walking track issues were progressing well.
The Portobello boat ramp had been raised in the Board's Annual Plan submission to the Dunedin City Council, along with the Board's support for the Coastguard.
Hoani Langsbury commented that hopefully a public toilet for Seal Point Road would be in the next year's Council work plan. Members were asked to provide any feedback from the community to Hoani. There was discussion on monitoring traffic in terms of numbers of visitors and collecting information on vehicle counts to support Board submissions to the Annual Plan.
Edna Stevenson advised that there was no money available for playground upgrades in the next three years. It was agreed, however, that this should be kept in the Community Plan. |
12 Working Parties/Board Area Liaison Updates |
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a) Keep Dunedin Beautiful |
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Paul Pope reported on tagging and graffiti issues that were creeping into the area, Keep New Zealand Beautiful Week to be held in September, and a national meeting in Auckland in October. |
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b) Rural Roads Update |
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Lox Kellas reported that roads were in good condition for the time of year and some had been recently gravelled.
Christine Neill advised of a speedy response to an incident she had reported.
Hoani Langsbury reported on the collapse of cliffs by the tank traps which had created an overhang which was also likely to collapse.
The Board requested a report following the Council's arborist looking at a tree audit on the Peninsula. |
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c) Area Updates |
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Board members provided updates from their areas of responsibility.
It was reported that the wash out of the rock wall at Macandrew Bay would be addressed as part of the contract for the Safety Improvement Project.
Christine Neill advised that rubbish was still being dumped at the Pukehiki recycling site and the community was doing its best to address the problem.
Hoani Langsbury reported that the new rock wall at Te Rauone had been undermined. |
13 Chairperson's Report |
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A report from the Chairperson updated the Board on the following matters of interest since the previous meeting:
· Te Rauone · Next Visitor Season · Community Boards' Executive Committee · Car advertisements – moving images/wrong side or road · Upcoming elections · Meetings/events attended · Diary dates
The Chairperson also reported on the meeting she had attended with Lois Scott from Neighbourhood Support. The matter of training for Board members had also been raised at the regular meeting with the Mayor. She also advised of possible attendees at the next Board meeting.
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Moved (Chairperson Christine Garey/Christine Neill):
That the Board:
Writes to Michael Harrison thanking him for his work for the Board and Otago Peninsula Community.
Motion carried (OPCB/2016/014)
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Moved (Chairperson Christine Garey/Cr Neville Peat):
That the Board:
a) Notes the report from the Chairperson. Motion carried (OPCB/2016/015) |
14 Council Activities |
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Councillor Neville Peat reported on the following items:
· The Council meeting held earlier in the week and the adoption of the Dog Control Bylaw · The Council's Environment Strategy.
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Moved (Cr Neville Peat/Chairperson Christine Garey):
That the Board:
a) Notes the report from the Ward Councillor. Motion carried (OPCB/2016/016) |
The Chairperson thanked Board members for the way they were working with staff on their delegated projects.
The meeting concluded at 12.00 noon.
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CHAIRPERSON
27 June 2016 |
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Strath Taieri Community Board - 26 May 2016
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That the Council: a) Notes Part A items (1-9) of the minutes of the Strath Taieri Community Board meeting held on 26 May 2016. |
Attachments
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Minutes of Strath Taieri Community Board held on 26 May 2016 |
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Strath Taieri Community Board
MINUTES
Unconfirmed minutes of an ordinary meeting of the Strath Taieri Community Board held in the Strath Taieri Community Centre, Middlemarch on Thursday 26 May 2016, commencing at 2.00 pm
PRESENT
Chairperson |
Barry Williams |
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Deputy Chairperson |
Joan Wilson |
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Members |
Russell Anderson |
Bevan Dowling |
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Karen Dunn |
Cr Mike Lord |
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Noel Matthews |
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IN ATTENDANCE |
Kristy Rusher (Manager Civic and Legal) |
1 Public Forum
There was no Public Forum.
2 Apologies There were no apologies. |
3 Confirmation of agenda |
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Moved (Cr Mike Lord/Karen Dunn):
That the Board:
Confirms the agenda with the following addition or alteration:
Addition of Hyde Cemetery Trust grant application, which could not be held over until the next meeting due the availability of volunteer labour, and the need for work to be completed as soon as practicable due to weather conditions.
Motion carried (STCB/2016/007) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
Bevan Dowling declared an interest in the Hyde Cemetery Grant
5 Confirmation of Minutes
5.1 Strath Taieri Community Board meeting - 14 April 2016 |
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Moved (Deputy Chairperson Joan Wilson/Bevan Dowling):
That the Board:
Confirms the minutes of the Strath Taieri Community Board meeting held on 14 April 2016 as a correct record.
Motion carried (STCB/2016/008) |
Part A Reports
6 Governance Support Officer's Report |
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The Governance Support Officer updated the Board on the following matters · Drain Jetting Programme · Taieri River Management Strategy submission · Middlemarch Cemetery update · Pukerangi Sign · NZTA update · Action List Advice was to be sought from the Electoral Officer on the date for the campaign period and advertising for elections.
Joan Wilson would book an advertisement in the Taieri Pet regarding the election timetable.
The Chair advised that the NZTA had not been in contact in regards to the increased presence of yellow lines, after Graeme Hall confirmed he would be.
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Moved (Cr Mike Lord/Bevan Dowling):
That the Board:
Agrees Deputy Chairperson Joan Wilson is to approach NZTA regarding the issue of lack of legal passing areas on State Highway 87 from Middlemarch to Mosgiel and to request the addition of ice signal lights for motorist safety.
Motion carried (STCB/2016/009)
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Moved (Cr Mike Lord/Noel Matthews):
That the Board:
Requests an onsite meeting with Russell Anderson and a Council Roading Inspector explaining a road slumping issue.
Requests Merrin McCrory to attend the onsite meeting and the next Strath Taieri Community Board meeting, and this be added to the Action List.
Motion carried (STCB/2016/010)
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Moved (Karen Dunn/Russell Anderson):
That the Board:
a) Notes the report. b) Approves the removal of completed items from the Action List. c) Approves the addition of requests to the Action List. Motion carried (STCB/2016/011) |
7 Funding |
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Taieri Pipe Band - Anzac Day Service
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Moved (Karen Dunn/Russell Anderson):
That the Board:
Agrees to pay $205.00 to the Taieri Pipe Band for transportation to the Anzac Day Service.
Motion carried (STCB/2016/012)
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Hyde Cemetery Trust
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Moved (Deputy Chairperson Joan Wilson/Karen Dunn):
That the Board:
Agrees to pay $2,000.00 to aid the Hyde Cemetery Trust in the erection of an information shelter to educate visitors about the Hyde Cemetery.
Motion carried (STCB/2016/013) |
7 Chairperson's Report |
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The Chairperson: · Raised concerns about the lack of progress on the Sutton Swing bridge. Engineers were to inspect it to increase the ton weight from 5 – 19 tonnes. This was to be added to the Action List to get an update on progress. |
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· Gravel extraction - applied to Regional Council. |
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· Defibrillator is now located in Cooks yard and has the new battery which was funded by the Community Board. |
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· Hall heating and double glazing. Maintenance was occurring at the wrong time of the year. Weed spraying should occur at a more effective time. Heating and potbelly now to be removed. This was to be added to the Action List and the Property team prompted to install new heating and double glazing. |
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· Add to Action List the outcome of Annual Plan submission for Strath Taieri swimming pool. |
8 Council Activities |
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Councillor Lord gave an update on recent Council activities
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· Annual Plan is completed, the general outcome is Council is looking at doing more and paying more debt. Rate rise under 3% · Election campaigns are being announced. · Flood Report. · Gigatown: 65% of the CBD can now be connected, totally 6,000 connections in the city. · Gravelling targeted in Taieri. · Councillor Kate Wilson passed a resolution at Annual Plan that the Council start to invest in electric cars. |
9 Notification of Agenda Items for Consideration by the Chair |
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A grant application was received from Strath Taieri School for a $2,000.00 contribution to IT equipment.
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The meeting concluded at 3.05 pm.
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CHAIRPERSON
27 June 2016 |
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Mosgiel Taieri Community Board - 31 May 2016
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That the Council: a) Notes Part A items (1-13) and public forum of the minutes of the Mosgiel Taieri Community Board meeting held on 31 May 2016. |
Attachments
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Minutes of Mosgiel Taieri Community Board held on 31 May 2016 |
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Mosgiel Taieri Community Board
MINUTES
Unconfirmed minutes of an ordinary meeting of the Mosgiel Taieri Community Board held in the Downes Room, Mosgiel Service Centre, Hartstonge Avenue, Mosgiel on Tuesday 31 May 2016, commencing at 12.00 pm
PRESENT
Chairperson |
Bill Feather |
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Deputy Chairperson |
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Members |
Sarah Nitis |
Martin Dillon |
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Cr Kate Wilson |
Maurice Prendergast |
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IN ATTENDANCE |
Kristy Rusher, Manager Governance and Legal, Bernie Hawke, Group Manager Arts and Culture, Linda Roxburgh, Mosgiel Librarian. |
Governance Support Officer Arlene Goss
1 Opening
Inspector Jason Guthrie, Area Commander, and other members of the New Zealand Police were invited to attend the meeting and speak at the beginning. However they gave notice that they were running late.
Adjournment of Item |
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Moved (Chairperson Bill Feather/Cr Kate Wilson) that the Board: Adjourns the visit of members of the New Zealand Police until later in the meeting. Motion carried |
2 Public Forum
There was no Public Forum.
3 Apologies
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Moved (Cr Kate Wilson/Member Sarah Nitis) that the Mosgiel Taieri Community Board:
Accepts the apologies of members Mark Willis and Blackie Catlow.
Motion Carried MTCB/2016/001
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4 Confirmation of agenda |
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Moved (Chairperson Bill Feather/Member Maurice Prendergast) that the Board:
Confirms the agenda without addition or alteration except as noted in item 1 above.
Motion carried (MTCB/2016/011) |
5 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
There were no declarations of interest.
6 Confirmation of Minutes
6.1 Mosgiel Taieri Community Board meeting - 19 April 2016 |
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Moved (Member Martin Dillon/Member Sarah Nitis) that the Board:
Confirms the public part of the minutes of the Mosgiel Taieri Community Board meeting held on 19 April 2016 as a correct record.
Motion carried (MTCB/2016/012) |
Part A Reports
7 Library Activity Report |
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The chair invited Bernie Hawke and Linda Roxburgh to the table to speak to the library activity report. Bernie drew their attention to page 12. The new director of City of Literature has started. Also noted the new digital archive for the Lebanese community under item 9 on page 12. Discussion was held on the use of library Wifi. There is a mixture of travellers and local people using this facility. Exploring providing Wifi hot spots on library buses. Noted that an attachment is missing. To be circulated to members by the GSO.
The chairman thanked them for their report.
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Moved (Chairperson Bill Feather/Cr Kate Wilson) that the Board:
a) Notes the report. Motion carried (MTCB/2016/013) |
1 visit from New zealand police |
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District Commander Mike Pannet, Coastal Area commander Jason Guthrie, and Local manager Alistair Dickie were welcomed to the meeting.
The chairman has requested the officers to talk about youth initiatives. Mike Pannet said there is a lot of opportunity for police to work with youth. It's an area worth investment.
He spoke about plans to renovate the police station in Mosgiel. There are opportunities around upgrading or re-building. They would prefer to stay in the same location.
A high level overview of crime in Mosgiel was presented to the board. 538 offenses were recorded this year, a 10% reduction on last year. A survey has shown a reduction in crime and victimisation. Youth crime has peaks and troughs. A very small number of youth offenders. Police have school community officers across the area. One effective package delivered to schools is family violence prevention.
Mosgiel is a safe place to live overall. There are some youth support programmes in the city that are doing good work. Community board members asked questions about youth bullying and updated the officers on a recent grant they have made towards an anti-bullying programme in the high school.
Martin Dillon talked about speed problems on his street. He requested greater police visibility. There has been a recent spike in crashes in Mosgiel, 11 this month. People are driving into parked cars or crashing at intersections.
Officers requested feedback from the members on what is causing concern to people. This helps them to deploy their resources.
The chairman was impressed by the reduction in crime since 2008 given the growth in population in Mosgiel.
Cr Wilson asked about the 2015 flood event and police resourcing. There are things happening with Civil Defence and lessons learned by agencies in the South Dunedin floods. The Mosgiel police are given credit for their work with Civil Defence.
Regarding people driving who shouldn't be - is there enough support and alternatives for those people? Discussion was held on this question. There are a lot of opportunities to encourage people onto buses.
A question was asked on whether a mobility scooter can go on the road at Wingatui, as there is no footpath. Jason Guthrie offered to find a definitive answer and send it to the chairman.
The chairman thanked the officers for their presentation.
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Moved (Chairperson Bill Feather/Member Martin Dillon) that the Board:
a) Notes the presentation from the New Zealand Police. Motion carried (MTCB/2016/014) |
8 Review of Mosgiel/Taieri Community Plan |
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Kristy Rusher advised that the plan did not need to be completed until after the coming elections. At the last election the plan was prepared in draft by the outgoing board and was confirmed by the newly elected board. A community plan developed this year will come into effect in 2017/18.
Discussion moved to the need to consider the strategies in the Community Plan when making decisions on actions. It was agreed that Kristy Rusher would request a template to assist the community board with the alignment of strategies and actions. This is to be added to the action list.
Kristy Rusher offered to ask policy staff to recommend a template that would assist with the need to capture the LTP and different strategies within the Community Plan.
Sarah Nitis would like to incorporate the work of Neighbourhood Support into the plan. This is something the community board could drive. She also suggested the board sponsors an essay competition on local historical matters.
The chairman said the plan needs to reflect what the community board is capable of achieving.
Cr Wilson suggested hosting refugee families in the area. The chairman said he has been guided by social services and the Red Cross.
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9 Governance Support Officer's Report |
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The board considered the grant application guidelines. Kristy Rusher suggested starting with a set of principles regarding grants and circulating this to all boards, with each board able to add its own local content. She noted a request for quotes to be included with funding applications. This is to be added to the action list.
The board discussed allocating the residue of the projects fund to Mr Ferguson. The board decided that the money left in the projects fund should instead go to a previous applicant who they had been unable to fully fund. A resolution was passed (below).
The following changes were requested to the action list: · Access to Gigatown – The board would like a date for when this will occur in Mosgiel. · Gordon/Factory Road Pocket Park – Sarah Nitis to follow up. · Project Fund Grants – GSO to follow up on accountability reports. · Keep Dunedin Beautiful Committee – Cr Wilson to go on the email list and receive meeting dates for this committee. · New action – Information to be requested from NZTA about planting on the roundabout island on SHW87. · Website correction – The name of the community board is incorrect on the DCC website. To be corrected.
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Moved (Chairperson Bill Feather/Member Martin Dillon) that the Board:
a) Notes the report. Motion carried (MTCB/2016/015)
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Moved (Member Martin Dillon/Member Maurice Prendergast) that the Board:
Approves a grant of $140.75 from the projects fund to East Taieri School.
Motion carried (MTCB/2016/016) |
10 Chairperson's Report |
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The chairman has raised the issue of training for elected members and the Mayor has asked council staff to look into aspects of training and what might be put in place for incoming new members, and re-elected old members. Any community board member can request training at any time.
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Moved (Member Sarah Nitis/Member Maurice Prendergast) that the Board:
a) Notes the report from the Chairperson. Motion carried (MTCB/2016/017) |
11 Board Projects/Community Engagement |
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The chairman provided an update from the Festival of the Plain annual general meeting.
The Mosgiel sign has been removed and this project has been taken over by a public benefactor who is covering the cost of this.
Economic Development Manager John Christie is to be invited to the next meeting to speak about economic development. The chairman would like to know how his work impacts on this area. The chairman asked the board members if they have any other specific things they would like to ask him about. Cr Wilson spoke about the need for Mosgiel to be promoted as a place to live, work, play and study.
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12 Council Activities |
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Cr Wilson said things are going well in the city compared with six years ago. She is concerned that storm water issues are considered to only happen in South Dunedin, when there are also issues in other areas including Mosgiel. She would like an education project to let people know more about this issue.
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Moved (Chairperson Bill Feather/Member Sarah Nitis) that the Board:
Notes the report.
Motion Carried MTCB/2016/018
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13 Notification of Agenda Items for Consideration by the Chair |
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There were no items notified. |
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The meeting concluded at 2.24pm.
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CHAIRPERSON
27 June 2016 |
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Chalmers Community Board - 1 June 2016
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That the Council: a) Notes Part A items (1-12) of the minutes of the Chalmers Community Board meeting held on 1 June 2016. |
Attachments
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Minutes of Chalmers Community Board held on 1 June 2016 |
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Chalmers Community Board
MINUTES
Unconfirmed minutes of an ordinary meeting of the Chalmers Community Board held in the Rolfe Room, Port Chalmers Town Hall, Port Chalmers on Wednesday 1 June 2016, commencing at 5.30 pm
PRESENT
Chairperson |
Steve Walker |
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Deputy Chairperson |
Trevor Johnson |
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Members |
Peter Cole |
Angela McErlane |
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Cr Andrew Noone |
Raewynne Pedofski |
IN ATTENDANCE |
Nicola Pinfold (Group Manager Community and Planning), Bernie Hawke (Group Manager Arts and Culture) and Ainslie Heather (Community Librarian Port Chalmers) |
Governance Support Officer Arlene Goss
1 Public Forum
There was no Public Forum.
2 Apologies |
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There were no apologies. |
3 Confirmation of agenda |
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Moved (Chair Steve Walker/Deputy Trevor Johnson) that the Board:
Confirms the agenda with the following addition or alteration:
· An apology from Mel Aitken was removed from the agenda. · An additional, late funding application from Ravensbourne School was added to Item 7. · Trevor Johnson requested to discuss the redaction of personal details from funding applications and the chairman added this to the items in his chairman's report.
Motion carried (CCB/2016/007) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
Declarations of interest were raised during the discussion of funding applications at Item 7, and are recorded in the minutes of that item.
5 Confirmation of Minutes
5.1 Chalmers Community Board meeting - 20 April 2016 |
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Moved (Chair Steve Walker/Deputy Trevor Johnson): that the Board
Confirms the minutes of the Chalmers Community Board meeting held on 20 April 2016 as a correct record.
Motion carried (CCB/2016/001) |
Part A Reports
6 Library Activity Report |
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The report provided a summary of the activities of the Dunedin Public Libraries for the period 1 February to 30 April 2016, with a focus on the activities of the Port Chalmers Library and Service Centre.
Bernie Hawke and Ainslie Heather were present at the meeting to speak to this report. Mr Hawke drew the board's attention to the highlights contained in his report. The installation of Gig wifi is expected to happen within the next couple of months.
The chairman congratulated Mr Hawke on a product called 'Press Display' available in the libraries that allows people to get newspapers from around the world. It includes a translation service so people can read these in their own language.
Ms Heather said complaints have been received regarding a shortage of parking outside the library, especially with road works happening. The subject of disability car parks was discussed and Ms Heather will continue to monitor this situation.
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Moved (Chair Steve Walker/Cr Andrew Noone) that the Board:
a) Notes the report. Motion carried (CCB/2016/009) |
7 Funding Applications |
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Consideration was given to funding applications:
a) West Harbour Beautification for planting in the West harbour area
b) Port Chalmers Golf Club for a refrigerator
c) Port Chalmers Kindergarten for storage shed
d) West Harbour Arts Charitable Trust for a sculpture project
e) Scholarship fund – Annabelle Latta
f) Scholarship fund – James Robinson
A further funding application received on the day of the meeting from Ravensbourne school for an area of native bush was also tabled and read by the community board.
As only two scholarship applications can be given away each year and one has already been given, the Chair suggested the community board give a $500 scholarship to James Robinson and let the application from Annabelle Latta lie on the table until the next meeting, which falls within the next funding round.
The chairman declared a conflict of interest in the applications for the West Harbour Beautification Trust and the Port Chalmers Golf Club. He indicated he would step back from the table when these are discussed.
Discussion was held on whether there were other projects that the board might consider to be worthwhile. It was decided that the applications currently before the board would take priority.
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Moved (Cr Andrew Noone/Member Ange McErlane) that the Board:
Grants the grant application from the West Harbour Beautification Trust for $924.30. Motion carried (CCB/2016/010)
The chairman declared a conflict of interest and stepped back from the table during the consideration of this grant.
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Moved (Member Ange McErlane/Member Raewynne Pedofski) that the Board: Grants the grant application from the Port Chalmers Golf Club for an amount less than what was requested, the amount to be $800. Motion carried (CCB/2016/011)
The chairman and Cr Noone declared a conflict of interest and stepped back from the table during the consideration of this grant.
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Moved (Chair Steve Walker/Member Ange McErlane) that the Board: Grants the grant application from the Port Chalmers Kindergarten for $560. Motion carried (CCB/2016/012)
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Moved (Chair Steve Walker/Member Peter Cole) that the Board: Grants the grant application from the West Harbour Arts Charitable Trust for $500. Motion carried (CCB/2016/013)
Member Trevor Johnson asked for his vote against the motion to be recorded.
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Moved (Cr Andrew Noone/Chair Steve Walker) that the Board: Defers the consideration of a community board scholarship of $500 to Annabelle Latta until the next meeting of the community board. Motion carried (CCB/2016/014)
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Moved (Cr Andrew Noone/Member Raewynne Pedofski) that the Board: Grants a community board scholarship of $500 to James (Jimmy) Robinson to go towards a Young Shakespeare Company Study Trip. Motion carried (CCB/2016/015)
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Moved (Chair Steve Walker/Cr Andrew Noone) that the Board: Grants the grant application from Ravensbourne School for funding towards an area of native bush for an amount less than what was requested, the amount to be $736.74. Motion carried (CCB/2016/016) |
8 Governance Support Officer's Report |
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In a report from Civic an update was provided on actions undertaken on behalf of the Board or other matters of on-going interest including:
a) Project Fund b) Election Timetable c) Action List
The following matters were raised in the discussion of the report:
· Remove the item "District Road, Roseneath" from the action list. · The chairman requested a report on the item "Blueskin Road" to come to the next meeting. · The chairman will take the item "Ellemere Street Traffic Count" to Ruth Stokes for action, as the community board is not happy with the response provided by staff. · Regarding gorse on private land, there is some confusion over who is responsible for taking action. Cr Noone offered to follow up on this matter. · No action has taken place on the Moller Memorial. The staff member who was planning to take action has resigned from Council. · Angela McErlane asked why the gardens at Port Chalmers are not going to be planted seasonally any more. She would like to know if this is true and the reason.
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Moved (Cr Andrew Noone/Deputy Trevor Johnson) that the Board:
Appoints Deputy Trevor Johnson to be the board contact person for the Moller Memorial removal, and if he is not available the chairman Steve Walker will be his replacement.
Motion carried (CCB/2016/017) |
9 Board Representation and Other Responsibilities |
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Board members provided an update on their various representative roles and other responsibilities.
a) Port Environment Liaison Committee
Angela McErlane said she was not able to attend the last meeting. The chairman read a letter from Port Otago asking the community board to appoint a second person to this committee. Angela McErlane was delegated to find someone for this role.
b) Ravensdown Community Liaison Group
Trevor Johnson reported that it is business as usual for this group.
c) Keep Dunedin Beautiful
The chairman said it was worth noting that the 'trees for families' project was successful at the harbour side.
d) Facebook
No report.
e) Vision Port Chalmers
Peter Cole did not have anything to update.
f) SH88 Liaison Group
The Ward Councillor (Andrew Noone) said there will be a meeting on the 23 June at 3pm. Graeme Hall and Roy Johnson will meet with board members and members of the SHW88 group.
g) Funding Applications – Report Back
Raewynne Pedofski has received feedback regarding grants. There are no accountability reports outstanding at present.
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Moved (Chair Steve Walker/Deputy Trevor Johnson) that the Board:
a) Notes the reports provided by board members. Motion carried (CCB/2016/018) |
10 Chairperson's Report |
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The chairperson read out a letter from Mel Aitken to inform the board of her resignation.
The chairperson provided an update on the following matters: · Annual Plan Submission Update – The chairperson has attended the annual plan hearing on behalf of the community board. · Geese at Watson Park – This is a hot topic on the Port Chalmers Facebook group. The chairman provided an update on the geese situation to members. · Swimming Pool Mural – The chairman has met with Bob Scott who will co-ordinate the painting of a mural. · Roading Update – Railway Crossing – KiwiRail has upgraded the crossing, but did not reinstate the footpath. The chairman has been involved in discussions on this issue and reported back to the board. Peter Cole requested that a site meeting be added to the action list, including himself, the chairman and representatives of each party. Nicola Pinfold offered to set up this meeting. · Next Board meeting change of date – The next community board meeting will take place on the 13 July, 2016, instead of the 6 July as previously planned. · Native Tree Planting – State Highway 88 - The replanting has now been done. · Fencing – State Highway 88 - The state of the fencing was raised at the annual plan hearing and Cr Wilson offered to follow this up. This fence needs to be replaced rather than patched. She now has NZTA talking to the council about this issue. · Policing Update – The Board has not heard feedback from Jason Guthrie regarding an enquiry about hours. The chairman requested that this be followed up by the GSO. The chairperson has been contacted by the SPCA regarding their building in Opoho. They are starting a fundraising programme to replace this and seek a letter of support ffrom the board. The members agreed they were happy to do this. Trevor Johnson raised the issue of redactions in the agenda. The personal contact details of applicants has been blacked out to protect their privacy. Raewynne Pedofski said she needs to have the contact details to follow up on the applications. It was agreed that the GSO will bring original copies of application to meetings to allow access to contact details by community board members. |
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Moved (Chair Steve Walker/Cr Andrew Noone) that the Board:
a) Notes the report Motion carried (CCB/2016/019)
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Moved (Deputy Trevor Johnson/Cr Andrew Noone) that the Board:
Requests that the board chairman responds to Mel Aitken's resignation letter thanking her for her efforts and wishing her well for the future. Motion carried (CCB/2016/020) |
11 Council Activities |
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The Ward Councillor provided an update on matters of interest including: · The dog control bylaw has been amended and passed. · During the annual plan deliberations Cr Noone raised the issue of hard-to-maintain sections of the gravel road network and whether a budget for seal extensions should be introduced. A report will come back to Infrastructure Services committee on this. · The Purakaunui Amenities Society will hold an AGM and will be discussing the public toilet. Cr Noone will attend this.
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Moved (Chair Steve Walker/Cr Andrew Noone) that the Board:
a) Notes the report Motion carried (CCB/2016/021)
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12 Notification of Agenda Items |
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· NZTA to report back on alternative plans for cycle/walkway. · Trevor Johnson put in an apology for the next meeting. · Report to be requested from Jason Guthrie, NZ Police, on hours. · Angela McErlane requested that the subject "Wickliffe Terrace footpath, Port Chalmers" be added to the next agenda. She said this needs attention and will bring photos to the next meeting. |
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The meeting concluded at 7.17pm.
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CHAIRPERSON
27 June 2016 |
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Saddle Hill Community Board - 2 June 2016
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That the Council: a) Notes Part A items (1-13) and public forum of the minutes of the Saddle Hill Community Board meeting held on 2 June 2016. |
Attachments
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Minutes of Saddle Hill Community Board held on 2 June 2016 |
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Saddle Hill Community Board
MINUTES
Unconfirmed minutes of an ordinary meeting of the Saddle Hill Community Board held in the Otaru Room, Civic Centre, The Octagon, Dunedin on Thursday 2 June 2016, commencing at 3.30 pm
PRESENT
Chairperson |
Scott Weatherall |
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Deputy Chairperson |
Pam Jemmett |
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Members |
Keith McFadyen |
Leanne Stenhouse |
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Cr Andrew Whiley |
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IN ATTENDANCE |
John Christie (Director, Enterprise Dunedin), Bernie Hawke (Group Manager Arts and Culture), Inspector Jason Guthrie (Area Commander) and Constable Fred Jansen, NZ Police |
Governance Support Officer Lynne Adamson
1 Public Forum
Amanda Reid – Greater Green Island Community Network
Ms Reid introduced herself and advised that she had recently been appointed the Greater Green Island Community Worker for Green Island. She would work alongside Ms Stenhouse who was employed for 10 hours per week by the Network. They would be based at the Green Island Police Station between 9.00 am and 3.00 pm on Monday and Wednesdays and at the Presbyterian Support premises in Moray Place at other times.
Ms Reid advised that a survey on the perceptions of neighbourhoods, amenities and facilities and key issues had been undertaken with approximately 1200 households across the greater Green Island area. They hoped for the results to be finalised by August at which time a community meeting would be held to advance some of the ideas that had been raised. Ms Reid spoke of the monthly community newsletter which was being produced and offered the Board the opportunity to place items of interest in it. She commented that they hoped to launch the website in August.
Neil Kennedy – Ocean View Domain
Mr Kennedy advised that whereas he now resided in Waikouaiti, he had strong ties with the area having lived a lot of his life in Brighton.
Mr Kennedy commented on Freedom Camping and advised that he had been a member of the Motor Caravan Association for the past 24 years and explained that people did not understand the difference between self-contained and non-self-contained vehicles. He commended the Board for their proactive attitude with respect to campers at the Ocean View Domain. Mr Kennedy commented that in his opinion the campers should pay a fee to camp at the Domain.
Mr Kennedy felt that it was time for Council to look outside the square with respect to the identification of appropriate camping sites as the grounds at Ocean View and Warrington were overcrowded.
2 Apologies |
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Moved (Scott Weatherall/ Keith McFadyen): that the Board
Accepts the apologies from John Moyle and Jonathan Usher.
Motion carried (SHCB/2016/005) |
3 Confirmation of agenda |
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Moved (Chairperson Scott Weatherall/ Pam Jemmett): that the Board
Confirms the agenda without addition or alteration
Motion carried (SHCB/2016/006) |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
Ms Stenhouse advised that she had accepted a position working 10 hours per week as a Community Worker for the Greater Green Island Community Network. She advised that some of the work of the Community Board and Greater Green Island Community Network did overlap which she saw as an advantage for her role on the Board. Ms Stenhouse advised that any costs she sought reimbursement for from the Saddle Hill Community Board would be used for Board functions only.
5 Confirmation of Minutes
5.1 Saddle Hill Community Board meeting - 21 April 2016 |
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Moved (Pam Jemmett/ Leanne Stenhouse): that the Board
Confirms the public part of the minutes of the Saddle Hill Community Board meeting held on 21 April 2016 as a correct record.
Motion carried (SHCB/2016/007) |
Part A Reports
6 Update from NZ Police |
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Inspector Jason Guthrie (Area Commander) and Constable Fred Jansen provided a high level overview of crime over the Otago area and advised that overall Dunedin was a safe place to live. Inspector Guthrie advised that the Police supported a proactive approach to policing whereby their strategy was prevention first.
They commented on the recent robbery of the Brighton Store and Constable Jansen advised that he had visited the store a week earlier to provide advice on how to handle such incidents. They spoke of the incident when a child had been approached in Fairfield and praised the child for their quick thinking and alert behaviour. Constable Jansen commented on the continual proactive approach by the Fairfield community to ensure their children remained safe.
The Board raised concerns with the rising problem of animal carcasses being dumped in the Brighton area which was noted by Inspector Guthrie and Constable Jansen.
The Chair thanked Constable Jansen for his ongoing work in the community and thanked them both for their valuable input.
The Chair requested that their congratulations and thanks be passed on to Inspector Mel Aitken and Sergeant Steve Aitken for their contribution to the Dunedin policing and for their community work and wished them well with their new posts at the West Coast.
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7 Confirmation of Agenda |
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It was noted that this item had been covered as Item 3. |
8 Library Activity Report |
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The Group Manager Arts and Culture (Bernie Hawke) provided an update on library activities across the city and in specific items of interest in the Board area.
Mr Hawke commented on the appointment of Nicky Page as Director for City of Literature and advised that she would be happy to attend a meeting if the Board wished. They confirmed they would welcome the opportunity for Ms Page to meet the Board and provide any relevant information.
Mr Hawke spoke of the launch of the Library’s new Community Digitisation Centre and digital archive which took place on 27 April 2016. He commented that the resource had been made possible by a generous donation from the Cedars of Lebanon Club on behalf of the Lebanese community of Dunedin. Mr Hawke encouraged community groups, organisations and family groups to digitise their information and advised that there was no cost for this service. He commented that they were seeking volunteers to write information provided and attach to the photographs.
There was a discussion on the book bus and the downturn in use in the Fairfield area. The Board queried whether more advertising or different stops would help, they also questioned the temporary location of the book bus stop in Brighton. Mr Hawke advised that he would have the Mobile and Home Services Team Leader liaise with the Board on these matters.
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Moved (Leanne Stenhouse/Cr Andrew Whiley): that the Board
a) Notes the report b) Requests that Nicky Page attend a meeting Motion carried (SHCB/2016/008) |
9 Governance Support Officer's Report |
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The Governance Support Officer provided an update on items of interest including:
· Project Fund – The Board agreed that the remaining funds be contributed towards the purchase of materials required for the painting of the mural at Walton Park. · Election Timetable · Walton Park Mural – The Board considered the options provided for the mural and agreed that their preference was option 3. It was agreed that they would provide the school with the options and seek an opinion from the children involved. · Action List – The Board requested that the surfacing of the track at Walton Park be placed back on the action list. They requested that staff update the issues identified as a result of the drive around with the road safety team and noted that the Brighton parking issues identified were not related to the South Seas Gallery parking problems. They stressed their preference for consistency and would like a community consultation to be undertaken on Brighton Footpaths. The Board spoke of their nervousness regarding potential flooding issues in Ocean View should there be heavy rainfall and commented they would like staff to continue to monitor and upgrade/clear vegetation as necessary. · Fairfield Community Meeting – A meeting to discuss the development of a Community Response Plan would be held at 6.30 pm on Tuesday 28 June 2016 in the Fairfield Community Hall. Members would distribute flyers to all households. It was agreed that the $65.00 printing charge would be funded from the Project Fund. |
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Moved (Scott Weatherall/ Keith McFadyen): that the Board
a) Notes the Governance Support Officer’s Report b) Approves Option 3 as the approved design for the Walton Park Mural. c) Approves up to $700.00 being the remainder of the project fund be allocated to be used towards the purchase of materials for the Walton Park Mural project. d) Approves the addition of items on Brighton parking and Ocean View flooding issues to the Action List and the change of the Brighton Parking from completed to current. e) Approves the cost of $65.00 for printing of flyers for the upcoming Community Meeting in Fairfield. Motion carried (SHCB/2016/009) |
10 BOARD UPDATES |
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Cuppa and Conversation |
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Ms Stenhouse and Mr McFadyen advised that 30-35 people had attended the Brighton Cuppa and Conversation morning tea held on Wednesday 1 June. |
11 Chairperson's Report |
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The Chair (Scott Weatherall) provided a verbal update on items of interest including:
· Youth Ambassador Award – The Chair commented that he was endeavouring to arrange a suitable time for Madeline Guthrie to speak to pupils at Fairfield School. He noted that due to her school commitments this needed to be when Fairfield School was open and a teachers only day for her school. · Saddle Hill Quarry – There was a discussion on the Saddle Hill Quarry and the Chair advised that there was an opportunity for the Board to present a submission. It was agreed that there must be a lot of local information on the history of the quarrying and that it would be beneficial to identify the best means to gather the information. · Local Government NZ Conference · Freedom Camping – it was noted that a report providing an update on Freedom Camping would be presented to the Planning and Regulatory Committee meeting to be held on Tuesday 7 June 2016. · Fairfield Community Meeting – Mr McFadyen advised that he would be an apology for the meeting. · Illegal Dumping – this was becoming more prevalent in the community and it was agreed that Council staff would be asked if “No Dumping” signs could be installed. · Resignation of Lisa Wheeler – Ms Wheeler had resigned from the Council following 28 years of services in the Parks and Recreation Team. The Board noted their appreciation of all the work and support she had provided to the community.
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12 Council Activities |
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The Ward Councillor (Andrew Whiley) provided an update on the following Council activities:
· 2GP – the hearings had commenced · Dog Control Bylaw – the bylaw had been adopted at the last Council meeting. · Parks and Reserves and Cemetery Maintenance Contracts – Cr Whiley advised that City Care had been awarded the contract for parks and reserves and explained the changes with the main benefit of all work being undertaken in one visit. He commented that Delta had been awarded the cemetery maintenance contract. · Tree maintenance
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13 NOTIFICATION OF AGENDA ITEMS FOR CONSIDERATION BY THE CHAIR |
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The following items were identified: · A list of significant trees in the Board area · Mr Christie commented on the structure of Enterprise Dunedin and advised that they would provide an update at any time suitable to the Board.
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The meeting concluded at 5.00 pm.
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CHAIRPERSON
Council 27 June 2016 |
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Adoption of the 2016/17 Annual Plan
Department: Community and Planning
EXECUTIVE SUMMARY
1 To recommend the adoption of the 2016/17 Annual Plan.
2 This report outlines the legislative requirements for development and adoption of an Annual Plan.
That the Council: a) Adopts the 2016/17 Annual Plan b) Authorises the Council’s Chief Executive Officer, in consultation with the Mayor, to make any minor editorial changes resulting from the final quality checks that will occur prior to the final printing of the document.
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BACKGROUND
3 Under the Local Government Act 2002 s95, the Council must prepare and adopt an Annual Plan for each financial year. The Annual Plan must be adopted prior to the commencement of the year to which it relates.
4 The purpose of an Annual Plan is to contain the budget and funding impact statement for the year concerned. It should also identify any variation from the financial statements and funding impact statement included in the Long Term Plan for that year.
5 This report formalises the Council's adoption of the 2016/17 Annual Plan, prior to the implementation and commencement of the new financial and planning year beginning on 1 July 2016.
DISCUSSION
Decision making and Development of the Annual Plan document
6 The Council met to hear submissions, deliberate and make final decisions regarding submissions on the 2016/17 Annual Plan submissions and feedback from 4 – 5 May and 10 - 12 May 2016. A final Annual Plan document has been developed based on the supporting documents utilised during the consultation process and reflects the resolutions made by the Council at this meeting. The Council can now complete the final step in the planning process and adopt the 2016/17 Annual Plan prior to the commencement of the new financial year on 1 July 2016.
Final Quality Checks
7 The 2016/17 Annual Plan document as attached to this report has been proof read and the Funding Impact Statement has been subject to legal review.
8 The short timeframe between adopting this plan and the statutory obligation to have a 2016/17 Annual Plan in place by the commencement of the 2016/17, means that only minor editorial changes can now be made to the document.
9 Any required editorial changes can be achieved through delegating authority to approve editorial changes, in consultation with the Mayor, to the Chief Executive.
OPTIONS
10 Not applicable.
NEXT STEPS
11 Once adopted the 2016/17 Annual Plan will have any required editorial changes made, be subject to a final quality check and be printed for public distribution in hard copy. A copy of the Annual Plan will be available on the website from 1 July 2016.
12 Print copies of the Annual Plan will be available for the public by mid July 2016.
Signatories
Author: |
Jane Nevill - Corporate Planner |
Authoriser: |
Nicola Pinfold - Group Manager Community and Planning Simon Pickford - General Manager Services and Development |
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Title |
Page |
2016/17 Annual Plan For Adoption - 27 June 2016 (Under Separate Cover) |
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SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This report enables democratic local decision making and action by the consultation on and subsequent development and adoption of the 2016/17 Annual Plan document. |
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Fit with strategic framework
The Council’s strategic framework was considered in decision making on the 2016-17 Annual Plan. |
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Māori Impact Statement There are no known impacts for tangata whenua, other than what has been evaluated on other strategies. |
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Sustainability The public are encouraged to use online resources to view the 2016/17 Annual Plan and will receive feedback on the outcome of decision making online where possible. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The 2016/17 Annual Plan contains the budgets for the 2016/17 year in the 2016/17-2024/25 Long Term Plan, as legislatively required. |
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Financial considerations The 2016/17 Annual Plan forecasts budgets and the funding impact statement for 2016/17. |
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Significance The 2016/17 Annual Plan has been developed in accordance with the Council’s Significance and Engagement Policy, and sections 95 and 95A of the Local Government Act 2002. |
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Engagement – external Community consultation on the 2016/17 Annual Plan was carried out in accordance to Sections 82 and 95A of the Local Government Act 2002. |
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Engagement - internal Staff from all affected areas have been asked for input. |
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Risks: Legal / Health and Safety etc. There are no known risks. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards The 2016/17 Annual Plan confirms funding for Community Boards in the 2016/17 year. |
Council 27 June 2016 |
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Setting of Rates for the 2016/17 Financial Year
Department: Finance
EXECUTIVE SUMMARY
1 The Council has adopted the 2016/17 Annual Plan including the Funding Impact Statement. Council now needs to resolve to set the rates as provided for in the Funding Impact Statement.
That the Council: a) Set the following rates under the Local Government (Rating) Act 2002 on rating units in the district for the financial year commencing 1 July 2016 and ending on 30 June 2017. 1 General Rate A general rate set under section 13 of the Local Government (Rating) Act 2002 made on every rating unit, assessed on a differential basis as described below: · A rate of 0.3159 cents in the dollar (including GST) of capital value on every rating unit in the "residential" category. · A rate of 0.3001 cents in the dollar (including GST) of capital value on every rating unit in the "lifestyle" category. · A rate of 0.7739 cents in the dollar (including GST) of capital value on every rating unit in the "commercial" category. · A rate of 0.7013 cents in the dollar (including GST) of capital value on every rating unit in the "commercial Strath Taieri" category. · A rate of 0.5527 cents in the dollar (including GST) of capital value on every rating unit in the "residential heritage bed and breakfasts" category. · A rate of 0.2527 cents in the dollar (including GST) of capital value on every rating unit in the "farmland" category. · A rate of 0.0647 cents in the dollar (including GST) of capital value on the Forsyth Barr Stadium. 2 Community Services Rate A targeted rate for community services, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · $227.00 (including GST) per separately used or inhabited part of a rating unit for all rating units in the "residential, residential heritage bed and breakfasts, lifestyle and farmland" categories. · $227.00 (including GST) per rating unit for all rating units in the "commercial, commercial Strath Taieri and Forsyth Barr Stadium" categories. 3 Kerbside Recycling Rate A targeted rate for kerbside recycling, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · $66.30 (including GST) per separately used or inhabited part of a rating unit for all rating units in the "residential, residential heritage bed and breakfasts, lifestyle and farmland" categories. · $66.30 (including GST) per rating unit for all rating units in the "commercial and commercial Strath Taieri" categories. 4 Drainage Rates A targeted rate for drainage, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · $482.00 (including GST) per separately used or inhabited part of a rating unit for all rating units in the "residential, residential heritage bed and breakfasts, lifestyle and farmland" categories and which are "connected" to the public sewerage system. · $241.00 (including GST) per separately used or inhabited part of a rating unit for all rating units in the "residential, residential heritage bed and breakfasts, lifestyle and farmland" categories and which are "serviceable" by the public sewerage system. · $482.00 (including GST) per rating unit for all rating units in the "commercial, residential institution, schools and Forsyth Barr Stadium" categories and which are "connected" to the public sewerage system. · $241.00 (including GST) per rating unit for all rating units in the "commercial, residential institution and schools" categories and which are "serviceable" by the public sewerage system. · $102.25 (including GST) per rating unit for all rating units in the "church" category and which are "connected" to the public sewerage system. Rating units which are not "connected" to the scheme and which are not "serviceable" will not be liable for this rate. Drainage is a combined targeted rate for sewage disposal and stormwater. Sewage disposal makes up 86.9% of the drainage rate, and stormwater makes up 13.1%. Non-rateable land will not be liable for the stormwater component of the drainage targeted rate. Rates demands for the drainage targeted rate for non-rateable land will therefore be charged at 86.9%. 5 Commercial Drainage Rates – Capital Value A targeted rate for drainage, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · A rate of 0.2856 cents in the dollar (including GST) of capital value on every rating unit in the "commercial and residential institution" category and which are "connected" to the public sewerage system. · A rate of 0.1428 cents in the dollar (including GST) of capital value on every rating unit in the "commercial" category and which are "serviceable" by the public sewerage system. · A rate of 0.2142 cents in the dollar (including GST) of capital value on every rating unit in the "school" category and which are "connected" to the public sewerage system. · A rate of 0.1071 cents in the dollar (including GST) of capital value on every rating unit in the "school" category and which are "serviceable" by the public sewerage system. · A rate of 0.0243 cents in the dollar (including GST) of capital value on the Forsyth Barr Stadium. This rate shall not apply to properties in Karitane, Middlemarch, Seacliff, Waikouaiti and Warrington. This rate shall not apply to churches. Drainage is a combined targeted rate for sewage disposal and stormwater. Sewage disposal makes up 86.9% of the drainage rate, and stormwater makes up 13.1%. Non-rateable land will not be liable for the stormwater component of the drainage targeted rate. Rates demands for the drainage targeted rate for non-rateable land will therefore be charged at 86.9%. 6 Water Rates A targeted rate for water supply, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · $372.00 (including GST) per separately used or inhabited part of any "connected" rating unit which receives an ordinary supply of water within the meaning of the Dunedin City Bylaws excepting properties in Karitane, Merton, Rocklands/Pukerangi, Seacliff, Waitati, Warrington, East Taieri, West Taieri and North Taieri. · $186.00 (including GST) per separately used or inhabited part of any "serviceable" rating unit to which connection is available to receive an ordinary supply of water within the meaning of the Dunedin City Bylaws excepting properties in Karitane, Merton, Rocklands/Pukerangi, Seacliff, Waitati, Warrington, East Taieri, West Taieri and North Taieri. · $372.00 (including GST) per unit of water being one cubic metre (viz. 1,000 litres) per day supplied at a constant rate of flow during a full 24 hour period to any "connected" rating unit situated in Karitane, Merton, Seacliff, Waitati, Warrington, West Taieri, East Taieri or North Taieri. · $186.00 (including GST) per separately used or inhabited part of any "serviceable" rating unit situated in Waitati, Warrington, West Taieri, East Taieri or North Taieri. This rate shall not apply to the availability of water in Merton, Karitane or Seacliff. 7 Fire Protection Rates A targeted rate for the provision of a fire protection service, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · A rate of 0.0865 cents in the dollar (including GST) of capital value on all rating units in the "commercial" category. This rate shall not apply to churches. · A rate of 0.0649 cents in the dollar (including GST) of capital value on all rating units in the "residential institution" category. · A rate of 0.0097 cents in the dollar (including GST) of capital value on the Forsyth Barr Stadium. · $111.60 (including GST) for each separately used or inhabited part of a rating unit within the "residential, residential heritage bed and breakfasts, lifestyle and farmland" category that is not receiving an ordinary supply of water within the meaning of the Dunedin City Bylaws. 8 Water Rates – Quantity of Water A targeted rate for the quantity of water provided to any rating unit fitted with a water meter, being an extraordinary supply of water within the meaning of the Dunedin City Bylaws, set under section 19 of the Local Government (Rating) Act 2002, according to the following scale of charges (GST inclusive):
Where the supply of a quantity of water is subject to this Quantity of Water Targeted Rate, the rating unit will not be liable for any other targeted rate for the supply of the same water. 9 Allanton Drainage Rate A targeted rate for the capital contribution towards the Allanton Wastewater Collection System, set under section 16 of the Local Government (Rating) Act 2002, of $411.00 (including GST) per rating unit, to every rating unit paying their contribution towards the scheme as a targeted rate over 20 years. Liability for the rate is on the basis of the provision of the service to each rating unit. The Allanton area is shown in the map below: 10 Blanket Bay Drainage Rate A targeted rate for the capital contribution towards the Blanket Bay Drainage System, set under section 16 of the Local Government (Rating) Act 2002, of $636.00 (including GST) per rating unit, to every rating unit paying their contribution towards the scheme as a targeted rate over 20 years. Liability for the rate is on the basis of the provision of the service to each rating unit. The Blanket Bay area is shown in the map below: 11 Curles Point Drainage Rate A targeted rate for the capital contribution towards the Curles Point Drainage System, set under section 16 of the Local Government (Rating) Act 2002, of $749.00 (including GST) per rating unit, to every rating unit paying their contribution towards the scheme as a targeted rate over 20 years. Liability for the rate is on the basis of the provision of the service to each rating unit. The Curles Point area is shown in the map below: 12 Private Drainage Warrington Rate A targeted rate for the rating unit at 26 Bay Road, Warrington, set under section 16 of the Local Government (Rating) Act 2002, of $1,517.10 (including GST) to recover the cost of connecting to the public sewer. Liability for the rate is on the basis of the provision of the service to each rating unit. 13 Warm Dunedin Targeted Rate Scheme A targeted rate for the Warm Dunedin Targeted Rate Scheme, set under section 16 of the Local Government (Rating) Act 2002, per rating unit in the Warm Dunedin Targeted Rate Scheme. The targeted rate scheme provides a way for homeowners to install insulation and/or clean heating. The targeted rate covers the cost and an annual interest rate. The interest rates have been and will be: Rates commencing 1 July 2014 8% Rates commencing 1 July 2015 and 1 July 2016 8.3% 14 Heritage Earthquake Strengthening Targeted Rate Scheme A targeted rate for the Heritage Earthquake Strengthening Targeted Rate Scheme, set under section 16 of the Local Government (Rating) Act 2002, per rating unit in the Heritage Earthquake Strengthening Targeted Rate Scheme. The targeted rate scheme provides a way for building owners to make physical seismic improvements to heritage buildings. The targeted rate covers the cost and an annual interest rate. The interest rate will be 8.3%. 15 Private Street Lighting Rate A targeted rate for the purpose of recovering the cost of private street lights, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · $149.40 (including GST) per private street light divided by the number of separately used or inhabited parts of a rating unit for all rating units in the "residential and lifestyle" categories in the private streets as identified in the schedule below. · $149.40 (including GST) per private street light divided by the number of rating units for all rating units in the "commercial" category in the private streets as identified in the schedule below.
16 Tourism/Economic Development Rate A targeted rate for Tourism/Economic Development, set under section 16 of the Local Government (Rating) Act 2002, assessed on a differential basis as follows: · 0.0154 cents in the dollar (including GST) of capital value on every rating unit in the "commercial" category. · 0.0132 cents in the dollar (including GST) of capital value on every rating unit in the "commercial Strath Taieri" category. · 0.0014 cents in the dollar (including GST) of capital value on the Forsyth Barr Stadium. Differential Matters and Categories b) Adopt the following differential categories for the 2016/17 financial year. The differential categories are determined in accordance with the Council's land use codes. The Council's land use codes are based on the land use codes set under the Rating Valuation Rules 2008 and are set out in Attachment A. In addition, the Council has established categories for residential institutions, residential heritage bed and breakfasts, the Forsyth Barr Stadium, churches, and schools. 1 Differentials Based on Land Use The Council uses this matter to: · Differentiate the general rate. · Differentiate the community services rate. · Differentiate the private street lighting rate. · Differentiate the fire protection rate. · Differentiate the kerbside recycling rate. · Differentiate the Tourism/Economic Development rate. The differential categories based on land use are: · Residential – includes all rating units used for residential purposes including single residential, multi unit residential, multi-use residential, residential special accommodation, residential communal residence dependant on other use, residential bach/cribs, residential carparking and residential vacant land. · Residential Heritage Bed and Breakfasts – includes all rating units meeting the following description: · Bed and breakfast establishment; and · Classified as commercial for rating purposes due to the number of bedrooms (greater than four); and · Either: · the majority of the establishment is at least 80 years old, or · the establishment has Heritage New Zealand Pouhere Taonga Registration, or · the establishment is a Dunedin City Council Protected Heritage Building as identified in the District Plan; and · The bed and breakfast owner lives at the facility. · Lifestyle – includes all rating units with Council's land use codes 2, 20, 21, 22 and 29. · Commercial Strath Taieri – includes all rating units not otherwise categorised as Residential, Residential Heritage Bed and Breakfasts, Lifestyle, or Farmland in the Strath Taieri area. · Commercial – includes all rating units with land uses not otherwise categorised as Residential, Residential Heritage Bed and Breakfasts, Lifestyle, Commercial Strath Taieri, Farmland or Forsyth Barr Stadium. · Farmland - includes all rating units used solely or principally for agricultural or horticultural or pastoral purposes. · Forsyth Barr Stadium – this includes land at 130 Anzac Avenue, Dunedin, Assessment 4024687, Valuation reference 27190-01402-A. 2 Differentials Based on Land Use and Provision or Availability of Service The Council uses these matters to differentiate the drainage rate and the commercial drainage rate. The differential categories based on land use are: · Residential – includes all rating units used for residential purposes including single residential, multi-unit residential, multi-use residential, residential special accommodation, residential communal residence dependant on other use, residential bach/cribs, residential carparking and residential vacant land. · Residential Heritage Bread and Breakfasts – includes all rating units meeting the following description: · Bed and breakfast establishment; and · Classified as commercial for rating purposes due to the number of bedrooms (greater than four); and · Either: · the majority of the establishment is at least 80 years old or · the establishment has Heritage New Zealand Pouhere Taonga Registration or · the establishment is a Dunedin City Council Protected Heritage Building as identified in the District Plan; and · The bed and breakfast owner lives at the facility. · Lifestyle - includes all rating units with Council's land use codes 2, 20, 21, 22 and 29. · Farmland - includes all rating units used solely or principally for agricultural or horticultural or pastoral purposes. · Commercial – includes all rating units with land uses not otherwise categorised as Residential, Residential Heritage Bed and Breakfasts, Lifestyle, Farmland, Residential Institutions, Forsyth Barr Stadium, Churches or Schools. · Forsyth Barr Stadium – this includes land at 130 Anzac Avenue, Dunedin, Assessment 4024687, Valuation reference 27190-01402-A. · Residential Institutions - includes only rating units with the Council's land use codes 95 and 96. · Churches – includes all rating units used for places of religious worship. · Schools - includes only rating units used for schools that do not operate for profit. The differential categories based on provision or availability of service are: · Connected – any rating unit that is connected to a public sewerage drain. · Serviceable – any rating unit that is not connected to a public sewerage drain but is capable of being connected to the sewerage system (being a property situated within 30 metres of a public drain). 3 Differentials Based on Provision or Availability of Service The Council uses this matter to differentiate the water rates. The differential categories based on provision or availability of service are: · Connected – any rating unit that is supplied by the water supply system. · Serviceable – any rating unit that is not supplied but is capable of being supplied by the water supply system (being a rating unit situated within 100 metres of the nearest water supply). Minimum Rates c) Approves that where the total amount of rates payable in respect of any rating unit is less than $5.00 including GST, the rates payable in respect of the rating unit shall be such amount as the Council determines but not exceeding $5.00 including GST. Low Value Rating Units d) Approves that rating units with a capital value of $3,500 or less will only be charged the general rate. Land Use Codes e) Approves that the land use codes attached to this report are adopted as the Council's land use codes for the purpose of the rating method. Separately Used or Inhabited Part of a Rating Unit f) Adopts the following definition of a separately used or inhabited part of a rating unit: "A separately used or inhabited part of a rating unit includes any portion inhabited or used by the owner/a person other than the owner, and who has the right to use or inhabit that portion by virtue of a tenancy, lease, licence, or other agreement. This definition includes separately used parts, whether or not actually occupied at any particular time, which are provided by the owner for rental (or other form of occupation) on an occasional or long term basis by someone other than the owner. For the purpose of this definition, vacant land and vacant premises offered or intended for use or habitation by a person other than the owner and usually used as such are defined as 'used'. For the avoidance of doubt, a rating unit that has a single use or occupation is treated as having one separately used or inhabited part." Lump Sum Contributions g) Approves that no lump sum contributions will be sought for any targeted rate. Rating by Instalments h) Approves the following schedule of rates to be collected by the Council, payable by four instalments. The City is divided into four areas based on Valuation Roll Numbers, as set out below:
Area 4 comprises ratepayers with multiple assessments who pay on a schedule. Due Dates for Payment of Rates i) Approves the due dates for all rates with the exception of water rates, which are charged based on water meter consumption, will be payable in four instalments due on the dates below:
Water meter invoices are sent separately from other rates at intervals depending on the quantity of water consumed. Penalties j) Resolves to charge the following penalties on unpaid rates: 1 A charge of 10% will be added to the amount of any instalment remaining unpaid the day after the instalment due date set out above. 2 Where a ratepayer has not paid the first instalment by the due date of that instalment, and has paid the total rates and charges in respect of the rating unit for the 2016/17 rating year by the due date of the second instalment the 10% additional charge shall be remitted. 3 An additional charge of 10% shall be added to rates, including additional charges, which have been levied in any previous financial year and which remain unpaid on 1 October 2016. 4 An additional charge of 10% shall be added to rates for any previous financial year, including additional charges, to which an additional charge has been added under Paragraph (3) and which remain unpaid on 1 April 2017. Assessing and Recovering Rates k) Approves that the Chief Executive Officer, Group Chief Financial Officer, Financial Controller and Rates and Revenue Team Leader be authorised to take all necessary steps to assess and recover the above rates. |
BACKGROUND
2 The proposed rating method for 2016/17 formed part of the supporting documents for the 2016/17 Annual Plan Consultation.
DISCUSSION
3 The rating method for the 2016/17 year incorporates a revised definition of a separately used or inhabited part of a rating unit and a scheduled change to the general rate differential.
Separately Used or Inhabited Part of a Rating Unit (SUIP)
4 One of the factors the Council uses for rating is a separately used or inhabited part of a rating unit (SUIP). The definition of a SUIP is not defined in legislation but is required to be defined in the Funding Impact Statement. The current definition is as follows:
"For each category of rateable land includes, in addition to any portion occupied by the ratepayer, any portion of a separately rateable property used or inhabited by any person, other than the ratepayer, having a right to use or inhabit that portion by virtue of a tenancy, lease, licence, or other agreement."
5 Recent legal challenges in some parts of the country have prompted updated sector guidance to be issued on the definition of a SUIP. The recent challenge reflects the impracticality of confirming whether separate parts of a rating unit are actually occupied or inhabited as at 30 June for the purposes of rating on that factor in the following financial year.
6 A way of addressing the reality that a separate part may not actually be separately occupied all the time or particularly as at 30 June, is to avoid reference in the definition to capability or separate use.
7 This change will not change the way any property is currently rated but it will provide clarity in the definition. An updated definition was included in the Supporting Documents for the 2016/17 Annual Plan Consultation as follows:
"A separately used or inhabited part of a rating unit includes any portion inhabited or used by the owner/a person other than the owner, and who has the right to use or inhabit that portion by virtue of a tenancy, lease, licence, or other agreement.
This definition includes separately used parts, whether or not actually occupied at any particular time, which are provided by the owner for rental (or other form of occupation) on an occasional or long term basis by someone other than the owner.
For the purpose of this definition, vacant land and vacant premises offered or intended for use or habitation by a person other than the owner and usually used as such are defined as 'used'.
For the avoidance of doubt, a rating unit that has a single use or occupation is treated as having one separately used or inhabited part."
General Rate Differential: Commercial (Non-residential) Properties in Strath Taieri
8 In the 2011/12 Annual Plan the Council included a proposal to increase the general rate differential for commercial properties in the Strath Taieri area over a period of seven years. Commercial properties in the Strath Taieri area have historically paid the same general rate as residential properties. This differential was introduced to reflect the different economic situation of the Strath Taieri area.
9 The Council reviewed this arrangement and after considering the change in economic activity for the area, particularly since the success of the Rail Trail, and the fact that the city doesn't have these arrangements for any other areas of the city, the Council commenced a seven year phase-in to increase the general rate differential for commercial properties in Strath Taieri to the full commercial general rate.
10 The phase-in also applies to the Tourism/Economic Development targeted rate. Commercial properties in Strath Taieri will pay the full commercial Tourism/Economic Development targeted rate by the 2017/18 year.
Results of Consultation
11 As a result of the submissions received during the 2016/17 Annual Plan consultation period, the Council have requested that reports on the following items be reported back to the July 2016 Finance Committee.
"That the Finance Committee seeks reports for its meeting on 18 July 2016 on:
a) Rating adjustment possibilities for:
· retirement village licence to occupy houses;
· Maori freehold land
b) Consideration of rating policies for residential properties being used for short term commercial rental and/or multiple studio rooms."
Limit on "Fixed" Charging
12 Section 21 of the Local Government (Rating) Act 2002 includes a limit on certain rates. In any one year, the Council may not collect more than 30% of its total rates revenue by way of:
· Any uniform annual general charge.
· Any targeted rate that is calculated as a fixed amount per rating unit or separately used or inhabited part of a rating unit (and which is not used solely for water supply or sewage disposal).
13 The Council doesn't use a uniform annual general charge. The relevant targeted rates for the 2016/17 year are the kerbside recycling rate, the community services rate, the drainage fixed charge, and the private street lighting rate. These rates equate to 25% of total rates revenue.
OPTIONS
14 The option provided is to set rates in accordance with the Local Government Act 2002 and the Local Government (Rating) Act 2002 in order to provide rates funding in the 2016/17 year as outlined in the 2016/17 Annual Plan.
NEXT STEPS
15 The Council can now set and assess the rates described in its Funding Impact Statement.
Signatories
Author: |
Carolyn Allan - Senior Management Accountant |
Authoriser: |
Gavin Logie - Financial Controller Grant McKenzie - Group Chief Financial Officer |
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Title |
Page |
Dunedin City Council Land Use Codes |
118 |
SUMMARY OF CONSIDERATIONS |
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Fit with purpose of Local Government This decision enables the Council to collect the necessary rates funding in order to provide local infrastructure, public services and regulatory functions for the community. |
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Fit with strategic framework
This decision fits with the strategic framework because it provides the necessary rates funding to implement the activities outlined in the 2016/17 Annual Plan. |
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Māori Impact Statement There are no known impacts for tangata whenua. |
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Sustainability There are no implications for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The Council has adopted the 2016/17 Annual Plan and can now set and assess the rates described in its Funding Impact Statement. |
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Financial considerations The Council has adopted the 2016/17 Annual Plan and can now set and assess the rates described in its Funding Impact Statement. |
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Significance The decision sets the rates for the 2016/17 year as outlined in the 2016/17 Annual Plan. |
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Engagement – external The proposed rating method formed part of the Supporting Documentation for the 2016/17 Annual Plan consultation. |
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Engagement - internal Internal engagement has occurred with staff in the relevant departments. |
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Risks: Legal / Health and Safety etc. Legal risks were considered and appropriate advice sought. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards There are no known implications for Community Boards. |
Council 27 June 2016 |
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Dunedin City Council Land Use Codes |
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Land Use Code |
Land Use Description |
Differential Category |
0 |
Multi-use: Vacant/Indeterminate |
Commercial |
1 |
Multi-use: Rural Industry |
Farmland |
2 |
Multi-use: Lifestyle |
Lifestyle |
3 |
Multi-use: Transport |
Commercial |
4 |
Multi-use: Community Services |
Commercial |
5 |
Multi-use: Recreational |
Commercial |
6 |
Multi-use: Utility Services |
Commercial |
7 |
Multi-use: Industrial |
Commercial |
8 |
Multi-use: Commercial |
Commercial |
9 |
Multi-use: Residential |
Residential |
10 |
Rural: Multi-use within Rural Industry |
Farmland |
11 |
Rural: Dairy |
Farmland |
12 |
Rural: Stock Finishing |
Farmland |
13 |
Rural: Arable Farming |
Farmland |
14 |
Rural: Store Livestock |
Farmland |
15 |
Rural: Market Gardens and Orchards |
Farmland |
16 |
Rural: Specialist Livestock |
Farmland |
17 |
Rural: Forestry |
Farmland |
18 |
Rural: Mineral Extraction |
Commercial |
19 |
Rural: Vacant |
Farmland |
20 |
Lifestyle: Multi-use within Lifestyle |
Lifestyle |
21 |
Lifestyle: Single Unit |
Lifestyle |
22 |
Lifestyle: Multi Unit |
Lifestyle |
29 |
Lifestyle: Vacant |
Lifestyle |
30 |
Transport: Multi-use within Transport |
Commercial |
31 |
Transport: Road Transport |
Commercial |
32 |
Transport: Parking |
Commercial |
33 |
Transport: Rail Transport |
Commercial |
34 |
Transport: Water Transport |
Commercial |
35 |
Transport: Air Transport |
Commercial |
39 |
Transport: Vacant |
Commercial |
40 |
Community Services: Multi-use within Community Services |
Commercial |
41 |
Community Services: Educational |
Commercial |
42 |
Community Services: Medical and Allied |
Commercial |
43 |
Community Services: Personal and Property Protection |
Commercial |
44 |
Community Services: Religious |
Commercial |
45 |
Community Services: Defence |
Commercial |
46 |
Community Services: Halls |
Commercial |
47 |
Community Services: Cemeteries and Crematoria |
Commercial |
49 |
Community Services: Vacant |
Commercial |
50 |
Recreational: Multi-use within Recreational |
Commercial |
51 |
Recreational: Entertainment |
Commercial |
52 |
Recreational: Active Indoor |
Commercial |
53 |
Recreational: Active Outdoor |
Commercial |
54 |
Recreational: Passive Indoor |
Commercial |
55 |
Recreational: Passive Outdoor |
Commercial |
59 |
Recreational: Vacant |
Commercial |
60 |
Utility Services: Multi-use within Utility Services |
Commercial |
61 |
Utility Services: Communications |
Commercial |
62 |
Utility Services: Electricity |
Commercial |
63 |
Utility Services: Gas |
Commercial |
64 |
Utility Services: Water Supply |
Commercial |
65 |
Utility Services: Sanitary |
Commercial |
66 |
Utility Services: Other |
Commercial |
67 |
Utility Services: Post Boxes |
Commercial |
69 |
Utility Services: Vacant |
Commercial |
70 |
Industrial: Multi-use within Industrial |
Commercial |
71 |
Industrial: Food, Drink and Tobacco |
Commercial |
72 |
Industrial: Textiles, Leather and Fur |
Commercial |
73 |
Industrial: Timber Products and Furniture |
Commercial |
74 |
Industrial: Building Materials Other than Timber |
Commercial |
75 |
Industrial: Engineering, Metalworking, Appliances and Machinery |
Commercial |
76 |
Industrial: Chemicals, Plastics, Rubber and Paper |
Commercial |
77 |
Industrial: Other Industries – including Storage |
Commercial |
78 |
Industrial: Depots, Yards |
Commercial |
79 |
Industrial: Vacant |
Commercial |
80 |
Commercial: Multi-use within Commercial |
Commercial |
81 |
Commercial: Retail |
Commercial |
82 |
Commercial: Services |
Commercial |
83 |
Commercial: Wholesale |
Commercial |
84 |
Commercial: Offices |
Commercial |
85 |
Commercial: Carparking |
Commercial |
89 |
Commercial: Vacant |
Commercial |
90 |
Residential: Multi-use within Residential |
Residential |
91 |
Residential: Single Unit excluding Bach |
Residential |
92 |
Residential: Multi Unit |
Residential |
93 |
Residential: Public Communal – Unlicensed |
Commercial |
94 |
Residential: Public Communal – Licensed |
Commercial |
95 |
Residential: Special Accommodation |
Residential |
96 |
Residential: Communal Residence Dependent on Other Use |
Residential |
97 |
Residential: Bach |
Residential |
98 |
Residential: Carparking |
Residential |
99 |
Residential: Vacant |
Residential |
27 June 2016 |
|
Statements of Intent for Dunedin City Holdings Limited and its Subsidiaries and Associate Companies
Department: Corporate Services
EXECUTIVE SUMMARY
1 The Statements of Intent from Dunedin City Holdings Limited (DCHL) and its subsidiaries and associate companies are attached.
2 The companies are required by law to prepare a Statement of Intent on an annual basis.
That the Council: a) Notes the Statements of Intent for the Dunedin City Holdings Limited subsidiaries and associate companies, approved by the Dunedin City Holdings Limited at its meeting on 2 June 2016. b) Notes the Statement of Intent for Dunedin City Holdings Limited, that was approved the Dunedin City Holdings Limited Board meeting on 2 June 2016.
|
DISCUSSION
3 This year Council wrote a letter of expectation to DCHL, who also wrote letters of expectation to the subsidiaries and associate companies.
4 A workshop with Councillors and Board Chairs, or their representatives, was held on 17 March 2016. As a result of that workshop a new template for Statements of Intent was developed to be used by the companies. These Statements of Intent are presented in the new format.
5 In addition a workshop was held with subsidiaries Chief Executives on 19 April 2016 on using the template for their final Statement of Intent 2016/17 and taking into account the letter of expectation.
6 The letter of expectation included reference to that Council's strategic framework and emphasis put on the subsidiaries to put in more performance measures based around this framework.
7 The Statements of Intent were considered and approved by the Board of Dunedin City Holdings Limited on 2 June 2016.
Signatories
Authoriser: |
Grant McKenzie - Group Chief Financial Officer |
|
Title |
Page |
Aurora Energy Limited |
124 |
|
City Forests Limited |
141 |
|
Delta Utility Services Limited |
165 |
|
Dunedin City Holdings Limited |
181 |
|
Dunedin City Treasury Limited |
201 |
|
Dunedin International Airport Limited |
220 |
|
Dunedin Venues Limited |
234 |
|
Dunedin Venues Management Limited |
253 |
|
Taieri Gorge Railway Limited |
277 |
SUMMARY OF CONSIDERATIONS |
||||||||||||||||||||||||||||||||||||||||
Fit with purpose of Local Government This is a legislative requirement for Council Controlled Organisations. |
||||||||||||||||||||||||||||||||||||||||
Fit with strategic framework
The performance of the companies contributes to the overall delivery of the strategic framework. |
||||||||||||||||||||||||||||||||||||||||
Māori Impact Statement There are no known impacts for tangata whenua. |
||||||||||||||||||||||||||||||||||||||||
Sustainability There are no known implications for sustainability. |
||||||||||||||||||||||||||||||||||||||||
LTP/Annual Plan / Financial Strategy /Infrastructure Strategy Not applicable – reporting only. |
||||||||||||||||||||||||||||||||||||||||
Financial considerations Not applicable – reporting only. |
||||||||||||||||||||||||||||||||||||||||
Significance This decision is considered low in terms of the Council's Significance and Engagement Policy. |
||||||||||||||||||||||||||||||||||||||||
Engagement – external There has been no external engagement outside the DCHL Group. |
||||||||||||||||||||||||||||||||||||||||
Engagement - internal There was a workshop held on 19 April 2016 with Councillors. |
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Risks: Legal / Health and Safety etc. There are no known risks. |
||||||||||||||||||||||||||||||||||||||||
Conflict of Interest There are no known conflicts of interest. |
||||||||||||||||||||||||||||||||||||||||
Community Boards There are no known implications for Community Boards. |
Council 27 June 2016 |
|
City Forests Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 Financial Forecasts
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholders in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholders' investment
14 Other matters as agreed by the Shareholders and the Board
15 Transactions with Related Parties
16 Group Facility Use
17 Purpose for which the Company Established
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 23
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit
A CCTO is required by law to produce a Statement of Intent (SOI). A SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in section, Principal objective of council-controlled organisation of the Local Government Act (LGA) is:
a) 'Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 LGA);and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or encourage these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Local Government Act 2002, Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) In addition to the obligations of the LGA, the company is also subject to the requirements of The Companies Act 1993.
c) And all other applicable legislative requirements that apply.'
5 Nature and Scope of Activities to be Undertaken
City Forests Limited (the Company) is committed to providing sustainable commercial returns to its Shareholder through plantation forest ownership, harvesting and added value activities while maintaining the long-term productive capacity of its land holdings and maximising the environmental and community benefits of Company activities.
City Forests Limited forests are principally located in the Coastal Otago Region while the products produced from its activities are sold on local and international markets. The Company’s scope of activities includes expansion of opportunities in forest ownership and activities across the value chain.
The functions of City Forests Limited are:
§ To own and manage a plantation forest resource. To support and or participate in added value wood processing in Otago and Southland.
§ To optimise the economic return from the Company’s activities for the long-term benefit of the Company’s Shareholders.
§ To manage the forest asset and other resources in such a way as to ensure their long-term economic, social and environmental sustainability.
§ To ensure the safety, health and well-being of staff, contractors and visitors to the forest.
6 Financial Forecasts
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
Shareholders' Funds to Total Assets |
66% |
66.6% |
67.9% |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of between 70-75%, but expects this ration will fluctuate depending on a variety of circumstances including asset renewal and investment cycles. During periods of higher capital expenditure, the equity ratio will likely be lower and, at other times, may exceed the current target.
Shareholders' Funds - are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets – means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
Dividend/Subvention Distributions |
$4.5m |
$4.0m |
$4.0m |
c. Other Financial Forecasts
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
EBITDA |
$14.855m |
$15.073m |
$13.378m |
Net Profit after Tax |
$13.254m |
$10.021m |
$8.063m |
Cash Flow from Operations |
$5.454m |
$7.285m |
$7.251m |
Capital Expenditure |
$4.630m |
$2.698m |
$3.026m |
Term Loans |
$20.601m |
$21.507m |
$20.842m |
The projections provided have been prepared using the most recent Company Budget information and incorporate a number of assumptions about the future metric's of key business profitability drivers. In deriving these projections advice and judgement has been applied to predict the future state of the commercial market environment in which the Company operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies which materially affect the measurement and reporting of financial performance and financial position, are consistent across the Dunedin City Holdings Limited group and are fully listed in the Company annual report and website.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Goals The principal goal of City Forests Limited is to operate as a successful long-term business with the prime objective of managing the company’s assets on an economic, environmental and socially sustainable basis.
The specific corporate goals of City Forests Limited are: |
Objectives The implementation of the goals will be facilitated by the adoption of the following specific objectives
|
Performance Measures The objectives will be met on achievement of the following indicators. |
ECONOMIC OBJECTIVES |
||
Increase Long Term Profitability of the Company
|
||
· To target a long term after tax return to Shareholders on their investment in the Company of 6% and to maximise the long term sustainable financial return to Shareholders. Particular attention will be given to cash flow performance.
|
· To implement strategic actions which will increase the long term profitability and cash flow generation of the Company.
|
· The Company will achieve a 6% return (or greater) on Shareholders’ funds measured on a post-tax 3 year rolling average basis. · A comprehensive review of the Company’s long term strategic plan will be completed each year which targets a 6% return (or greater) on Shareholders’ funds measured on a post-tax 3 year rolling average basis. · Opportunities for expanding the Company’s scale will continue to be investigated including joint ventures. The company will report annually on the hectares of land acquired / divested including joint ventures. |
Market Diversification
|
||
· To develop diversified markets for the Company’s products.
|
· To develop a market strategy that optimises returns while managing risk through market diversification. · To derive maximum value from Carbon Trading and environmental benefits of Company activities. · To balance exposure to both domestic and export markets |
· No single customer will have received more than 30% of the Company’s annual harvest by volume. · The Company will maximise financial opportunities from the sales of carbon stored in the Company forests in compliance with its Carbon Policy. · The Company will incorporate carbon accounting in the strategic plan in accordance with the requirements of the Emissions Trading Scheme. · The Company will balance its exposure to domestic and export revenues taking into account market risk and product margin. The percentage of annual supply to the domestic market by volume will be tracked. |
Company Reputation in the Market
|
||
· To maintain and enhance the Company’s reputation as being one of the preferred forest products producers in both the domestic and export markets.
|
· To ensure that the Company remains one of the preferred supplies of wood and wood products in the region |
· The company will meet its annual supply commitment to domestic customers taking into account any mutually agreed variations. · The Company will meet its volume commitments to export shipping and export customer contracts. Log quality; log deliveries will be a least 95% within specification 12 month average) measured by log quality audit. |
Goals |
Objectives |
Performance Measures |
Sustainable Yield |
||
· To optimise the Net Present Value of the estate in perpetuity with the overall goal of managing the financial returns from the forest on a long-term sustainable basis.
|
· To ensure that the appropriate yield monitoring systems are in place and sufficient forest is available to achieve the long term sustainable yield from the forest estate. · To ensure that the risk to the forest estate from pests, fire and disease is minimised through appropriate management practices and audit. · To respond to and manage legislative and compliance risk to the Company’s operations and license to operate. |
· The Company’s annual harvest volumes as detailed in the strategic plan will be within 20% of projected long term sustainable yield. · The Company will carry out annual forest inventory to measure and verify forest yield. The number of sample plots measured will be reported. · An annual forest health audit and report will have been completed by external parties by30th June each year. · The annual fire plan will be updated and operational in September for each fire season. · The Company will actively participate in regional land use and environmental planning processes. |
Leverage of Competitive Advantage
|
||
· To leverage the region’s competitive advantage of producing high quality forest through the application of industry best practice forest management plans that optimise site productivity and return on Shareholder’s investment. |
· To have site specific species establishment and forest tending plans that maximise return considering natural competitive advantage. |
· The Company will have reviewed the best species and silviculture management plan to apply to the annual operational areas. The company will report annually on the percentage of pruned area by forest. |
Research and Development
|
||
· To support and participate in Research and Development to enable the Company to achieve industry best practice forest management, value recovery and supply chain performance.
|
· To actively participate in value-added research into forest management, tree breeding, wood product, supply chain and environmental management. · To leverage collaborative industry research initiatives and implement research results through technology transfer. |
· The Company will participate in industry research consortia (via the Forest Levy) to ensure research objectives are in line with Company Strategy and to gain financial leverage to achieve research objectives. · At least one new forest management technique will be strategically evaluated each year as a result of research findings. · The Company will participate in environmental research to minimise the use of chemicals in compliance with FSC standards and requirements. |
Support and or Develop Regional Wood Processing Capacity
|
||
· To support and or participate in the sustainable development of added value wood processing in Otago and Southland. |
· To support and or develop integrated wood processing capacity within the Otago and Southland regions, subject to optimising the long-term return from the Company to the Shareholder. · The Company will support regional bio-energy initiatives subject to optimising the long-term return from the Company to the Shareholder. |
· The Company will maintain supply arrangements with Otago and Southland wood processors. Annual supply volumes to major wood processors (Pan Pac, Cragpine, Niagara & Dongwah) will be tracked and reported. The volume of wood supplied to bio-energy uses will be reported annually. |
· |
· |
· |
Goals |
Objectives |
Performance Measures |
ENVIRONMENTAL AND SOCIAL OBJECTIVES |
||
Corporate Responsibility |
||
· To be a socially and environmentally responsible corporate citizen and maintain comprehensive environmental and health and safety systems for the Company’s forests and operations.
|
· To minimise lost time accidents, injuries and property damage. · To maintain FSC certification of the Company’s forests. · To maintain a sustainability reporting programme to support the Company’s FSC certification. · To preserve and enhance rare threatened and endangered (RT&E) species on the Company’s estate. |
· Lost time accident rates for staff and contractors will be minimised and not more than 15 lost time accidents per 1,000,000 hours worked. · The Company will carry out pre-employment, just cause and monthly random drug and alcohol testing of staff and contract workforce. The number of random tests and percentage of positive random tests will be reported. · Forest Stewardship Council Certification of the Forest Estate will be maintained. · A current forest management plan will be in place (as required by FSC) which identifies social and environment, as well as economic outputs. · The company will work with partners (Doc, university of Otago etc) to maintain and enhance RT&E species on and around the Company estate. Sponsorship amounts for these activities will be reported annually. |
Sustainability Reporting |
||
|
|
· The Company will have in place an environmental management system which will include procedures for sustainability monitoring. Results of water sampling and reserve area environmental assessments will be publically available on the Company’s website. · |
Skilled Workforce |
||
· To maintain an experienced, trained for task and reliable staff and contract workforce. · To operate a personnel policy that complies with and adopts the principle of being a good employer. |
· To increase the level of training within the Company’s staff and contract workforce. · To actively encourage “Forestry” as a vocation. · To maintain an equal employment opportunity policy. |
· Every staff member will have a training plan in place. · Harvesting and silviculture contractors will be required to have training plans in place for their employees. The company will report on the number of National Certificates achieved by its workforce each year. · The Company will engage with its contractors to participate in Modern Apprenticeship programs. The number of apprentices working in Company operations will be reported each year. · Each harvesting crew will have and utilise trained “Tree Feller’s, Breaker Outs and Log makers”. · There will be “nil” instances of non-compliance with the Company’s EEO policy. |
Recreation and Education |
||
· To encourage the use where appropriate, of the Company’s forests for recreational and educational purposes by both organised groups and individuals. |
· To promote and manage community recreation and educational use of the Company’s forests. |
· The Company’s forest management plan will have a section allocated to Recreation and Educational use of the forests. · The Company will maintain a Forest Access permit system, track and report on forest recreational use statistics. · The Company will track and report on the distance of public walking and mountain bike tracks in the Companies forests. |
Goals |
Objectives |
Performance Measures |
Dunedin City Council Community Outcomes |
||
· To contribute to, or assist where possible, with the Dunedin City Council community outcomes (as listed in the Annual Plan). |
· To bring to the attention of the Shareholder any strategic or operational matters where there may be a conflict between the Dunedin City Council’s community outcomes (as listed in the Annual Plan) and those of the Company and to seek the Shareholders view on these. |
· The Company will be mindful that the ultimate Shareholder is the custodian of the community’s interest and accepts that this may create a greater need for consultation with the ultimate Shareholder than what might be required in a normal commercial situation. |
Council 27 June 2016 |
|
9 Information to be provided to the Shareholders in the Financial Reports
|
Monthly |
Quarterly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
X |
|
|
|
|
|
Statement of Financial Position |
X |
X |
X |
X |
|
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
X |
|
|
|
|
|
Statement of Service Performance against SOI targets |
|
X |
X |
X |
|
|
|
|
|
Statement of Movement in Equity |
|
|
X |
X |
|
|
|
|
|
Notes to the Financial Statements |
|
|
X |
X |
|
|
|
|
|
Directors' Report |
|
|
X |
X |
|
|
|
|
|
Auditors Report |
|
|
|
X |
|
|
|
|
|
Statement of Intent (Draft) |
|
|
|
Prior to |
|
|
|
|
|
Statement of Intent (Final) |
|
|
|
Prior to |
10 Dividend Policy
The Directors will apply the following principles when approving dividend amounts for payment:
· Individual company policy may be based either on a proportion of net operating cash flow or after tax profit
· Asset realisation amounts are to be considered for distribution where re-investment is not required
· The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 70-75%. It will be expected that the annual dividend payments will equate to 75% of after tax profit or net operating cash flow less capitalised forest costs. Budgeted dividend levels between DCHL and its subsidiaries will be agreed as part of the annual business planning cycle. Any surplus cash generated will be expected to be passed to DCHL and not retained in the subsidiaries.
· Interim dividends will be paid by 31 December and final dividend by 30 June based on forecast, with a final dividend based on the actual year end result thereafter.
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
The Company will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to produce added value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that the Company or its subsidiaries should acquire assets, they will obtain prior approval of the Shareholder where an investment into the new assets exceeds $5 million.
If the Directors intend that the Company or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) exceeding a total investment of $5 million they will obtain prior approval of the Shareholder.
The approval of the Shareholder is required before disposal by the Company of any segment of its business or shares in a subsidiary or associate company where the value of the asset to be disposed of exceeds the investment delegated authority of $5 million.
12 Compensation Sought
At the request of the Shareholder, the Company may undertake activities that are not consistent with its normal commercial objectives. Specific financial arrangements will be entered into to meet the full commercial cost of undertaking such activities. At present, the Company does not have any activities in respect of which its Board wishes to seek compensation from any local authority.
13 Commercial Value of Shareholders' investment
The commercial value of the Shareholder’s investment in the Company is considered by the Directors to be not less than the Shareholder’s funds as disclosed in the Statement of Financial Position published in the last Annual Report.
14 Other matters as agreed by the Shareholders and the Board
a) The undertaking by the Company of any activity of a nature or scope not provided for in the Company's mission or goals would be subject to the prior approval of the Shareholder.
b) The approval of the Shareholder is also required before the Company could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 11 above.
c) The Company has entered into a Deed of Understanding between itself, the Dunedin City Council, Dunedin City Holdings Limited and members of the Group, imposing upon the Company certain restrictions, requirements and obligations as set out in the Deed.
15 Transactions with Related Parties (optional)
Dunedin City Council
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
1. Related Party Transactions
Dunedin City Council |
Council rates for properties |
|
Owned by the Companies |
|
Lease of Council owned land |
|
Provision of Financial Services |
Dunedin City Treasury Limited |
Specific Treasury Functions |
Delta Utility Services Limited |
Maintenance of grounds |
|
Maintenance and construction of forest roads and infrastructure |
Dunedin City Holdings Limited |
Functions appropriate between |
|
Parent company and subsidiaries |
16 Group Facility Use
The Company will undertakes to operate "group" purchasing of goods and services unless it is demonstrated conclusively to the Shareholder that the total combined cost to the Group and Dunedin City Council of such Group purchasing is greater than the total combined cost to the Group and Dunedin City Council of ceasing to purchase such goods and services as a Group including the cost to the Group and Dunedin City Council of ceasing any such group purchasing.
17 Purpose for which the Company Established
The Company has been established with the primary purpose of providing a commercial return to its Shareholder, the Dunedin City Council.
The Company recognises that it has social and environmental responsibilities to take account of in meeting its long-term commercial objectives.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
Council 27 June 2016 |
|
Dunedin City Holdings Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 Financial Forecasts
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholders in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholders' investment
14 Other matters as agreed by the Shareholders and the Board
15 Transactions with Related Parties
16 Group Facility Use
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 19
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit
A CCTO is required by law to produce a Statement of Intent (SOI). A SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in section 58, Principal objective of council-controlled organisation of the Local Government Act (LGA) is:
a) 'Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 LGA);and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or insist these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Local Government Act 2002, Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) In addition to the obligations of the LGA, the company is also subject to the requirements of The Companies Act 1993.
c) And all other applicable legislative requirements that apply.'
5 Nature and Scope of Activities to be Undertaken
The principal activity of the Company is to provide leadership and oversight of its subsidiary and associated companies on behalf of the ultimate shareholder, Dunedin City Council.
This involves undertaking on-going oversight of subsidiaries’ financial and non-financial performance. In carrying out this function the Board will assess the risks of the activities undertaken by its subsidiaries in the light of the financial sustainability needs of the Dunedin City Council.
Where there is a conflict between maximising the return on investment in each subsidiary and the level of free cash flow required to meet the shareholder’s objectives the latter shall prevail while ensuring that the company/group remains financially secure.
As a holding company it is the manager of a portfolio of corporate investments. If it is to maximise benefit to its shareholder, the Dunedin City Council, it may wish from time to time to rebalance the composition of its portfolio by purchases or sales in response to, or in anticipation of, on-going changes in the marketplace.
It is noted that the Board may also from time to time be asked to consider changes to its portfolio in response to changes in the city’s strategic direction.
6 Financial Forecasts
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
Shareholders' Funds to Total Assets |
50% |
51% |
51% |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 50%, but expects this ratio will fluctuate depending on a variety of circumstances including asset renewal and investment cycles. During periods of higher capital expenditure, the equity ratio will likely be lower and, at other times, may exceed the current target.
Shareholders' Funds - are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets – means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2017 $'000 |
Year ending 30/06/2018 $'000 |
Year ending 30/06/2019 $'000 |
Dividend Distributions |
946 |
1,229 |
1,397 |
Interest paid to shareholder |
4,956 |
4,956 |
5,320 |
Intergroup Subvention payments |
5,250 |
5,250 |
5,250 |
c. Other Financial Forecasts
|
Year ending 30/06/2017 $'000 |
Year ending 30/06/2018 $'000 |
Year ending 30/06/2019 $'000 |
EBITDA |
9,610 |
9,136 |
9,132 |
Net Profit after Tax |
3,223 |
2,794 |
2,447 |
Cash Flow from operations |
3,251 |
2,799 |
2,467 |
Capital Expenditure |
|
|
|
Term Loans |
31,000 |
29,500 |
28,500 |
The projections provided have been prepared using the most recent Company Budget information and incorporate a number of assumptions about the future metric's of key business profitability drivers. In deriving these projections advice and judgement has been applied to predict the future state of the commercial market environment in which the Company operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies, which materially affect the measurement and reporting of financial performance and financial position, are consistent across the DCHL group and are fully listed in the Company's annual report.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Business Objectives |
||
Goals |
Objectives |
Performance Measures |
Review the Statements of Intent and plans of each of the group companies for consistency with the strategic direction of the Dunedin City Council.
|
Ensure that the Statement of Intent and operating policies for each of the group companies are consistent with the strategic direction of the Dunedin City Council and Dunedin City Holdings Limited.
|
A review of the draft Statements of Intent to be completed by 31 December 2016. |
Review the operating activities of each of the group companies along with Dunedin City Holdings Limited for compliance with the goals and objectives stated in the Statement of Intent.
|
Monitor the group companies to ensure that their respective Statements of Intent are adhered to along with that of Dunedin City Holdings Limited. |
Reviews of the operating activities are to be performed annually or as required by the Board of Dunedin City Holdings Limited.
|
Financial |
||
Goals |
Objectives |
Performance Measures |
Monitor financial performance of each of the group companies.
|
Maximise in the long term the financial returns of the Dunedin City Holdings group to Council, as cash returns generated by the group allow.
|
Continual reviews to be performed on a monthly basis in relation to operating initiatives and financial performance of each of the group of companies, excluding Dunedin International Airport Limited which reports on a quarterly basis.
|
Monitor the capital structure of each group company.
|
Maintain the group's financial strength through sound financial management.
|
The capital structure of the group of companies will be reviewed at the half year and full year balance dates.
|
Review the capital expenditure of each of the group of companies for compliance and approval as required by Dunedin City Holding Limited.
|
Ensure that capital expenditure within the Dunedin City Holdings group, and particularly of each subsidiary, is in accordance with the capital expenditure budget of the group and is approved by Dunedin City Holdings Limited.
|
Continual reviews on a monthly basis of capital expenditure, excluding Dunedin International Airport Limited which reports on a quarterly basis. |
Shareholders
|
||
Goals |
Objectives |
Performance Measures |
Engage with the shareholder annually on opportunities for the company and/or its subsidiaries to contribute, or assist where possible, with Council's community outcomes (as listed in the annual plan).
|
Consult with shareholder on matters to be included in the company's Statement of Intent. |
In the annual company's Statement of Intent having given consideration to the shareholder's expectations. |
Bring to the attention of the shareholder any strategic or operational matters where there may be conflict between the Council's community outcomes and those of the company and seek the shareholder's view on these.
|
Consult with the shareholder at the earliest possible time on matters where conflict may or could result. |
Number of matters that have been escalated to the shareholder. |
Keep the shareholders informed of all substantive matters. |
On a 'no surprises' basis advise the shareholder promptly of any substantive matter that has the potential to impact negatively on shareholders and the company with a particular focus on the media.
|
Number of substantive matters that have been reported to the shareholder within 5 days of the Dunedin City Holdings Limited board becoming aware of them. |
Encourage each company within the group to act as a socially and environmentally responsible corporate citizen.
|
Review the activities undertaken by the group companies for purposes of being a socially and environmentally responsible corporate citizen. |
A review of the activities undertaken by the group companies for purposes of being a socially and environmentally responsible corporate citizen will be undertaken annually.
|
Council 27 June 2016 |
|
9 Information to be provided to the Shareholders in the Financial Reports
|
Monthly |
Quarterly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
X |
|
|
|
|
|
Statement of Financial Position |
X |
X |
X |
X |
|
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
X |
|
|
|
|
|
Statement of Service Performance against SOI targets |
|
X |
X |
X |
|
|
|
|
|
Statement of Movement in Equity |
|
|
X |
X |
|
|
|
|
|
Notes to the Financial Statements |
|
|
X |
X |
|
|
|
|
|
Directors' Report |
|
|
X |
X |
|
|
|
|
|
Auditors Report |
|
|
|
X |
|
|
|
|
|
Statement of Intent (Draft) |
|
|
|
Prior to |
|
|
|
|
|
Statement of Intent (Final) |
|
|
|
Prior to |
10 Dividend Policy
The Company wishes to maintain an appropriate capital structure and will every three years (as part of Council's long term plan) review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy. The Company notes the Shareholder's desire to receive dividends and will use its best endeavours to accommodate that desire within the constraints imposed by the Directors' obligations to act in accordance with their statutory duties and in the best interests of the Company Distributions at that level. Dividends will be paid in two instalments 31 December and 30 June.
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
The Company will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to produce added value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that the Company or its subsidiaries should acquire assets, they will obtain prior approval of the Shareholder where an investment into the new assets exceeds $10 million.
If the Directors intend that the Company or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) exceeding a total investment of $10 million they will obtain prior approval of the Shareholder.
The approval of the Shareholder is required before disposal by the Company of any segment of its business or shares in a subsidiary or associate company where the value of the asset to be disposed of exceeds the investment delegated authority of $10 million.
12 Compensation Sought
At the request of the Shareholder, the Company may undertake activities that are not consistent with its normal commercial objectives. Specific financial arrangements will be entered into to meet the full commercial cost of undertaking such activities. At present, the Company does not have any activities in respect of which its Board wishes to seek compensation from any local authority.
13 Commercial Value of Shareholders' investment
The commercial value of the Shareholder’s investment in the Company is considered by the Directors to be not less than the Shareholder’s funds as disclosed in the Statement of Financial Position published in the last Annual Report.
14 Other matters as agreed by the Shareholders and the Board
a) The undertaking by the Company of any activity of a nature or scope not provided for in the Company's mission or goals would be subject to the prior approval of the Shareholder.
b) The approval of the Shareholder is also required before the Company could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 11 above.
c) The Company has entered into a Deed of Understanding between the Dunedin City Council, and members of the Group, imposing upon the Company certain restrictions, requirements and obligations as set out in the Deed.
15 Transactions with Related Parties
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri Gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
2. Related Party Transactions
Dunedin City Council |
Council rates for properties owned by the Companies |
|
Administration and office services |
|
Interest on Shareholder advance |
|
Provision of financial services |
Dunedin City Treasury Limited |
Specific Treasury functions and interest on term borrowings |
Group Companies |
Functions appropriate between Parent company and subsidiaries |
|
Subvention and dividend transactions |
|
Management Services |
16 Group Facility Use
The Company will undertake to use the group's purchasing power of goods and services for the benefit of the whole group.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
27 June 2016 |
|
Dunedin City Treasury Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 Financial Forecasts
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholders in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholders' investment
14 Other matters as agreed by the Shareholders and the Board
15 Transactions with Related Parties
16 Group Facility Use (optional)
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 18
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit
A CCTO is required by law to produce a Statement of Intent (SOI). A SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in section, Principal objective of council-controlled organisation of the Local Government Act (LGA) is:
a) 'Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 LGA);and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or insist these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Local Government Act 2002, Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) In addition to the obligations of the LGA, the company is also subject to the requirements of The Companies Act 1993.
c) And all other applicable legislative requirements that apply.'
5 Nature and Scope of Activities to be Undertaken
The principal activity of the Company is to provide treasury management services to the Dunedin City Council Group. Its role is to identify and manage financial risks and to manage the liquidity of the Dunedin City Council Group so as to ensure that adequate funds are available to meet on-going obligations in such a way that financing costs are minimised and the return on surplus funds is maximised within acceptable levels of risk.
The functions of Dunedin City Treasury Ltd are set out below:
· managing financial relationships with third parties
· working capital management
· cash management
· funds management
· financial risk management
· interest rate risk management
· treasury services
· investment portfolio management.
6 Financial Forecasts
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
Shareholders' Funds to Total Assets |
0.4% |
0.4% |
0.4% |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 0.4%, but expects this ration will fluctuate depending on a variety of circumstances.
Shareholders' Funds - are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets – means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
Dividend/Subvention Distributions |
Nil |
Nil |
Nil |
c. Other Financial Forecasts
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
|
$'000 |
$'000 |
$'000 |
Net Profit after Tax |
1 |
1 |
1 |
Cash Flow from operations |
5 |
5 |
5 |
Capital Expenditure |
0 |
0 |
0 |
Term Loans |
577,000 |
594,000 |
598,000 |
The projections provided have been
prepared using the most recent Company Budget information and incorporate a
number of assumptions about the future metric's of key business profitability drivers.
In deriving these projections advice and judgement has been applied to predict
the future state of the commercial market environment in which the Company
operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies, which materially affect the measurement and reporting of financial performance and financial position, are consistent across the DCHL group and are fully listed in the Company's annual report.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Financial |
||
Goals |
Objectives |
Performance Measures |
Maintain the Company's economic sustainability through the mitigation of business risk. |
Work within the policies pertaining to Dunedin City Treasury Ltd.
|
Zero breaches. |
Manage the liquidity risk of the DCC Group and ensure the availability of sufficient funds to meet the financial commitments in a timely manner. |
Use a variety of funding sources to achieve appropriate levels of funds as required by the DCC Group. |
Funding sources are used in line with funding policy controls whereby no more than $200 million can mature over the next 12 months and more than 20% of funding must have a maturity date greater than 5 years.
|
Securely invest surplus cash available from within the DCC Group. |
Ensure surplus funds deposited outside the DCC Group have satisfied the DCC policies.
|
All funds invested outside the DCC Group have satisfied DCC policies.
|
Manage interest rate risk for the DCC Group and provide appropriate customer service. |
Utilise a portfolio approach to manage interest rate risk in accordance with policies.
|
Continued maintenance to an interest rate reset profile in accordance with DCC policies.
|
Maximise the cost effective utilisation of financial products. |
Maintain a benchmarking system to measure the Company's performance. |
Regular reporting of the Company's achievement against defined benchmarks.
|
Shareholders |
||
Goals |
Objectives |
Performance Measures |
Manage special purpose funds such as the 'Waipori Fund' for the DCC Group.
|
Manage the 'Waipori Fund' fully in accordance with policy and objectives set by Council to achieve performance benchmarks.
|
Management of the fund as set by Council and meeting performance benchmarks. |
Keep the shareholders informed of all substantive matters. |
On a 'no surprises' basis advise shareholders promptly of any breaches of policy.
|
Number of breaches of policy that have been reported to Group CFO within 1 business day and as per requirements of the policy.
|
Council 27 June 2016 |
|
9 Information to be provided to the Shareholders in the Financial Reports
|
Monthly |
Quarterly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
X |
|
|
|
|
|
Statement of Financial Position |
X |
X |
X |
X |
|
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
X |
|
|
|
|
|
Statement of Service Performance against SOI targets |
|
X |
X |
X |
|
|
|
|
|
Statement of Movement in Equity |
|
|
X |
X |
|
|
|
|
|
Notes to the Financial Statements |
|
|
X |
X |
|
|
|
|
|
Directors' Report |
|
|
X |
X |
|
|
|
|
|
Auditors Report |
|
|
|
X |
|
|
|
|
|
Statement of Intent (Draft) |
|
|
|
Prior to |
|
|
|
|
|
Statement of Intent (Final) |
|
|
|
Prior to |
10 Dividend Policy
The Company wishes to maintain an optimal capital structure and will every three years review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy.
It is not anticipated that a dividend will be paid to the Shareholder in the period to 30 June 2017.
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
Apart from the activities of the Company as Manager for the Dunedin City Council 'Waipori Fund', the Company will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to produce added value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that the Company or its subsidiaries should acquire assets, they will obtain prior approval of the Shareholder.
If the Directors intend that the Company or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) they will obtain prior approval of the Shareholder.
The approval of the Shareholder is required before disposal by the Company of any segment of its business or shares in a subsidiary or associate company.
12 Compensation Sought
At the request of the Shareholder, the Company may undertake activities that are not consistent with its normal commercial objectives. Specific financial arrangements will be entered into to meet the full commercial cost of undertaking such activities. At present, the Company does not have any activities in respect of which its Board wishes to seek compensation from any local authority.
13 Commercial Value of Shareholders' investment
The commercial value of the Shareholder’s investment in the Company is considered by the Directors to be not less than the Shareholder’s funds as disclosed in the Statement of Financial Position published in the last Annual Report.
14 Other matters as agreed by the Shareholders and the Board
a) The undertaking by the Company of any activity of a nature or scope not provided for in the Company's mission or goals would be subject to the prior approval of the Shareholder.
b) The approval of the Shareholder is also required before the Company could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 11 above.
c) The Company has entered into a Deed of Understanding between itself, the Dunedin City Council, Dunedin City Holdings Limited and members of the Group, imposing upon the Company certain restrictions, requirements and obligations as set out in the Deed.
15 Transactions with Related Parties
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri Gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
3. Related Party Transactions
Dunedin City Council |
Provision of Management and Financial Services |
Dunedin City Holdings Limited |
Functions appropriate between Parent and Subsidiary Companies |
16 Group Facility Use
The Company will undertakes to operate "group" purchasing of goods and services unless it is demonstrated conclusively to the Shareholder that the total combined cost to the Group and Dunedin City Council of such Group purchasing is greater than the total combined cost to the Group and Dunedin City Council of ceasing to purchase such goods and services as a Group including the cost to the Group and Dunedin City Council of ceasing any such group purchasing.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
27 June 2016 |
|
Dunedin Venues Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 Financial Forecasts
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholders in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholders' investment
14 Other matters as agreed by the Shareholders and the Board
15 Transactions with Related Parties
16 Group Facility Use
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 18
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit
A CCTO is required by law to produce a Statement of Intent (SOI). A SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in section 58, Principal objective of council-controlled organisation of the Local Government Act (LGA) is:
a) 'Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 LGA);and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or insist these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Local Government Act 2002, Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) In addition to the obligations of the LGA, the company is also subject to the requirements of The Companies Act 1993.
c) And all other applicable legislative requirements that apply.'
5 Nature and Scope of Activities to be Undertaken
The principal activity of the Company is to provide a modern stadium for use for public and private events.
6 Financial Forecasts
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
Shareholders' Funds to Total Assets |
49% |
50% |
51% |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 50%, but expects this ration will fluctuate depending on a variety of circumstances including asset renewal and investment cycles. During periods of higher capital expenditure, the equity ratio will likely be lower and, at other times, may exceed the current target.
Shareholders' Funds - are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets – means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/2019 |
Dividend/Subvention Distributions |
Nil |
Nil |
Nil |
c. Other Financial Forecasts
|
Year ending 30/06/2017 $'000 |
Year ending 30/06/2018 $'000 |
Year ending 30/06/2019 $'000 |
EBITDA |
9,206 |
9,204 |
9,204 |
Net Profit (Loss) |
(3,096) |
(2,748) |
(2,481) |
Cash Flow from operations |
3,987 |
4,401 |
4,518 |
Capital Expenditure |
0 |
157 |
0 |
Term Loans |
86,512 |
80,512 |
77,712 |
The projections provided have been
prepared using the most recent Company Budget information and incorporate a
number of assumptions about the future metric's of key business profitability
drivers. In deriving these projections advice and judgement has been
applied to predict the future state of the commercial market environment in
which the Company operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies, which materially affect the measurement and reporting of financial performance and financial position, are consistent across the DCHL group and are fully listed in the Company's annual report.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Business Objectives |
||
Goals |
Objectives |
Performance Measures |
Ensure that the Statement of Intent and operating strategies for the company reflect the policies and objectives of the Shareholder for the business.
|
Review the Statement of Intent for consistency with the objectives of the Shareholder.
|
Statement of Intent is consistent with the objectives of the Shareholder. |
Comply with the Statement of Intent and adhere to the operating strategies. |
Review the operating activities for compliance with the goals and objectives stated in the Statement of Intent.
|
Operating activities are compliant with the objectives stated in the Statement of Intent.
|
Ensure assets are maintained at an operational level.
|
Review asset maintenance for adherence to the asset management plan. |
Asset maintenance is compliant with the asset management timetable. |
Financial |
||
Goals |
Objectives |
Performance Measures |
Improve the Company's equity ratio.
|
Reduce long term debt. |
Debt reduced from previous year. |
Shareholders
|
||
Goals |
Objectives |
Performance Measures |
Bring to the attention of the shareholder any strategic or operational matters where there may be conflict between the Council's community outcomes and/or the Ministers expectations and those of the company and seek the shareholder's view on these.
|
Consult with shareholders at the earliest possible time on matters where conflict may or could result. |
Number of matters that have been escalated to shareholders. |
Keep the shareholders informed of all substantive matters. |
On a 'no surprises' basis advise shareholders promptly of any substantive matter that has the potential to impact negatively on shareholders and the company with a particular focus on the media. |
Number of substantive matters that have been reported to shareholders within 5 days of occurrence. |
Council 27 June 2016 |
|
9 Information to be provided to the Shareholders in the Financial Reports
|
Monthly |
Quarterly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
X |
|
|
|
|
|
Statement of Financial Position |
X |
X |
X |
X |
|
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
X |
|
|
|
|
|
Statement of Service Performance against SOI targets |
|
X |
X |
X |
|
|
|
|
|
Statement of Movement in Equity |
|
|
X |
X |
|
|
|
|
|
Notes to the Financial Statements |
|
|
X |
X |
|
|
|
|
|
Directors' Report |
|
|
X |
X |
|
|
|
|
|
Auditors Report |
|
|
|
X |
|
|
|
|
|
Statement of Intent (Draft) |
|
|
|
Prior to |
|
|
|
|
|
Statement of Intent (Final) |
|
|
|
Prior to |
10 Dividend Policy
The Company wishes to maintain an optimal capital structure and will every three years review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy.
It is not anticipated that a dividend will be paid to the Shareholder in the next here years.
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
The Company will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to produce added value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that the Company or its subsidiaries should acquire assets, they will obtain prior approval of the Shareholder where an investment into the new assets exceeds $500,000 thousand.
If the Directors intend that the Company or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) they will obtain prior approval of the Shareholder.
The approval of the Shareholder is required before disposal by the Company of any segment of its business or shares in a subsidiary or associate company.
12 Compensation Sought
At the request of the Shareholder, the Company may undertake activities that are not consistent with its normal commercial objectives. Specific financial arrangements will be entered into to meet the full commercial cost of undertaking such activities. At present, the Company does not have any activities in respect of which its Board wishes to seek compensation from any local authority.
13 Commercial Value of Shareholders' investment
The commercial value of the Shareholder’s investment in the Company is considered by the Directors to be not less than the Shareholder’s funds as disclosed in the Statement of Financial Position published in the last Annual Report.
14 Other matters as agreed by the Shareholders and the Board
a) The undertaking by the Company of any activity of a nature or scope not provided for in the Company's mission or goals would be subject to the prior approval of the Shareholder.
b) The approval of the Shareholder is also required before the Company could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 11 above.
c) The Company has entered into a Deed of Understanding between itself, the Dunedin City Council, Dunedin City Holdings Limited and members of the Group, imposing upon the Company certain restrictions, requirements and obligations as set out in the Deed.
15 Transactions with Related Parties
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
4. Related Party Transactions
Dunedin City Council |
Council rates for properties |
|
Owned by the Companies |
|
Lease of Council owned land |
|
Provision of Financial Services |
Dunedin City Treasury Limited |
Specific Treasury Functions |
Delta Utility Services Limited |
Maintenance of grounds |
|
Maintenance and construction of forest roads and infrastructure |
Dunedin City Holdings Limited |
Functions appropriate between |
|
Parent company and subsidiaries |
16 Group Facility Use
The Company will undertakes to operate "group" purchasing of goods and services unless it is demonstrated conclusively to the Shareholder that the total combined cost to the Group and Dunedin City Council of such Group purchasing is greater than the total combined cost to the Group and Dunedin City Council of ceasing to purchase such goods and services as a Group including the cost to the Group and Dunedin City Council of ceasing any such group purchasing.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
27 June 2016 |
|
Dunedin Venues Management Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 FINANCIAL FORECASTS
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholder in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholder’s investment
14 Other matters as agreed by the Shareholder and the Board
15 Group Facility Use
16 Transactions with Related Parties
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 23
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit.
A CCTO is required by law to produce a Statement of Intent (SOI). A SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in Section 59, the principal objective of council-controlled organisations of the Local Government Act 2002 (LGA) is:
a) Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 (LGA); and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or encourage these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.’
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) Additional Obligations
In addition to the obligations of the LGA, the company is also subject to
(i) the requirements of the Companies Act 1993; and
(ii) and all other applicable legislative requirements that apply.
5 Nature and Scope of Activities to be Undertaken
The principal activities of Dunedin Venues Management Limited (DVML) are:
· Source and secure appropriate events for all venues under its management.
· Plan, host and deliver events to a high standard.
· Manage the assets and facilities for which it is responsible.
· Facilitate community access to the venues for which it is responsible.
Dunedin Venues Management Limited will contribute to the growth and vitality of Dunedin City by driving strong and sustainable business performance, building a reputation for innovation and excellence in venue management and demonstrating our commitment to the delivery of outstanding event experiences at every turn.
6 FINANCIAL FORECASTS
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/19 |
Shareholders' Funds to Total Assets |
0.22:1 |
0.38:1 |
0.50:1 |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 70%, but expects this ratio will fluctuate depending on a variety of circumstances including asset renewal and investment cycles. During periods of higher capital expenditure, the equity ratio will likely be lower and, at other times, may exceed the current target.
Shareholders' Funds are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2017 |
Year ending 30/06/2018 |
Year ending 30/06/19 |
Dividend/Subvention Distributions |
- |
- |
- |
It is not anticipated that a dividend will be paid to the Shareholder in the period to 30 June 2019.
c. Other Financial Forecasts
|
Year ending 30/06/2017 $,000 |
Year ending 30/06/2018 $,000 |
Year ending 30/06/19 $,000 |
EBITDA |
962 |
1,160 |
1,200 |
Net Profit after Tax |
280 |
420 |
450 |
Cash Flow from operations |
630 |
770 |
800 |
Capital Expenditure |
450 |
400 |
400 |
Term Loans |
400 |
- |
- |
The projections provided have been prepared using the most recent Company Budget information and incorporate a number of assumptions about the future metric's of key business profitablility drivers. In deriving these projections advice and judgement has been applied to predict the future state of the commercial market environment in which the Company operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia and New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies, which materially affect the measurement and reporting of financial performance and financial position, are consistent across the Dunedin City Holdings Limited group and are fully listed in DVML’s annual report.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Safety and Compliance |
||
Goals |
Objectives |
Performance Measures |
To make safety our first priority and provide a safe environment.
|
Maximise safety on site for all staff and visitors by holding regular Committee meetings throughout the year.
Review the Health and Safety Plan with the Health and Safety Committee each year.
Work with DVML staff, contractors and service providers to maximise safety across all venues ensuring adequate training is provided.
Report on health and safety management and provide statistical data to the monthly board reports.
Education and training to ensure world class systems and benchmark to underpin Health and Safety culture.
|
Minimum of 11 Health and Safety Committee meetings held per year.
Health and Safety Plan has been reviewed.
Engagement of staff on their understanding on Health and Safety procedures.
TIR rate of <2 incidents per 200,000 hours worked.
|
To meet all of its statutory obligations.
To act as a socially responsible and environmentally aware corporate citizen.
|
To undertake an annual safety audit as required by Accident Compensation Corporation (ACC).
Effective facilities management through scheduled maintenance and asset management planning.
Maintain obligations on any current resource consents in place.
|
Facilities and infrastructure are maintained as fit for purpose and in accordance with the Asset Management Plan entered in to with Dunedin Venues Limited.
DVML is not in breach of its statutory obligations. |
Financial |
||
Goals |
Objectives |
Performance Measures |
To increase EBITDA. |
Achieve financial performance that represents an acceptable return to Dunedin City Council.
|
Achieve budget results.
|
To increase economic benefit to the region.
|
A minimum of $5m visitor spend per each major event (>10,000 pax) for Dunedin City.
|
Achieve a 15:1 return on investment of the Event Attraction Fund. |
To pursue new funding partnerships. |
Reduce Ratepayer investment. Diversification of product. |
Economic benefit to Dunedin City is increased. |
Marketing and Business Objectives |
||
Goals |
Objectives |
Performance Measures |
|
|
|
To build strong and innovative commercial partnerships that enhance event experiences and create a point of difference. |
To work with DVML’s preferred suppliers to deliver on mutually agreed performance targets. |
Improved contribution to DVML’s financial performance and reputation for service excellence. |
To lead the way with venue and facilities’ development projects to ensure that DVML venue offerings are flexible, scalable and fit for purpose (and create new opportunities for growth). |
Improving venue utilisation by investing in DVML’s venue assets and facilities in order to better meet the needs of the diverse range of event producers DVML hires its venues to. |
Increasing the number and value of hire days in DVML’s venues by 10% as a result of providing a more flexible offering. |
To create market and business development campaigns that grow our market share and build customer loyalty across all of the segments in which DVML competes. |
Increased awareness through strategic development across digital platforms. Monitoring effectiveness of campaigns. Promoters are encouraged to bring top level and appropriate acts to all DVML’s venues. Positive engagement, future proofing business through commitment to upcoming concerts, having the trust and confidence that DVML delivers a great product. Commercial Partners receive value propositions for all business opportunities across all DVML’s venues.
Members feel valued and receive exceptional service that will also encourage renewal of Membership and new Members. Facilitate Member events, Lounge experience development and increase benefits. |
We have established a benchmark for monitoring effectiveness across all digital platforms. A full calendar of quality events across all DVML’s venues that provide economic benefit and positive community engagement to Dunedin City.
Survey Commercial Partners for satisfaction level – minimum 80% satisfaction to be achieved. Achieve a 75% renewal rate for member contracts that are due for renewal in the financial year. 75 new members. Survey Members for satisfaction level – minimum 80% satisfaction to be achieved. |
Human Resources |
||
Goals |
Objectives |
Performance Measures |
To retain and value our employees.
To be non-discriminatory, culturally sensitive, and provide equal opportunities. These practices are to be encouraged in DVML’s service providers.
To grow high performance teams based on attracting and retaining key staff who share our ambitions for the business and commitment to delivering the best for Dunedin City. |
Relevant training is provided to Staff.
To recognise and review staff performance. Consistently manage the EEO policy of DVML. Put in place HR policies, practices and the appropriate levels of investment to position DVML as an employer of choice in the venue management business by enabling, recognising and rewarding the people who make a difference. |
Attract and retain key staff.
Succession plans are in place.
|
Shareholder
|
||
Goals |
Objectives
|
Performance Measures |
To engage with Dunedin City Council annually on opportunities for DVML to contribute, or assist where possible, with Dunedin City Council's community outcomes (as listed in the annual plan). |
Consult with Dunedin City Council on matters to be included in DVML’s Statement of Intent. |
Submit annually DVML’s Statement of Intent having given consideration to Dunedin City Council’s expectations. |
To bring to the attention of Dunedin City Council any matters where there may be conflict between the Dunedin City Council's community outcomes.
|
Consult with Dunedin City Council at the earliest possible time on matters where conflict may or could result. |
Dunedin City Council satisfaction. |
To promptly advise Dunedin City Council on a 'no surprises' basis of any substantive matter that has the potential to impact negatively on Dunedin City Council and DVML with a particular focus on the media. |
Keep Dunedin City Council informed of all substantive matters. |
Dunedin City Council satisfaction. |
DCC Strategic Framework Accountabilities |
||
Social and Wellbeing |
||
Goals |
Objectives |
Performance Measures |
To make people feel connected and involved in Dunedin City’s community and city affairs. |
Create awareness through a variety of distribution channels to ensure the community is informed of DVML happenings. |
Positive community feedback and less than two LGOIMA requests annually.
|
To engage with the Dunedin City Council on a regular basis where the Dunedin City Council can assist DVML to enable local and regional groups to access all facilities under its management.
|
Facilitate community access through providing funding for community events through the Community Event Funding ($750,000 across all DVML venues).
|
Report to the Dunedin City Council 6 monthly on the application of the Service Level Agreement for Community Event Funding to ensure it is applied efficiently and caters to a variety of events and community groups. |
To be recognised as a positive contributor to our community. |
Initiate opportunities to speak to the community, stakeholders and interested organisations. |
Senior management conduct a minimum of 5 speaking engagements. |
Economic Development Strategy
|
||
Goals |
Objectives
|
Performance Measures |
To maintain DVML’s economic sustainability through the mitigation of business risk, wherever reasonably possible, given the sector in which it operates.
|
Continue to generate economic benefit to Dunedin City through securing high quality events.
|
Achieve a minimum of $5m visitor spend per each major event (>10,000 pax) for Dunedin City.
Achieve minimum 80% satisfaction rating through surveys of all major events (>10,000 pax).
60% of attendees of all major events (>10,000 pax) to come from outside of Dunedin City. |
To be the lead agency in event bidding, origination and promotion for major events in Dunedin City. |
Produce high quality bids meeting all requirements of the event provider and creating the required economic benefit to Dunedin City. |
Dunedin City is successful in bidding for major events that gain positive exposure for Dunedin City, create economic benefit and serve the community’s needs. |
Environment Strategy
|
||
Goals |
Objectives
|
Performance Measures |
To be recognised as a positive contributor to Dunedin City’s community. |
Act as a socially and environmentally responsible corporate citizen. Develop sustainable practices.
Increase the % of recycled waste from the previous year.
Utilise low energy bulbs throughout all venues. Adjust timers on all lighting.
BMS has been reviewed to ensure maximum efficiency from HVAC system.
|
Recycled waste is increased by 10% from the previous year.
Improve energy efficiency. |
Arts and Culture Strategy |
||
Goals |
Objectives |
Performance Measures |
To build unity and community pride by celebrating Dunedin City’s character, diversity and individuality through arts and culture. |
Increase the number of event days at DVML’s venues for community events from the previous year where Community Event Funding permits. |
The number of community event days is increased from the previous year. |
Council 27 June 2016 |
|
9 Information to be provided to the Shareholder in the Financial Reports
|
Monthly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
|
|
|
|
Statement of Financial Position |
X |
X |
X |
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
|
|
|
|
Statement of Service Performance against SOI targets |
|
|
X |
|
|
|
|
Statement of Movement in Equity |
|
X |
X |
|
|
|
|
Notes to the Financial Statements |
|
X |
X |
|
|
|
|
Directors' Report |
|
X |
X |
|
|
|
|
Auditors Report |
|
|
X |
|
|
|
|
Statement of Intent (Draft) |
|
|
Prior to |
|
|
|
|
Statement of Intent (Final) |
|
|
Prior to |
10 Dividend Policy
DVML wishes to maintain an optimal capital structure and will every three years review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy. DVML notes Dunedin City Council’s desire to receive dividends representing 75% after tax profits (excluding the tax adjusted effect of revaluations, unrealised capital gains and losses, unrealised treasury gains and losses) and will use its best endeavours to accommodate that desire within the constraints imposed by the Directors' obligations to act in accordance with their statutory duties and in the best interests of DVML. Dividends will be paid in two instalments 31 December and 30 June.
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
DVML will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to create value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that DVML or its subsidiaries should acquire assets, they will obtain prior approval of Dunedin City Council where an investment into the new assets exceeds $500,000.
If the Directors intend that DVML or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) exceeding a total investment of $500,000 they will obtain prior approval of Dunedin City Council.
The approval of Dunedin City Council is required before disposal by DVML of any segment of its business or shares in a subsidiary or associate company where the value of the asset to be disposed of exceeds the investment delegated authority of $500,000.
12 Compensation Sought
DVML will seek compensation for all non-commercial activities performed by it on behalf of local authorities.
13 Commercial Value of Shareholder’s investment
The last annual report for DVML reported an equity position of less than zero. The Directors are therefore of the opinion that the commercial value of Dunedin City Council’s investment in DVML to be not less than Dunedin City Council’s funds as published in the last annual report.
14 Other matters as agreed by the Shareholder and the Board
a) The undertaking by DVML of any activity of a nature or scope not provided for in DVML’s mission or goals would be subject to the prior approval of Dunedin City Council.
b) The approval of Dunedin City Council is required before DVML can dispose of any segment of its business or share in a subsidiary or associate company.
c) The approval of Dunedin City Council is also required before DVML could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 13 above.
d) DVML will endeavour to use Otago manufactured goods and services subject to price, quality and other strategic considerations being met.
15 Group Facility Use
DVML will undertake to operate "group" purchasing of goods and services unless it is demonstrated conclusively to Dunedin City Council that the total combined cost to the Group and Dunedin City Council of such Group purchasing is greater than the total combined cost to the Group and Dunedin City Council of ceasing to purchase such goods and services as a Group including the cost to the Group and Dunedin City Council of ceasing any such group purchasing.
16 Transactions with Related Parties
a) Dunedin City Council
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri Gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
27 June 2016 |
|
Taieri Gorge Railway Limited
Statement of Intent
For the Year Ending 30 June 2017 |
Table of Content
Table of Content
1 Introduction
2 Purpose of Statement of Intent
3 Objectives
4 Corporate Governance
5 Nature and Scope of Activities to be Undertaken
6 Financial Forecasts
7 Accounting Policies
8 Performance Targets and Other Measures
9 Information to be provided to the Shareholders in the Financial Reports
10 Dividend Policy
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
12 Compensation Sought
13 Commercial Value of Shareholders' investment
14 Other matters as agreed by the Shareholders and the Board
15 Transactions with Related Parties
16 Group Facility Use
17 Purpose for which the Company Established
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities 26
Appendix 2: Strategic Framework
1 Introduction
A Council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes or has the right to appoint 50 per cent (or more) of the directors or trustees.
Council-controlled trading organisation (CCTO) means a council-controlled organisation that operates a trading undertaking for the purpose of making a profit
A CCTO is required by law to produce a Statement of Intent (SOI). An SOI is an annual planning document.
2 Purpose of Statement of Intent
The SOI demonstrates the accountability to shareholders and the public by outlining the activities and intentions for the next three financial years. It provides an opportunity for the shareholders to influence the CCTO's direction by commenting on the draft version of the SOI. The SOI provides the basis for the accountability of the directors to their shareholder for the performance of the organisation.
The CCTO is required by law to report in its annual report on its performance targets set in the SOI.
3 Objectives
As defined in section, Principal objective of council-controlled organisation of the Local Government Act (LGA) is:
a) 'Achieve the objective of its shareholders, both commercial and non-commercial, as specified in the statement of intent; and
b) Be a good employer as per clause 6 of Schedule 7 LGA);and
c) Exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or insist these when able to do so; and
d) Conduct its affairs in accordance with sound business practice.
4 Corporate Governance
a) Local Government Act 2002, Role of Directors
As defined in Section 58 of the LGA:
'The role of a director of a council-controlled organisation is to assist the organisation to meet its objectives and any other requirements in its statement of intent.
This section does not limit or affect the other duties that a director of a council-controlled organisation has.
b) In addition to the obligations of the LGA, the company is also subject to the requirements of The Companies Act 1993.
c) And all other applicable legislative requirements that apply.'
The Company has two shareholders:
1. Dunedin City Holdings 72.03%
2. Otago Excursion Train Trust 27.97%
5 Nature and Scope of Activities to be Undertaken
The principal activity of Taieri Gorge Railway Limited (the Company) is to operate train services as a tourist, charter and community oriented enterprise utilising the Taieri Gorge railway line and the Main South Line of the New Zealand Railways Corporation national network.
As well as the provision of train services on those lines, the company operates a retail and booking office at the Dunedin Railway Station.
Company Vision
To provide outstanding visitor experiences with a focus on railways
Company Mission Statement
To safely and viably provide high quality visitor experiences developed from our core products of tourist and charter train services. To diversify and grow our business by seeking new visitor experience and rail opportunities
6 Financial Forecasts
a. The ratio of Shareholders' Funds to Total Assets and the definition of those terms.
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
Shareholders' Funds to Total Assets |
54% |
52% |
54% |
The Company has adopted a target Shareholder Funds to Total Assets ratio (equity ratio) of 50%, but expects this ratio will fluctuate depending on a variety of circumstances including asset renewal and investment cycles. During periods of higher capital expenditure, the equity ratio will likely be lower and, at other times, may exceed the current target.
Shareholders' Funds - are represented by the paid up capital, reserves created by the revaluation of specific assets, and retained earnings.
Total Assets – means the aggregate amount of all current and non-current assets.
b. Estimate of the amount or proportion of accumulated profits and capital reserves that is intended to be distributed to the shareholders.
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
Dividend/Subvention Distributions |
0 |
0 |
0 |
c. Other Financial Forecasts
|
Year ending 30/06/2016 |
Year ending 30/06/2017 |
Year ending 30/06/18 |
EBITDA |
520 |
560 |
550 |
Net Profit after Tax |
110 |
130 |
60 |
Cash Flow from operations |
425 |
450 |
350 |
Capital Expenditure |
360 |
380 |
400 |
Term Loans |
300 |
200 |
300 |
The projections provided have been prepared using the most recent Company Budget information and incorporate a number of assumptions about the future metric's of key business profitability drivers. In deriving these projections advice and judgement has been applied to predict the future state of the commercial market environment in which the Company operates.
7 Accounting Policies
a) General Accounting Policies
The accounting policies recognised by the Chartered Accountants Australia New Zealand for the measurement and reporting of financial performance and financial position have been applied on a basis consistent with those used in previous years.
b) Particular Accounting Policies
The particular accounting policies, which materially affect the measurement and reporting of financial performance and financial position, are consistent across the DCHL group and are fully listed in the Company's annual report.
Council 27 June 2016 |
|
8 Performance Targets and Other Measures
Safety and Compliance |
||
Goals |
Objectives |
Performance Measures |
To make safety our first priority and provide a safe environment |
Maximise safety on site for all staff and visitors by holding a minimum of 3 Board Health and Safety Committee and 9 Staff Health and Safety Committee meetings per year.
Review/audit the Safety System and Risk Register within the company each year.
Report on health and safety management and provide statistical data in the monthly board reports. |
How many Health and Safety Committee meetings held per year?
Safety System and Risk Register has been reviewed/audited.
Monthly board reports contain a Health and Safety report. |
Ensure the Company meets all of its safety, security and environmental obligations |
To undertake an annual safety audit as required by NZTA
|
To pass the safety audit and be issued with a Rail Service Licence.
|
Reduce accidents for staff, contractors and customers. |
Reduce lost time accident rates. |
A minimal accident record not exceeding four work related lost time injuries per 100,000 hours worked
|
Financial |
||
Goals |
Objectives |
Performance Measures |
Grow the company's revenues from the trading activities |
Achieve financial performance that represents an acceptable rate of return on investment for its shareholders.
|
Revenue increase and a financial result which is at least break even.
|
Improve the Company's equity ratio. |
Reduce long term bank debt. |
Bank debt reduced from previous year. |
Maintain the Company's economic sustainability through the mitigation of business risk. |
On-going monitoring and refinement of the company's risk strategy.
|
Monthly passenger activity to the Board Financial risk analysis undertaken and mitigation measures reported to the Board as required.
|
Marketing and Business Objectives |
||
Goals |
Objectives |
Performance Measures |
Increase passenger numbers using train services |
To provide consistent and quality service which exceeds the expectations of customers
|
Invest in a minimum of 2 promotional campaigns a year with industry partners. |
Develop strategies and initiatives to maximise resource use. |
Initiatives to maximise the productivity of human resources and capital employed while taking into account potential opportunities and strategic considerations
|
Carry at least 80 000 passengers on no fewer than 700 trips per annum How many new initiatives have been implemented to improve business performance? |
To develop diversified markets for the company's products |
Identify and invest in route development opportunities |
Increase in trips to new destinations |
Customer Service |
||
Goals |
Objectives |
Performance Measures |
Provide outstanding customer service to our valued customers. |
To provide consistent and quality service which exceeds the expectations of customers
Provide high standards of service to our customers and recognise the role the railway plays in connecting our customers to the Dunedin experience.
|
Monitor Trip Advisor to ensure customer satisfaction levels of 85% or better
Investigate the introduction of a new customer service survey
|
Infrastructure |
||
Goals |
Objectives |
Performance Measures |
Provide and efficiently maintain infrastructure to meet the needs of our customers. |
Infrastructure maintenance is carried out without affecting train operations
Ensure the future of the company is protected
|
No delays to regular scheduled passenger operations
Continuation of and development of an Asset Management Plan
|
Human Resources |
||
Goals |
Objectives |
Performance Measures |
To retain and value our employees. |
Relevant training is provided to staff
To recognise and review staff performance
Expand company Values and ensure that all staff are fully engaged with the company's Vision, Purpose and Values.
Adherence to EEO policy
Staff turnover
|
Increase level of staff training and to update staff files to show individual training records
Each senior staff member has a formal annual performance review.
Develop an annual staff engagement survey.
No breaches of EEO policy
Not to exceed 15%
|
|
|
|
Shareholders |
||
Goals |
Objectives |
Performance Measures |
Engage with shareholders annually on opportunities for the company to contribute, or assist where possible, with Council's community outcomes (as listed in the annual plan) |
Consult with shareholders on matters to be included in the company's Statement of Intent. |
In the annual company's Statement of Intent having given consideration to shareholders expectations. |
Bring to the attention of the shareholders any strategic or operational matters where there may be conflict between the Council's community outcomes and those of the company and seek the shareholder's view on these. |
Consult with shareholders at the earliest possible time on matters where conflict may or could result. |
Number of matters that have been escalated to shareholders. |
Keep the shareholders informed of all substantive matters. |
On a 'no surprises' basis advise shareholders promptly of any substantive matter that has the potential to impact negatively on shareholders and the company with a particular focus on the media. |
Number of substantive matters that have been reported to shareholders within 24 hours. |
DCC Strategic Framework Accountabilities |
||
Social and Wellbeing |
||
Goals |
Objectives |
Performance Measures |
Making people feel connected and involved in community and city affairs |
Promote and preserve the volunteer input to the business and to ensure that the reasonable needs of this group are met. |
Number of volunteer hours to host trips in the year Continue with a Memorandum of Co-Operation with OETT for the use of volunteer staff |
Be recognised as a positive contributor to our community. |
Provide sponsorship to community events and organisations.
Facilitate community access to venues. |
Free train tickets given to community organisations/events.
Continuation of relationship with Cadbury and Childcare Association to run train trips for their events
Agree for access to station/train for community activities |
Building better communities both at a local/geographic level and communities of interest |
Support local and wider communities.
|
Run train services to rural and coastal areas of Dunedin and Otago.
|
Promoting good health |
To achieve the highest grade in food hygiene. |
'Grade A' Dunedin City Council Food Hygiene certificate achieved.
What measures are in place to keep staff and visitors safe? |
Promoting a good work/life balance and full employment |
Promote staff taking leave |
Annual Leave balance stable or falling |
Economic Development Strategy
|
||
Goals |
Objectives |
Performance Measures |
Growing the value of “export income” to the City |
Maintain and enhance the Company's reputation as being one of the preferred tourist attraction activities in Dunedin to both the domestic and international markets.
Using Trip Advisor to promote Taieri Gorge Railway |
Domestic and international income earned maintained or grows per annum
To stay in the top 5 out of 37 on Trip Advisor |
Increasing the retention of graduates. Building the skills base. |
Continue to support the 'Emerging Director of the Year' competition held in conjunction with Otago Southland Branch of the Institute of Directors.
|
Number of board meeting the winner attends.
|
Establishing strategic projects with other cities/companies |
Increase passenger numbers from cruise ships.
Increase tourist numbers to the city.
|
What initiatives have been introduced?
Growth in percentage of customers from outside the city.
|
Marketing Dunedin |
Formalise a Marketing plan to increase business.
Support Enterprise Dunedin on initiatives to market Dunedin
|
New Marketing Plan introduced during the year.
Develop a customer survey to evaluate customer perceptions
Evidence of participation in Enterprise Dunedin marketing campaigns
|
Linkages beyond our borders |
Maintain one of the only tourist links Queenstown to Dunedin and vv. |
Continue with Track and Trail train and coach service from and to Queenstown. |
Environment Strategy
|
||
Goals |
Objectives |
Performance Measures |
To be recognised as a positive contributor to our community. |
Act as a socially and environmentally responsible corporate citizen. Develop sustainable practices.
|
Recycle plastic/cardboard waste generated.
|
Protecting, restoring and enhancing Dunedin's natural heritage, biodiversity, landscapes and ecosystems |
Carry out a weed control programme and continually review company operations for environmental issues.
|
Weed control operation carried out.
|
To reduce and monitor emissions. |
Improving passenger numbers per litre of fuel
|
How many passengers per litre of fuel compared to previous year?
|
Arts and Culture Strategy |
||
Building unity and Community pride by celebrating the city's character, diversity and individuality through arts and culture. |
Help ensure ID Fashion is promoted as a truly culturally rich Dunedin event. |
Work with ID Fashion committee to ensure event can happen at Dunedin Station while train operations continue
|
|
Enhance awareness of the heritage value of Taieri Gorge Railway and Dunedin Railway Station. |
Maintain a heritage plaque at Dunedin Railway Station and report to the City any station building heritage deterioration |
Utilising existing networks and fostering new connections to facilitate creativity. |
Increase number of train services on tracks within the city from the previous year. |
Achieved/not achieved. |
Spatial Plan |
||
Promoting a healthy and safe environment; quality air and water; a connected community; recreation, leisure and learning, opportunities; healthcare, and warm housing. |
Continue to make Dunedin look good as a recreation and leisure community through the provision of attractive train services |
Measured by the number of trains run and the Trip Advisor rating for the train services |
Reducing dependence on non-renewable resources |
Reduce dependence on use of hydrocarbon-based diesel and petrol |
Investigate use of biodiesel |
Celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
To enhance the heritage experience by continuing to preserve the heritage aspects of the line and to recognise the heritage nature of rolling stock, structures in the gorge and at Middlemarch. |
The Company does not disturb the heritage nature of aspects of the line measured by any complaints. |
Protecting significant landscapes; quality architecture. |
Carry out a weed control programme.
|
What work has been completed in the Taieri Gorge on weed control?
|
Maintaining and growing our rural economy, industrial base. |
Operating a mechanical workshop and track maintenance team and employing local staff |
Retention of in house maintenance teams. |
An urban form that supports accessibility from a range of modes and sustainable transport choices |
Running trains with accessible vehicles to local destinations |
Retention of an accessible carriage and access ramps |
Parks and Recreation Strategy |
||
Managing green and open spaces to provide for social interaction and physical health and wellbeing |
Maintaining network of walking and cycle tracks, picnic areas and other public amenities. |
Running trains to the Strath Taieri to connect with the Rail Trail and provision of toilet facilities at Pukerangi and Middlemarch and on the train
|
Accessible recreational facilities |
Making recreational open spaces and facilities open to all. |
Continuation of annual Walk the Gorge initiative |
Integrated Transport Strategy |
||
Efficiently and effectively moving freight. |
Ability to carry freight |
Taking passenger freight on suitable vans and investigating opportunities for bulk freight transport |
Connectivity of centres |
Improving connections within and between centres |
Maintenance of a regular train/coach tourist service to and from Queenstown and a train service to and from Oamaru |
Three Waters Strategy |
||
Improving the quality of our discharges to minimise the impact on the environment. |
|
No discharges into waterways from operations |
Council 27 June 2016 |
|
9 Information to be provided to the Shareholders in the Financial Reports
|
Monthly |
Quarterly |
Half Yearly |
Annual |
Statement of Financial Performance |
X |
X |
X |
X |
|
|
|
|
|
Statement of Financial Position |
X |
X |
X |
X |
|
|
|
|
|
Statement of Cash Flows |
X |
X |
X |
X |
|
|
|
|
|
Statement of Service Performance against SOI targets |
|
x |
|
X |
|
|
|
|
|
Statement of Movement in Equity |
|
|
X |
X |
|
|
|
|
|
Notes to the Financial Statements |
|
|
X |
X |
|
|
|
|
|
Directors' Report |
|
|
X |
X |
|
|
|
|
|
Auditors Report |
|
|
|
X |
|
|
|
|
|
Statement of Intent (Draft) |
|
|
|
Prior to |
|
|
|
|
|
Statement of Intent (Final) |
|
|
|
Prior to |
10 Dividend Policy
The Company wishes to maintain an optimal capital structure and will every three years review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy.
It is unlikely that any dividends will be declared in the near future as a result of the need for retention of sufficient profits for reinvestment.
The Company notes the Shareholder's desire to receive dividends representing 50% after tax profits (excluding the tax adjusted effect of revaluations, unrealised capital gains and losses, unrealised treasury gains and losses) and will use its best endeavours to accommodate that desire within the constraints imposed by the Directors' obligations to act in accordance with their statutory duties and in the best interests of the Company Distributions at that level. Any dividends will be paid in two instalments 31 December and 30 June.
The company provides an incalculable dividend to the city and region by its added value to the city and region as a result of the:
· Drawcard nature of the company for general tourism and cruise ship visits
· Ability to give the city recognition and to make the city look good
· Community and marketing activities on behalf of the city
11 Acquisition/Divestment of Shares or Assets in any Company or Organisation
The Company will only invest in the shares of another company or invest in an entity if the investment is considered to be likely to produce added value to the Company. In order to maximise benefit to the Shareholder, shares or assets may also be sold in response to, or in anticipation of, on-going changes in the marketplace.
If the Directors intend that the Company or its subsidiaries should acquire assets, they will obtain prior approval of the Shareholder where an investment into the new assets exceeds $1.0 million.
If the Directors intend that the Company or its subsidiaries should subscribe for or otherwise acquire issued capital or an interest in any company or organisation (other than minimum holdings in listed companies in related industries) exceeding a total investment of $1.0 million they will obtain prior approval of the Shareholder.
The approval of the Shareholder is required before disposal by the Company of any segment of its business or shares in a subsidiary or associate company where the value of the asset to be disposed of exceeds the investment delegated authority of $1.0 million.
12 Compensation Sought
At the request of the Shareholder, the Company may undertake activities that are not consistent with its normal commercial objectives. Specific financial arrangements will be entered into to meet the full commercial cost of undertaking such activities. At present, the Company does not have any activities in respect of which its Board wishes to seek compensation from any local authority.
13 Commercial Value of Shareholders' investment
The commercial value of the Shareholder’s investment in the Company is considered by the Directors to be not less than the Shareholder’s funds as disclosed in the Statement of Financial Position published in the last Annual Report.
14 Other matters as agreed by the Shareholders and the Board
a) The undertaking by the Company of any activity of a nature or scope not provided for in the Company's mission or goals would be subject to the prior approval of the Shareholder.
b) The approval of the Shareholder is also required before the Company could dispose of any segment of its business or shares in a subsidiary or associated company where the value of the asset to be disposed of exceeds the investment delegated authority set out in Section 11 above.
c) The Company has entered into a Deed of Understanding between itself, the Dunedin City Council, Dunedin City Holdings Limited and members of the Group, imposing upon the Company certain restrictions, requirements and obligations as set out in the Deed.
15 Transactions with Related Parties
Dunedin City Council is the sole Shareholder in Dunedin City Holdings Limited, Dunedin City Holdings Limited is the sole Shareholder in Aurora Energy Limited, City Forests Limited, Delta Utility Service Limited, Dunedin City Treasury Limited, Dunedin Venues Management Limited and Dunedin Venues Limited.
Dunedin City Holdings Limited owns 72.03% of Taieri Gorge Railway and 50% of Dunedin International Airport Limited.
Transactions between the Companies, Dunedin City Council and other Dunedin City Council controlled enterprises will be on a wholly commercial basis.
Charges from Dunedin City Council and its other entities and charges to Dunedin City Council and its other entities will be made for goods and services provided as part of the normal trading activities of each Company.
5. Related Party Transactions
Dunedin City Council |
Council rates for properties |
|
Owned by the Companies |
|
Lease of Council owned land |
|
Provision of Financial Services |
Dunedin City Treasury Limited |
Specific Treasury Functions |
Dunedin City Holdings Limited |
Functions appropriate between |
|
Parent company and subsidiaries |
16 Group Facility Use
The Company will undertake to operate "group" purchasing of goods and services unless it is demonstrated conclusively to the Shareholder that the total combined cost to the Group and Dunedin City Council of such Group purchasing is greater than the total combined cost to the Group and Dunedin City Council of ceasing to purchase such goods and services as a Group including the cost to the Group and Dunedin City Council of ceasing any such group purchasing.
17 Purpose for which the Company Established
The Company has been established with the primary purpose of providing a commercial and community return to its Shareholders, Dunedin City Holdings and the Otago Excursion Train Trust.
The creation of the organisation during the 1980’s, prior to the organisation becoming a Company in 1995, was undertaken solely by the Otago Excursion Train Trust with the purpose of providing tourist and community trains for the resident and visitors to Otago.
The Company existed as the Otago Excursion Train Trust until 1995 when capitalisation and restructuring formed the Taieri Gorge Railway Company.
The Company recognises that it has social and environmental responsibilities to take account of in meeting its long-term commercial objectives.
Appendix 1: Dunedin City Council Vision: Dunedin is one of the World's Great Small Cities
The vision of the Dunedin City Council Long Term Plan is to make Dunedin an attractive place to work, live, study and visit.
This is achieved by the following Strategic Framework.
Appendix 2: Strategic Framework
Strategy |
Priority |
Explanation |
Social Wellbeing Strategy (2013) |
Connected people |
Making people feel connected and involved in community and city affairs. |
Vibrant and cohesive communities |
Building better communities both at a local/geographic level and communities of interest. |
|
Healthy and safe people |
Promoting good health and ensuring people feel safe, and are safe. |
|
Standard of living |
Promoting a good work/ life balance and full employment. |
|
Affordable and healthy homes |
People are living in warm and healthy homes and affordable housing options are available to all. |
|
Economic Development Strategy (2012) |
Business vitality |
Improving the ease of doing business. Growing the value of exports. |
Alliances for innovation |
Improving linkages between industry and research. Increasing scale in innovative and tradable sectors. |
|
A hub for skills and talent |
Increasing the retention of graduates. Building the skills base. Growing migrant numbers. |
|
Linkages beyond our borders |
Increasing international investment. Establishing strategic projects with other cities. |
|
A compelling destination |
Marketing Dunedin and exporting education uplift. |
|
Te Ao Tūroa - Environment Strategy (early draft themes) |
Connecting people with the environment |
Dunedin’s community enjoys and is connected with the natural environment. |
Guardianship of the environment |
Dunedin’s community actively works together to understand, enhance and celebrate the values of the natural environment. |
|
Protecting and enhancing the environment |
Dunedin protects, restores and enhances its natural heritage, biodiversity, landscapes and ecosystems. |
|
Responding to environmental changes |
Dunedin limits its impact on, and adapts to, environmental changes, including climate change. |
|
Sustainable resource use |
Dunedin reduces reliance on non-renewable resources, minimises waste and uses water responsibly |
|
Ara Toi – Arts & Culture Strategy |
Identity Pride |
Building unity and community pride by celebrating the city’s character, diversity and individuality through arts and culture. |
Access and inclusion |
Enabling self-expression and sharing of ideas to connect diverse people. |
|
Creative economy |
Capitalising on the economic growth of the arts and culture sector. |
|
Inspired connections |
Utilising existing networks and fostering new connections to facilitate creativity. |
|
Spatial Plan (2012) |
A liveable city |
A healthy and safe environment; quality air and water; a connected community; recreation, leisure & learning, opportunities; healthcare, and warm housing. |
An environmentally sustainable and resilient city |
Resilient ecosystems and communities; actively responding to climate change; reducing dependence on non-renewable resources; seismic-strengthened heritage buildings. |
|
A memorable and distinctive city |
Protecting significant landscapes; quality architecture and urban design; memorable and engaging public art; celebrating Tangata Whenua and European heritage; actively re-using built heritage. |
|
A city that enables a prosperous and diverse economy |
Maintaining and growing our rural economy, industrial base and world class communications; attracting and retaining internationally-focused people; supporting and benefiting from the tertiary education sector. |
|
An accessible and connected city |
An urban form that supports accessibility from a range of modes and sustainable transport choices; a safe and efficient road network; affordable and convenient public transport; it is safe and pleasant to walk and cycle. |
|
A vibrant and exciting city |
A successful arts and culture scene, vibrant central city and local centres. |
|
Parks & Recreation Strategy (early draft themes) |
Well-connected open spaces |
Managing green and open spaces to provide for social interaction and physical health and wellbeing. |
Accessible recreational facilities |
Making recreational open spaces and facilities accessible to all. |
|
Collaborate to provide and protect |
Working collaboratively to improve recreation and environmental outcomes. |
|
Integrated Transport Strategy (2013) |
Safety |
Prioritising safety improvements according to risk. |
Travel choices |
Prioritising investment and space to improve the provision of active modes and public transport. |
|
Connectivity of centres |
Improving connections within and between centres and the central city for public transport and active modes. |
|
Freight |
Efficiently and effectively moving freight. |
|
Resilient network |
Integrating land use and transport to reduce demand for vehicle travel and increasing the resilience of the transport network. |
|
Three Waters Strategy (2010) |
Meeting water needs |
Meeting the safe and quality water needs of the city for the next 50 years from existing water sources. |
Adaptable supply |
Being able to adapt our water supply to a variety of future climate change and population scenarios. |
|
Environmental protection |
Improving the quality of our discharges to minimise the impact on the environment. |
|
Maintaining service levels |
Ensuring that, as a minimum, key service levels are maintained into the future. |
|
Kaitiakitaka |
Adopting an integrated approach to management of the three waters and embrace the concept of kaitiakitaka. |
27 June 2016 |
|
Change to the Constitution of Dunedin City Holdings Limited
Department: Corporate Services
EXECUTIVE SUMMARY
1 The purpose of this report is to seek Council's approval to update the Constitution of Dunedin City Holdings Limited.
2 The new Constitution reflects current legislation and makes changes to the term of appointment for Directors. At present there is no maximum term and it is proposed that Directors will retire after three consecutive, three year terms.
3 At this time we have also made other changes to the Constitution. These are highlighted in Attachment D.
That the Council: a) Considers the new Constitution for the Board of Dunedin City Holdings Limited. b) Approves the new Constitution, reflecting the change in the term of Directors to the Board of Dunedin City Holdings Limited on behalf of the Council as shareholder. |
BACKGROUND
4 Industry best practice is that Directors be appointed for a term of no more than three consecutive terms of three years (total of nine years). The old Constitution is outdated and repetitive with references to outdated legislation.
5 This has resulted in the revised Constitution.
DISCUSSION
6 Not applicable.
OPTIONS
Option One – Recommended Option
7 Approve the new revised Constitution that includes the change in the term of directors.
Option Two – Status Quo
8 If the status quo option is adopted then a director may serve until the age of 70 years and is not based on the number of terms and the current Constitution is outdated.
NEXT STEPS
9 If approved by Council the signed Constitution will be sent to the Board of Dunedin City Holdings Limited for signature.
Signatories
Authoriser: |
Grant McKenzie - Group Chief Financial Officer |
|
Title |
Page |
Resolution for Alteration of the Constitution of Dunedin City Holdings Limited |
307 |
|
Revised Constitution for Dunedin City Holdings Limited |
308 |
|
Letter from Anderson Lloyd re revision of the Dunedin City Holdings Limited Constitution |
326 |
|
Summary of Key Changes to the Constitution |
328 |
|
Dunedin City Holdings Limited Constitution dated October 1996 |
339 |
SUMMARY OF CONSIDERATIONS |
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Fit with purpose of Local Government This report relates to providing local infrastructure, public services and regulatory functions for the community. |
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Fit with strategic framework
The report has no direct contribution to the Strategic Framework. |
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Māori Impact Statement There are no known implications for tangata whenua. |
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Sustainability There are no implications for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The report fulfils the reporting requirements for Council and the Local Government Act 2002. |
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Financial considerations Not applicable – reporting only. |
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Significance This report has been assessed under the Council's Significance and Engagement Policy as being of low significance. |
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Engagement – external There has been no external engagement. |
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Engagement - internal Not applicable – reporting only. |
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Risks: Legal / Health and Safety etc. There are no known risks. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards There are no known implications for Community Boards. |
Council 27 June 2016 |
|
("the Company")
Special Resolution of the Sole Shareholder
(Section 32(2) of the Companies Act 1993)
RESOLVED that the Company:
1. revoke its existing constitution; and
2. adopt the constitution attached to this resolution and marked "A",
with effect from the date of this resolution.
SIGNED as a written resolution in accordance with s122 of the Companies Act 1993 by the sole shareholder:
a) b) c) Dunedin City Council |
d) |
DATED ___________________________ 2016
Council 27 June 2016 |
|
1. Definitions and Interpretation
2. Capacity and Objectives
3. Council-Controlled Organisation Requirements
4. Shares
5. Calls on shares
6. Distributions
7. Company acquiring its own shares
8. Assistance by Company for share purchase
9. Shareholder meetings
10. Reporting Requirements
11. Directors
12. Interests of Directors
13. Notices
14. Liquidation
15. Methods of Contracting
Schedule 1 - Rules for Shareholder Meetings
1. Chairperson
2. Notice of meetings
3. Methods of holding meetings
4. Quorum
5. Adjournments
6. Voting
7. Proxies and Postal Votes
8. Minutes
9. Shareholder proposals
10. Loss of voting rights if calls unpaid
11. Other proceedings
Schedule 2 - Rules for Board Proceedings
1. Notice of meeting
2. Method of holding meetings
3. Quorum
4. Voting
5. Minutes
6. Resolutions
7. No notice to Directors outside New Zealand
8. Other proceedings
1. Definitions and Interpretation
Definitions
1.1 In this Constitution, unless the context otherwise requires:
"Act" |
means the Companies Act 1993. |
"Alternate Director" |
has the meaning given in clause 11.7. |
"Appointing Director" |
has the meaning given in clause 11.7. |
"Board" |
means Directors who number not less than the required quorum, acting together as a board of Directors. |
"Chairperson" |
means the chairperson of the Board appointed in accordance with clauses 11.8 to 11.11. |
"Company" |
means Dunedin City Holdings Limited. |
"Constitution" |
means this constitution of the Company (including the Schedules) and all amendments to it from time to time. |
"Council" |
means the Dunedin City Council. |
"Council-Controlled Organisation" |
has the meaning set out in section 6 of the LGA. |
"Deputy Chairperson" |
means the deputy chairperson of the Board appointed in accordance with clauses 11.8 to 11.11. |
"Director" |
means a person appointed as a director of the Company in accordance with this Constitution. |
"LGA" |
means the Local Government Act 2002. |
"Ordinary Resolution" |
means a resolution that is approved by the Shareholder. |
"Schedules" |
means Schedules 1 and 2. |
"Shareholder" |
means the Council. |
"Special Resolution" |
means a resolution that is approved by the Shareholder |
"Statement of Intent" |
means the statement of intent to be completed by the Board in accordance with section 64 of the LGA and, where the context requires, means the most recent statement of intent completed by the Board. |
"Subsidiary" |
has the meaning set out in the Act. |
Interpretation
1.2 In this Constitution, unless the context otherwise requires:
(a) the singular includes the plural and the reverse;
(b) a reference to any party includes that party’s executors, administrators or permitted assigns, or if a company, its successors or permitted assigns or both;
(c) in this Constitution reference to any statutory provision includes any provision which amends or replaces it and any legislation made under it;
(d) words in this Constitution have the same meaning as in the Act unless inconsistent with the context;
(e) a reference to a clause means a clause in this Constitution and a reference to a rule means a rule in the relevant Schedule; and
(f) clause headings are for reference purposes only.
1.3 If there is any conflict:
(a) between a provision in this Constitution and a mandatory provision in the Act or the LGA, then the mandatory provision in the Act or the LGA will prevail; and
(b) between:
(i) a provision in this Constitution and a provision in the Act which is expressly permitted to be altered by this Constitution; or
(ii) a word or expression defined or explained in the Act and a word or expression defined or explained in this Constitution,
then the provision, word or expression in this Constitution will prevail.
2. Capacity and Objectives
2.1 The Company has been established as a Council-Controlled Organisation.
2.2 The Company's sole shareholder is the Council and there can be no other shareholders of the Company.
2.3 The principal objectives of the Company in carrying out its activities and functions, as set out in the LGA, are to:
(a) achieve the objectives of the Council, both commercial and non-commercial, as specified in the Statement of Intent;
(b) be a good employer (as defined in clause 36 of Schedule 7 of the LGA);
(c) exhibit a sense of social and environmental responsibility by having regard to the interests of the community in which it operates and by endeavouring to accommodate or encourage those while able to do so; and
(d) conduct its affairs in accordance with sound business practice.
2.4 Subject to this Constitution, the Act, the LGA and the Statement of Intent, the Company has full capacity, rights, powers and privileges to carry on or undertake any business or activity, do any act, or enter into any transaction.
3. Council-Controlled Organisation Requirements
3.1 The Company must comply with:
(a) its obligations under the LGA when preparing the Statement of Intent;
(b) all applicable statutory and regulatory obligations relating to Maori and the Treaty of Waitangi, including those set out in the LGA; and
(c) the applicable part of the Local Government Official Information and Meetings Act 1987.
4. Shares
Existing Shares
4.1 As at the date of adoption of this Constitution there are 850,000,000 fully paid ordinary shares in the Company held by the Shareholder.
Redeemable shares
4.2 The Company may issue redeemable shares, which may be redeemed:
(a) at the option of the Company;
(b) at the option of the holder of the share; or
(c) on a date specified in this Constitution,
for a consideration that is specified or to be calculated by reference to a formula or required to be fixed by a suitably qualified person who is not associated with or interested in the Company.
Restriction on share issue
4.3 The Board may not issue shares to any person other than the Council, without prior Shareholder approval.
5. Calls on shares
Board may make calls
5.1 The Board may make calls on the Shareholder in respect of any money unpaid on their shares and not previously made payable at a fixed time by prior written notice to the Shareholder specifying the time and date for payment. The Shareholder must comply with the terms of any call made by the Board. A call may be payable by instalments. The Board may revoke or postpone a call.
Interest and expenses
5.2 A person who fails to pay a call on the due date must pay:
(a) interest on that money from the day payment was due to the day of actual payment at a rate fixed by the Board; and
(b) all expenses which the Company has incurred or may incur because of non-payment;
The Board may waive payment of all or part of that interest or those expenses.
6. Distributions
Board may authorise distributions
6.1 The Board may authorise a distribution by the Company to the Shareholder in accordance with the Act, this Constitution and the Statement of Intent.
Dividends on shares not fully paid up to be paid proportionately
6.2 All dividends on shares that are not fully paid up must be authorised and paid in proportion to the amount paid up.
Payment of distributions
6.3 Any money payable in cash in respect of shares may be paid to the Shareholder in such manner as the Board determines, or to such other person and in such manner as the Shareholder may direct in writing.
No interest on dividends
6.4 No interest is payable by the Company on any dividend.
7. Company acquiring its own shares
Company may acquire its own shares
7.1 The Company may purchase or otherwise acquire shares issued by it which, subject to clause 7.2, shall be deemed to be cancelled immediately on acquisition.
Treasury stock
7.2 The Company may hold its own shares uncancelled but only in accordance with sections 67A, 67B and 67C of the Act.
8. Assistance by Company for share purchase
Financial assistance
8.1 The Company may directly or indirectly give financial assistance to a person for the purpose of or in connection with the purchase of a share issued or to be issued by the Company or its holding company but the Board must comply with the relevant provisions of the Act.
9. Shareholder meetings
Annual meeting
9.1 The Board must hold an annual shareholder meeting in accordance with section 120 of the Act unless in the case of any annual meeting, everything required to be done at that meeting (whether by way of resolution or otherwise) is done by written resolution in accordance with section 122 of the Act.
Special meetings
9.2 A special shareholder meeting:
(a) may be called at any time by the Board; and
(b) must be called by the Board on the written request of the Shareholder.
Proceedings at shareholder meetings
9.3 The provisions of the First Schedule to the Act as modified by this Constitution, including the rules set out in Schedule 1, govern proceedings at shareholder meetings.
10. Reporting Requirements
10.1 Subject to clause 10.2, within:
(a) two months of the end of the first half of the financial year of the Company, the Board must deliver to the Shareholder a report on the Company's operations during that half-year which must include any information required to be included by the Statement of Intent; and
(b) three months of the end of each financial year of the Company, the Board must deliver to the Shareholder, and make available to the public, a report on the Company's operations during that year which must include the information required to be included by:
(i) the Statement of Intent;
(ii) sections 68 and 69 of the LGA; and
(iii) the Act.
10.2 Nothing in this clause 10 requires the inclusion in any Statement of Intent, annual report, financial statement or half-yearly report required to be produced under this Constitution of any information that may be properly withheld if a request for that information was made under the Local Government Official Information and Meetings Act 1987.
11. Directors
Number of Directors
11.1 The number of Directors may be determined by Ordinary Resolution from time to time.
Appointment and removal
11.2 Subject to clauses 11.4 and 11.5, a person may be appointed and removed as a Director at any time by Ordinary Resolution.
Appointment by Board
11.3 The Board may appoint any person to be a Director either to fill a casual vacancy or as an additional Director provided that:
(a) the total number of additional Directors must not exceed 2 at any time;
(b) the total number of Directors (including additional Directors), must not exceed the number of directors determined under clause 11.1;
(c) any Director appointed under this clause 11.3 will cease to hold office at the commencement of the next annual meeting of the Company; and
(d) subject to the Act and this Constitution, that Director will be eligible for election as a Director but will not be taken into account in determining the number of Directors who retire by rotation at that meeting.
Term of Appointment
11.4 No person may be appointed as a Director for a term of more than three years.
11.5 A Director may be reappointed at the expiry of his or her term of appointment, provided that no Director may be appointed for more than three consecutive terms.
Rotation of Directors
11.6 At the annual meeting of the Company each year, one third of the Directors for the time being, or if their number is not a multiple of three, then the number nearest to one third must (subject to clause 11.3) retire from office. The Directors to retire will be those who have held office longest since their last election or deemed election. If two or more of the Directors were last elected on the same day, the Directors to retire (unless they otherwise agree) will be determined by lot. Subject to clause 11.5, a retiring Director is eligible for re-election and will act as a Director until the dissolution or adjournment of the meeting at which that Director retires.
Alternate Directors
11.7 Each Director (“Appointing Director”) may appoint any person who is not already a Director to act as an alternate Director in the Appointing Director’s place ("Alternate Director") provided that:
(a) an Alternate Director may be appointed either for a specified period or generally during any absence of the Appointing Director. An Appointing Director may remove his or her Alternate Director;
(b) an Alternate Director may not appoint an Alternate Director but otherwise has the same rights and obligations of the Appointing Director subject to the terms of his or her appointment;
(c) an Alternate Director must not be paid except from the remuneration of the Appointing Director and automatically vacates office if the Appointing Director vacates office; and
(d) any notice appointing or removing an Alternate Director must be given to the Company and is effective from the time of its receipt.
Appointment of Chairperson and Deputy Chairperson
11.8 The Shareholder may by Ordinary Resolution appoint a Chairperson and a Deputy Chairperson of the Board.
11.9 The Chairperson and Deputy Chairperson will hold office until:
(a) they cease to be a Director of the Company; or
(b) they are removed from the office of Chairperson or Deputy Chairperson (as applicable) by an Ordinary Resolution.
11.10 If the Chairperson ceases to hold office, the Deputy Chairperson (if any) will hold office as Chairperson until such time as a new Chairperson is appointed by Ordinary Resolution.
11.11 In the event that no Chairperson or Deputy Chairperson is appointed under clause 11.8, the Board may appoint such of the Directors as it thinks fit to act as Chairperson and Deputy Chairperson (as applicable) until such time as new office holders are appointed.
Proceedings of the Board
11.12 The provisions of the Third Schedule to the Act as modified by this Constitution, including the rules set out in Schedule 2, govern proceedings at meetings of Directors.
11.13 A Director who abstains from voting is not presumed to have voted in favour of the relevant resolution of the Board.
Directors Duties
11.14 In addition to the duties set out in the Act, the Directors must assist the Company to meet its objectives and any other requirements set out in the Statement of Intent.
Indemnity and insurance of Directors and employees
11.15 The Company may indemnify and effect insurance in accordance with any part or all of section 162 of the Act provided that:
(a) the Board must ensure that particulars of any indemnity given to, or insurance taken out for, any director, or employee of the Company are immediately entered in the interests register; and
(b) the Board may impose any conditions in relation to any indemnity or insurance if the conditions do not contravene the Act.
11.16 For the purposes of clause 11.15 “director” includes any former director, “employee” includes any former employee and “Company” includes any related company.
Disqualification of Directors
11.17 A person will be disqualified from holding the office of Director if he or she:
(a) is or becomes disqualified from being a Director under any provision of the Act; or
(b) dies; or
(c) becomes a protected person under the Protection of Personal and Property Rights Act 1988; or
(d) is an undischarged bankrupt.
Remuneration of Directors
11.18 The Board may not authorise any form of remuneration to be paid to a Director without approval by Special Resolution and unless such payment is made and authorised in accordance with the provisions of the Act.
Director may act in the Council's interests
11.19 At all times while the Company remains a Council-Controlled Organisation, a Director may, when exercising powers or performing duties as a Director, act in a manner which they believe is in the best interests of the Council, even though it may not be in the best interests of the Company.
12. Interests of Directors
Interested Directors
12.1 A Director must disclose particulars or any interest in a transaction or proposed transaction of the Company in accordance with section 140 of the Act.
12.2 As set out in section 139 of the Act, a Director is “interested” in a transaction to which the Company is a party if they:
(a) are a party to the transaction or may derive a material financial benefit from it; or
(b) have a material interest in another party to the transaction; or
(c) are a director, officer or trustee of another party to the transaction; or
(d) are a director, officer or trustee of a person who may derive a material financial benefit from the transaction; or
(e) are a parent, child or spouse, civil union partner, or de facto partner of a person described in clause 12.2(a); or
(f) are otherwise directly or indirectly materially interested in the transaction.
12.3 A Director who is interested in a transaction entered into, or to be entered into, by the Company must not do any of the following:
(a) vote on any matter relating to that transaction;
(b) sign a document relating to that transaction on behalf of the Company; or
(c) do any other thing in their capacity as a Director in relation to that transaction,
provided that a Director may vote, sign documents and otherwise do any other thing in their capacity as a Director with regard to any matter relating to the following:
(d) any payment or other benefit of the kind referred to in section 161 of the Act in respect of that Director in accordance with clause 11.18;
(e) the entry into an indemnity or insurance arrangement in respect of that Director in their capacity as a director of the Company in accordance with clause 11.15; or
(f) transactions in which a Director is interested solely in their capacity as a director of a Subsidiary of the Company.
12.4 No prohibition under this clause 12 will prevent the attendance of a Director at a Board meeting from counting for quorum purposes.
13. Notices
Service
13.1 Notices may be served by the Company upon any Director or Shareholder, either by personal delivery, by electronic means, by posting it in a prepaid envelope or package addressed to the recipient at his or her last known address (or, in the case of a company, its registered office), or by facsimile to the facsimile telephone number of the recipient.
Time of service
13.2 Notices are deemed served at the following times:
(a) when given personally, on delivery;
(b) when sent by post (other than airmail) or document exchange, 3 business days after (but exclusive of) posting;
(c) when sent by fax or email, at the time of transmission (subject to clause 13.4).
13.3 Any notice which has been served on a Saturday, Sunday or public holiday is deemed to be served on the first business day after that day.
13.4 A notice given:
(a) by fax, is not deemed received unless (if receipt is disputed) the sender produces a fax transmission report of the device from which the transmission was made which evidences full transmission, free of errors, to the fax number of the recipient;
(b) by email, is not deemed received unless (if receipt is disputed) the sender produces a printed copy of the email which evidences that the email was sent to the email address of the recipient.
14. Liquidation
14.1 If the Company is liquidated, the liquidator may, with the approval of the Shareholder and any other approval required by the Act:
(a) distribute to the Shareholder in kind the whole or any part of the assets of the Company; and
(b) vest the whole or any part of any such assets in trustees upon such trusts for the benefit of the persons so entitled as the liquidator thinks fit, but so that the Shareholder is not compelled to accept any shares or other securities on which there is any liability.
15. Methods of Contracting
15.1 A deed which is to be entered into by the Company may be signed on behalf of the Company by:
(a) two or more Directors;
(b) a Director, and any person authorised by the Board, who signatures must be witnessed; or
(c) one or more attorneys appointed by the Company.
15.2 An obligation or contract which is required by law to be in writing, and any other written obligation or contract which is to be entered into by the Company, may be signed on behalf of the Company by a person acting under the express or implied authority of the Company.
15.3 Any other obligation or contract may be entered into on behalf of the Company in writing or orally by a person acting under the express or implied authority of the Company.
Schedule 1 - Rules for Shareholder Meetings
1. Chairperson
1.1 If the Chairperson is present at the meeting, he or she must chair the meeting.
1.2 If there is no Chairperson or if the Chairperson is not present at the
meeting within 15 minutes of the start time the Deputy Chairperson if present
at the meeting will chair the meeting.
1.3 If there is no Deputy Chairperson, the Directors present may elect a chairperson for that meeting, failing which, the Shareholder present may elect a chairperson for that meeting.
2. Notice of meetings
2.1 The Shareholder and every Director and an auditor of the Company must be sent written notice of the time and place of the meeting at least 10 working days before the meeting.
2.2 The notice must state:
(a) the nature of the business to be discussed at the meeting in sufficient detail to enable the Shareholder to form a reasoned judgment in relation to it; and
(b) the text of any special resolution to be put to the meeting.
2.3 An irregularity in a notice of a meeting is waived if:
(a) the Shareholder attends the meeting without protest as to the irregularity; or
(b) if the Shareholder agrees to the waiver.
2.4 If a meeting is adjourned for 30 days or more, notice of the adjourned meeting must be given as in the case of an original meeting. It is not otherwise necessary to give any new notice for an adjourned meeting.
2.5 The accidental omission to give a notice of a meeting to, or the non-receipt of a notice of a meeting by, any person entitled to receive notice does not invalidate the proceedings at that meeting.
3. Methods of holding meetings
3.1 A shareholder meeting may be held either:
(a) at the place, date, and time appointed for the meeting; or
(b) by means of audio, or audio and visual, communication. The Shareholder participating must constitute a quorum and must all be able to simultaneously hear all participants throughout the meeting.
4. Quorum
4.1 No business may be transacted at a shareholder meeting if a quorum is not present.
4.2 A quorum for a shareholder meeting is present if the Shareholder or its proxy:
(a) is present; or
(b) have completed postal votes (where permitted).
4.3 If a quorum is not present within the 30 minutes after the start time for the meeting:
(a) if the meeting is called under section 121(b) of the Act, the meeting is dissolved;
(b) for any other meeting, the meeting is adjourned to:
(i) the same day in the following week at the same time and place, or
(ii) to a date, time and place to be fixed by the Directors.
5. Adjournments
5.1 The Chairperson:
(a) may adjourn the meeting from time to time and from place to place, but no business can be transacted at any adjourned meeting other than the business left unfinished at the meeting from which the adjournment took place.
(b) must adjourn the meeting as above if directed to do so by the meeting.
6. Voting
6.1 If a shareholder meeting is held under rule 3.1(b), unless a poll is demanded, voting at the meeting will be by:
(a) voting by voice; or
(b) voting by show of hands.
The Chairperson will decide which method is used.
6.2 If a shareholder meeting is held under rule 3.1(b), unless a poll is demanded, voting at the meeting will be by the Shareholder signifying its assent or dissent by voice.
6.3 A declaration by the Chairperson of the meeting that a resolution is carried by the necessary majority is conclusive evidence of that fact unless a poll is demanded.
7. Proxies and Postal Votes
7.1 The Shareholder has the right to appoint a Council representative as its proxy to attend and vote at shareholder meetings on its behalf. Any Council representative so appointed is entitled to attend and be heard at shareholder meetings and to demand or join in demanding a poll, as if that Council representative was the Shareholder.
7.2 The Shareholder may not cast a postal vote at a Shareholders meeting unless the Board has previously authorised postal votes for that meeting in which case:
(a) the notice of that meeting must state whether postal votes are authorised; and
(b) postal voting must be carried out in accordance with clause 7 of the First Schedule to the Act.
8. Minutes
8.1 The Board must ensure that minutes are kept of all proceedings at shareholder meetings.
8.2 Minutes which have been signed correct by the Chairperson of the meeting are prima facie evidence of the proceedings.
9. Shareholder proposals
9.1 The Shareholder may give written notice to the Board of a matter the Shareholder proposes to raise for discussion or resolution at the next shareholder meeting. The provisions of clause 9 of the First Schedule of the Act apply to any notice given under this rule 9.1.
9.2 The Chairperson of a shareholder meeting will allow a reasonable opportunity for the Shareholder to question, discuss or comment on the management of the Company.
10. Loss of voting rights if calls unpaid
10.1 Subject to this Constitution, if a sum due to a Company in respect of a share has not been paid, that share may not be voted at a shareholder's meeting.
11. Other proceedings
11.1 Except as provided in this Schedule 1, and subject to this Constitution, a shareholder meeting may regulate its own procedure.
Schedule 2 - Rules for Board Proceedings
1. Notice of meeting
1.1 A Director or, if requested by a Director to do so, an employee of the Company may convene a meeting of the Board by giving notice in accordance with this clause.
1.2 At least 2 days' notice of a meeting of the Board must be given to every Director who is in New Zealand. The notice must include the date, time and place of the meeting and the matters to be discussed.
1.3 An irregularity in the notice of the meeting is waived if all Directors attend the meeting without protest as to the irregularity or if all Directors entitled to receive notice of the meeting agree to the waiver.
1.4 Notice of a meeting may be given by any means, including by telephone. Notice given by a letter addressed to a Director at his or her last known residential address in New Zealand will be deemed to have been given on the next day after the letter is posted.
2. Method of holding meetings
2.1 A meeting of the Board may be held either:
(a) by a quorum of Directors gathered together at the place, date and time appointed for the meeting; or
(b) by means of audio, or audio and visual communication. The Directors participating must constitute a quorum and must all be able simultaneously hear each other throughout the meeting.
3. Quorum
3.1 A quorum for a meeting of Directors (the Board) is a majority of the Directors.
3.2 No business may be transacted at a meeting of Directors if a quorum is not present.
3.3 In accordance with clause 11.7 of this Constitution an Alternate Director present at a meeting may be included for the purpose of establishing a quorum.
4. Voting
4.1 Every Director has one vote.
4.2 The Chairperson does not have a casting vote.
4.3 A resolution of the Board is passed if it is agreed to by all Directors present without dissent or if a majority of the votes cast on it are in favour of it.
4.4 Subject to clause 12 of this Constitution, a Director may vote in
respect of any transaction in which the Director is interested and if the
Director does so the Director's vote will be counted and the Director will be
counted in the quorum present at the meeting.
4.5 An Alternate Director may attend and vote at meetings of the Board in accordance with and subject to clause 11.7 of this Constitution if the Director that has appointed the Alternate Director is absent from the meeting.
5. Minutes
5.1 The Board must ensure minutes are kept of all proceedings at meetings of the Board.
6. Resolutions
6.1 A resolution in writing, signed or assented to by all Directors then entitled to receive notice of a Board meeting, is as valid and effective as if it had been passed at a meeting of the Board duly convened and held.
6.2 A resolution may consist of several documents (including facsimile or other similar means of communication) in like form each signed or assented to by one or more Directors.
6.3 A copy of all resolutions must be entered in the minute book of Board proceedings.
7. No notice to Directors outside New Zealand
7.1 It is not necessary to give notice of a meeting of the Board to any Director temporarily absent from New Zealand. If, however, a Director is resident outside New Zealand, or to the knowledge of the Company is temporarily absent from New Zealand and the Director has appointed an Alternate Director under the provisions of this Constitution, notice must (subject to clause 11.7 of this Constitution) be given to the alternate Director.
8. Other proceedings
8.1 Except as provided in this Schedule 2 and this Constitution, the Board may regulate its own procedure.
27 June 2016 |
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Te Ao Turoa - proposed governance structure
Department: Community and Planning
EXECUTIVE SUMMARY
1 This report provides two governance options for the delivery of Te Ao Tūroa – Our Natural World: Dunedin’s Environment Strategy for the Council’s consideration.
That the Council: a) Approves the establishment of Te Ao Tūroa Steering Group (comprising Dunedin City Council and external representatives) b) Approves the attached draft Terms of Reference for the proposed Te Ao Tūroa Steering Group, if agreed; and c) Nominates an Elected Member to be the Council’s representative and Chair of the Te Ao Tūroa Steering Group, if agreed. |
BACKGROUND
2 Te Ao Tūroa – Our Natural World: Dunedin’s Environment Strategy (Te Ao Tūroa) was adopted by the Dunedin City Council (DCC) on 23 May 2016. A one-off budget of $150,000 has been included in the 2016/17 Annual Plan to catalyse delivery on Te Ao Tūroa’s objectives.
3 Te Ao Tūroa is a city-wide strategy developed in close consultation with Kāi Tahu, a range of key city stakeholders, and the community. Delivering on the Strategy’s strategic objectives will be driven through a partnership approach that will leverage existing resourcing, expertise and priorities.
4 Te Ao Tūroa is the seventh of the eight strategies that make up Dunedin’s Strategic Framework to be completed. Of the three other high-level strategies (Social Wellbeing, Economic Development and Ara Toi), governance has been taken forward in different ways.
5 ‘Ara Toi Ōtepoti – Our Creative Future’ Dunedin’s arts and culture strategy (Ara Toi) and the Economic Development Strategy (EDS) both have dedicated governance steering groups, comprising the DCC and external members to direct and oversee delivery. The Social Wellbeing Strategy did not have a governance group established when it was adopted, although this is now being explored, and instead the DCC provides an annual report back on progress to community stakeholders.
6 Regular activity updates on the EDS are provided to the Economic Development Committee. Twice yearly update reports on Ara Toi from the governance group (the Creative Dunedin Partnership) to the Community and Environment Committee are planned from 2016/17.
DISCUSSION
7 A governance structure for Te Ao Tūroa will help to ensure the Strategy’s goals and objectives are progressed, monitored and evaluated. The Strategy itself sets out that governance arrangements will be established to oversee and report on delivery. The governance group will be accountable for: driving delivery; monitoring and reporting progress in a timely and transparent manner; and, reviewing the direction as necessary.
OPTIONS
Option One – Establish a Steering Group comprising DCC and external representatives
8 Option One proposes the establishment of a steering group, (which follows the model adopted for Grow Dunedin Partnership and Ara Toi), comprising the following membership:
a) Dunedin City Council (one Elected Member and one staff member)
b) Kai Tahu (one representative from each rūnaka)
c) Otago Regional Council (one representative)
d) Department of Conservation (one representative)
e) Otago Polytechnic (one representative)
f) University of Otago (one representative)
9 It is proposed that Community and business representative members will be selected from public expressions of interest, with representatives selected by the Council-nominated Chair and other nominated members:
a) Business representative (1)
b) Community conservation group representative (1)
c) Community representatives to be selected based on skills and experience, with preference given to youth and / or those with experience of the rural sector (3).
10 It is proposed that the Council nominated Elected Member is the Steering Group Chair.
11 A full draft Terms of Reference, which is based on the Grow Dunedin Partnership model established to oversee the Economic Development Strategy, is attached. It is proposed by staff that the governance arrangements for all of Council’s key strategies be reviewed at the start of the new triennium.
Advantages
· Maintains an inclusive partnership approach to delivering Te Ao Tūroa;
· Responsibility for achieving the goals and objectives is shared between Dunedin City Council, with key partners, stakeholders and the wider community; and
· Builds on stakeholder endorsement of the Strategy.
Disadvantages
· Implementing the Strategy may potentially be delayed (for example, Steering Group actions, priorities and funding may require approval/consensus from multiple organisations); and
· Creates another Steering Group with associated staff support and resourcing requirements including administrative support time and an Environment Strategy staff resource to be funded through the 2016/17 Annual Plan.
Option Two – No Steering Group established, but quarterly reporting on the Strategy’s implementation through the Community and Environment Committee
12 Under this option, no Steering Group is established but quarterly progress reports would be provided to the Community and Environment Committee with approval for projects, initiatives and funding sought from the appropriate Council Committee. The strategy’s goals and objectives do not fit directly under one Committee, For example, if a project related to waste management, approval would be sought from the Infrastructure Services Committee.
Advantages
· Makes use of an existing governance structure.
Disadvantages
· May inadvertently focus the Strategy’s delivery on areas that come under the Community and Environment Committee’s delegations (for example, it may exclude planning and regulatory, and tourism-related activities);
· The Strategy’s implementation and delivery could be perceived as solely a DCC responsibility; and
· Partners, stakeholders and community groups, who are critical to the successful delivery of the Strategy, are excluded from the governance process.
NEXT STEPS
13 Subject to Council decisions, staff will advise key partners and stakeholders of the agreed governance arrangements and will initiate the governance process.
14 If a Steering Group is established, the group will be named in line with the other key strategy steering groups (the Grow Dunedin Partnership and the Creative Dunedin Partnership).
Signatories
Author: |
Patricia McLean - Policy Analyst |
Authoriser: |
Maria Ioannou - Corporate Policy Manager Nicola Pinfold - Group Manager Community and Planning Simon Pickford - General Manager Services and Development |
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Title |
Page |
Te Ao Turoa Draft Terms of Reference |
396 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This proposal enables democratic local decision making and action by, and on behalf of communities by establishing a clear and accountable structure for delivering Te Ao Tūroa, Dunedin’s Environment Strategy.
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Fit with strategic framework
The governance structure overseeing delivery of Te Ao Tūroa will recognise linkages with other DCC strategies, projects and plans. The strategy is high-level and cross-cutting and will affect activity across the DCC and the city. |
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Māori Impact Statement As kaitiakitaka, Kāi Tahu have a special role in protecting, restoring and enhancing the natural environment, especially those sites of particular cultural significance. Kāi Tahu were consulted throughout the development of Te Ao Tūroa, and are a key partner in the Strategy’s implementation and delivery. |
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Sustainability The goals and objectives of Te Ao Tūroa will provide Dunedin with long-term environmental, economic and social benefits, and governance of the Strategy’s delivery is key to ensuring this is effective. |
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LTP / Annual Plan / Financial Strategy /Infrastructure Strategy There are no implications. One-off funding of $150k to commence delivery on the Strategy’s objectives has been identified in the 2016/17 Annual Plan. |
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Financial considerations The establishment of an additional Steering Group will require administrative support resources to complement the work of the staff driving delivery of the Strategy. |
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Significance This decision has been assessed under the Council's Significance and Engagement Policy as being of low significance. |
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Engagement – external Kāi Tahu and key stakeholders (Otago Chamber of Commerce, Otago Regional Council, Federated Farmers, Forest and Bird, Department of Conservation and Sustainable Dunedin City) were consulted regarding the options in this report. |
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Engagement - internal Staff responsible for overseeing the Council’s key strategies and strategic framework (Strategy Advisory Group) provided input to the options in this report. |
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Risks: Legal / Health and Safety etc. There are no known risks. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards There are no implications for Community Boards. |
Council 27 June 2016 |
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Draft Terms of Reference
1.0 Purpose of Te Ao Tūroa Steering Group
To provide governance oversight on funding, managing, delivering and supporting the implementation of Te Ao Tūroa – Our Natural World: Dunedin’s Environment Strategy (the Strategy).
2.0 Expectations
Partner members will be accountable for:
· Providing governance oversight on strategy work, and identifying priorities and solutions that take a strategic, city-wide perspective to deliver the Strategy’s goals and objectives.
· Communication and engagement – working with the Council, stakeholders and the community to achieve better outcomes for the environment.
· Working with Council staff to involve more people from Dunedin's communities in the setting and meeting of city-wide objectives for environmental wellbeing.
· Prudent use of funds – working with the community to identify projects that will create a thriving environment we look after, respect and enjoy.
· Setting and overseeing the work programme to deliver the Strategy.
· Regularly monitoring progress and reviewing the direction of work to deliver the Strategy.
The specific work areas where members will contribute will be set out in the annual work programme. The work programme will be determined jointly between the Te Ao Tūroa Steering Group, Council staff and other key stakeholders. The work programme will reflect the Council's priorities as well as the skills, experience, interests and commitments of the Te Ao Tūroa Steering Group members.
3.0 Membership
Te Ao Tūroa Steering Group membership is by Council approval. The following entities are asked to nominate representatives to the Te Ao Tūroa Steering Group:
· Dunedin City Council (2)
· Kāi Tahu (2)
· Otago Regional Council (1)
· Department of Conservation (1)
· Otago Polytechnic (1)
· University of Otago (1)
Community and business representative members will be selected from public expressions of interest, with representatives selected by the Council-nominated Chair and other nominated members:
· Business representative (1)
· Community conservation group representative (1)
· Community representatives to be appointed based on skills and experience, with preference given to youth and / or those with experience of the rural sector (3).
4.0 Governance
The Council will nominate an Elected Member to chair the Te Ao Tūroa Steering Group. The members of the Te Ao Tūroa Steering Group will elect the Deputy Chair.
The Steering Group may appoint a subcommittee for any purpose as it considers fit. The Chair of a subcommittee will be appointed by the Te Ao Tūroa Steering Group.
Membership of the Te Ao Tūroa Steering Group and/or any subcommittee may be terminated by the Te Ao Tūroa Steering Group if a member:
a) fails to attend three meetings during any three year period without an apology being accepted;
b) does not carry out tasks assigned;
c) behaves in a manner that breaches the Code of Conduct or is otherwise seen as detrimental to the effective operation of the Te Ao Tūroa Steering Group; and/or
d) fails to declare a conflict of interest.
In all other cases the membership may be terminated by resolution of the Council.
5.0 Reporting
With Council staff support, the Te Ao Tūroa Steering Group will report on a quarterly basis to the Council's Community and Environment Committee. Matters reported on will include work undertaken, progress on achieving the Strategy goals and objectives, and any recommendations for the Committee’s consideration.
An administrative support officer (working with the Chair of the Te Ao Tūroa Steering Group and the Council officer leading the Environment Strategy delivery) will track meeting attendance and member contribution to the work programme. Issues considered will include:
· Punctuality and frequency of attendance at meetings;
· Any non-compliance with the Code of Conduct;
· Degree of active involvement in the work of the Steering Group.
Council staff will report back to the Te Ao Tūroa Steering Group on how the Community and Environment Committee considered Steering Group advice and/or recommendations, and how staff and councillors acted on that advice.
6.0 Meetings
Scheduled meetings will take place four times per annum. Additional meetings can be scheduled if required and agreed by a vote of the Te Ao Tūroa Steering Group.
The quorum for meetings is a majority of members.
7.0 Voting
Items of business will be decided by majority vote of meeting attendees.
8.0 Term of Appointment
The term of the Chair and the Deputy Chair will commence on appointment, and the appointment for both roles will end on the last day of the Dunedin City Council triennium.
Te Ao Tūroa appointment subcommittee will determine the term of community members’ appointment. The terms will be between one and three years to allow retirement dates to be staggered to avoid concurrent loss of skills and knowledge. The term of independent members may be extended through to a maximum period of nine years.
9.0 Remuneration
The members of the Te Ao Tūroa Steering Group will not receive remuneration.
10.0 Project Budget
Decisions to select projects which may receive funding will be made by vote.
The Te Ao Tūroa Steering Group will recommend to the Community and Environment Committee the allocation of funding for projects that have (in any single project area) an aggregate value in excess of $100,000. In all other cases the Te Ao Tūroa Steering Group decision on project funding will be effected by Council delegation.
11.0 Conflict of Interest
The Te Ao Tūroa Steering Group members will be requested to complete a conflict of interest form when they are appointed, and as actual or potential conflicts of interest arise.
Members are required to agree a plan for managing any existing or potential conflict of interest.
Members are also expected to notify the Council officer of any actual or potential conflicts of interest at the start of each meeting.
An actual or potential conflict of interest is considered to arise where a member is associated with a matter that may have an impact (whether positive or negative) on:
· Money or resources the member has invested outside Council;
· The member's family members;
· Groups or bodies that the member has been appointed to in a governance or management capacity.
12.0 Insurance and Liability
It is the responsibility of member organisations to ensure that adequate liability insurance relative to the services performed is in place for the period of these Terms of Reference.
13.0 Review of Terms of Reference
The Terms of Reference will be reviewed at the commencement of each Council triennium, or sooner if determined by the Community and Environment Committee. Any changes to the Terms of Reference will not take effect until approved by the Community and Environment Committee.
27 June 2016 |
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Town Belt - Mornington Park proposed Lease to the Dunedin Heritage Light Rail Trust
Department: Parks and Recreation and Corporate Services
EXECUTIVE SUMMARY
1 The location of the lease is a site that is as close as practicably possible to the former High Street cable car route. While the proposed lease is taken on its own merits and for a specific term only, this proposal is seen as stage one of the Dunedin Heritage Light Rail Trust’s bigger project which is to ultimately re-create the actual route of the High Street cable car line.
2 The purpose of this report is to recommend the approval of an application by the Dunedin Heritage Light Rail Trust to lease part of Mornington Park which is situated in Dunedin’s Town Belt.
3 The Dunedin Heritage Light Rail Trust is seeking to develop a facility to promote their broader objective of reinstating the High Street cable car line.
That the Council: a) Approves as the administering body of the reserve and on behalf of the Minister of Conservation under Instrument of Delegation dated 12 June 2013, the granting of a lease in terms of section 54 (1) (a) of the Reserves Act 1977 to the Dunedin Heritage Light Rail Trust over part of the land situated in the Dunedin Town Belt at Mornington Park, Eglinton Road, Mornington, Dunedin being 72m2 more or less being situated in the City of Dunedin part Town Belt of Dunedin and Section 1 Town Belt Town of Dunedin, part Computer Freehold Register OT19C/115. b) Notes that as a public notification process was undertaken with twenty submissions received in favour and one submission received against the proposal, the requirement to publicly notify the intention to grant the lease has been satisfied. c) Authorises the Group Manager, Parks and Recreation to finalise the details of the lease with the Trust, and give or withhold any consents that may be sought under the lease (including the exact construction and design details). |
BACKGROUND
4 In the past various groups have presented proposals to Council for cable car routes running on Stuart Street and High Street.
5 In June 2009 an independent feasibility study was commissioned by Council to investigate two proposals for reinstatement of cable car lines; one from a Stuart Street focused group and one from a group promoting High Street. The study recommended that the Council advise both groups that the options would not be pursued further or, that the Council agree to further investigation subject to any resulting proposal being at no cost to Council. Councillors were briefed on the feasibility study outcome at the conclusion of the Planning and Environment Committee meeting on 31 August 2009.
6 Later in 2009, a report to the Economic Development Committee (24 November 2009) outlined the proposals and the findings of the independent feasibility study. At this meeting it was moved (Cull/Staynes):
“1 That the report be received
2 That the group promoting the Stuart Street route be advised that the Council does not wish to proceed further with their proposal.
3 That both groups be advised that the Council would like them to work together to determine whether or not the High Street cable car proposal should proceed further.
4 That the Committee note that the project is not funded in the Long Term Council Community Plan 2009/10 – 2018/19.
5 That the committee invite the High Street group to take the project investigation to a higher level and to report back the results thereof.
Motion carried with Cr Stevenson recording her vote against.”
7 A subset of both groups subsequently formed the Dunedin Heritage Light Rail Trust (“the Trust”). The Trust was formed as a steering group of the High Street Cable Car Society Inc (“the Cable Car Society”). The Cable Car Society consists of approximately 180 members.
8 The Trust approached staff in February 2015 in regards leasing 72m2 of the Town Belt (see Attachment A for location). This was publicly notified in accordance with the provisions of the Reserves Act, with 20 submissions received in favour and one received against.
DISCUSSION
9 The Trust's proposal is to erect a temporary museum building on part of Mornington Park to house and display heritage grip cars and trailers that were once used on the High Street cable car route that ran from the Exchange to the Mornington Terminus.
10 The proposal forms stage one of a three stage cable car project that the Trust is seeking to advance. Stage two involves the permanent construction of a cable car house, museum, café and viewing platform at Mornington Park. Stage three is the proposed re-establishment of a cable car line along High Street.
11 This report addresses stage one and does not commit Council to any future proposals.
Proposed Lessee – Dunedin Heritage Light Rail Trust
12 The Trust is a registered charitable trust with the Charities Commission.
13 The Trust has provided a bank account statement from Kiwibank to confirm that it has sufficient funds to meet rental costs.
14 A draft lease has been prepared based on the Council’s standard documents for occupation of reserve land.
15 The key terms and conditions of the lease are as follows:
Term Five (5) years
Further Terms Two (2) further terms of five (5) years each. The Trust may exercise these renewals if it is not in breach of the lease and the Council is satisfied that the Trust has properly built, maintained and controlled the proposed temporary museum building and that some other recreational use should not have priority in the public interest.
Initial yearly Rental $170.25 (plus GST). This rental is the 2015/2016 rate - the 2016/2017 charge will be applied when it is available. The rate is applied as set out in the Recreation Fees and Charges document of 1999 and is subject to annual review.
The Premises 72m2 more or less situated in the City of Dunedin being part Town Belt of Dunedin and Section 1 Town Belt of Dunedin, part Computer Freehold Register OT19C/115
Purpose Temporary Museum Site
Clauses Standard terms and conditions of the Lease apply as indicated in the Reserves Management Plan – General Policies.
Included in the standard terms is the following:
· That upon termination the Trust may be required to remove all or any of its improvements and make good any damage at the Council’s sole discretion.
· The Trust must insure the improvements in the joint names of Council and the Trust.
· The Trust must obtain consent in writing from the Council before signage can be installed.
Special Covenants Additional clauses have been inserted as follows:
· The lease is entered into by Council in its capacity as leasing authority and not in any regulatory capacity.
· The term will be renewed provided the Lessee is not in breach and has given Council notice in writing.
· Any further development of the facility will be the subject of a separate application and will be considered at that stage. There is no guarantee that any further application for development will be successful.
· Any requirement to modify existing plantings must be approved by Council staff.
· Requirements on the Trust concerning building construction and health and safety
· At least two public open days are to be held every month. For the remainder of the month, the building may be locked but the public will have full access around the perimeter of the building. There will be no fencing around the building.
The Reserves Act 1977 and the Dunedin Town Belt Management Plan
16 Mornington Park (“the Park”) is part of the Dunedin Town Belt which is a Recreation Reserve under the Reserves Act 1977 (“the Act”).
17 The Act provides for recreation and sporting activities and the physical welfare and enjoyment of the public and for the protection of the natural environment and beauty of the countryside, with emphasis on the retention of open spaces and on outdoor recreational activities.
18 In addition, the use of the Park is governed by the Dunedin Town Belt Management Plan (“the Management Plan”). The Act requires the Council to comply with the Management Plan. Any cable car facility on the reserve relies on demonstrating the benefits of the proposal to the Reserve and its recreation use.
19 The proposal will not restrict any public access to the Park. The museum will be on the edge of the park and will not impede access to or use of the sports field. In addition, it is relatively small (72m2).
20 The Community will benefit as the Trust will hold static displays at the weekends or as required for public enjoyment and recreation with emphasis on public safety within the existing environment.
21 The height of the proposed museum building will be no greater than the neighbouring toilet block and will be a colour steel structure, with a colour selected to blend in with the surroundings. The proposed museum will house and display heritage grip cars and trailers that were once used on the Mornington line.
22 The natural environment will be maintained. In addition, the Trust will work with the Rhododendron Society and staff to ensure the attractiveness of the area.
Public notification of the proposed lease
23 Council’s authority to grant the lease is under Section 54(1)(a) of the Act and requires that a public notification process is undertaken. Twenty submissions were received in favour of the proposal and one against.
24 The submissions in favour outlined a general theme of a great asset for the city’s heritage and tourist industry. Submitters included the general public, a holiday park owner, bowling club member and a member of the Dunedin Heritage Light Rail Trust.
25 The Dunedin Amenities Society submitted an objection but was happy to discuss the proposal further with the Trust as it was considered difficult to make an assessment of the building without appropriate plans.
26 Staff facilitated a meeting with the Trust and the Amenities Society early in 2016 to discuss aspects of the proposal. Following this meeting the Society felt due to the nature of the original use of High Street and the current use of the area adjacent to the proposed lease site that locating the cable cars where they have always been has merit. The Amenities Society understood that although the proposed building is a temporary structure the Trust envisage this possibly becoming part of a larger development in the future.
27 Following the meeting, the Amenities Society’s intention is to take a neutral stance on the proposed occupation of a portion of the Town Belt at Mornington Park. The Amenities Society does not object provided that the visual effects of the building, its operation and management is tightly defined by the Council should it be approved.
28 In addition to the lease, the Trust will be required to obtain resource and building consents for the construction of the building on Mornington Park. Resource consent will be required before the lease is given effect to.
Minister’s consent to the proposed lease.
29 The Park is held by the Council as Recreation Reserve, and is subject to the Reserves Act 1977. The Council was given delegation from the Minister of Conservation on 12 June 2013 to consent to leases under Section 54(1) of the Reserves Act 1977.
30 The Council, as the Minister of Conservation’s delegate, has a supervisory role in ensuring that the decision on whether or not to grant the lease has been arrived at in compliance with the Reserves Act 1977. In particular, the Council as the Minister’s delegate, needs to be satisfied that the status of the land has been correctly identified, that there is statutory power to grant the lease, that the necessary statutory processes have been followed, that the classification has been appropriately considered, and the decision is a reasonable one.
OPTIONS (acting as administering body of the park and under delegation from the minister of conservation)
Option One – Recommended Option
31 Grant a lease to the Trust for the occupation of part of Mornington Park, Dunedin Town Belt.
Advantages
· Council meets the obligations of the Reserves Act 1977 and its own policies through the lease of the land.
· The Trust is able to lawfully occupy the site for the establishment of a temporary museum building
· An annual income is secured for the occupation of the Park.
· The Trust will have a robust lease to support grant applications and progress the High Street cable car project
· The public continues to have access to the Park and public use is not adversely affected
· The temporary museum is likely to encourage greater public activity on the Park and encourage community engagement.
Disadvantages
· The specific area for lease changes the public use
· There is the potential loss of the amenity value
· The level of rental received will not cover the administration cost.
Option Two – Status Quo
32 Do not grant a lease to the Dunedin Heritage Light Rail Trust for the occupation of part Mornington Park, Dunedin Town Belt.
Advantages
· The area of the Park for the proposed lease remains unchanged and is available for public use.
Disadvantages
· The Trust is unable to lawfully occupy the site for the establishment of a temporary museum building
· No income is secured for the occupation of the Park
· The Trust will not have a robust lease to support grant applications or progress the High Street cable car project
· There is no additional attraction and potential community engagement at the Park.
NEXT STEPS
33 Should the recommended option be approved, the lease will be executed by the Council (as both the administering body of the reserve and as the Minister of Conservation’s delegate) and by the Trust.
Signatories
Author: |
Maria Sleeman - Leasing Officer Karilyn Canton - In - House Legal Counsel |
Authoriser: |
Jendi Paterson - Recreation Planning and Facilities Manager Richard Saunders - Group Manager Parks and Recreation Ruth Stokes - General Manager Infrastructure and Networks |
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Title |
Page |
Aerial Photograph showing the location of the proposed lease. |
408 |
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Map of Occupation of part Mornington Park for Dunedin Heritage Light Rail Trust |
409 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This decision relates to providing a public service and it is considered good-quality and cost-effective by providing a temporary museum site on Mornington Park. |
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Fit with strategic framework
The provision of a temporary museum site for the display of heritage cable cars contributes to the objectives of a number of Council strategies, and it is not contrary to the Management Plan for the Town Belt.. |
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Māori Impact Statement There are no known impacts for Tangata Whenua |
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Sustainability The lease will enable the Trust to exhibit heritage grip cars and raise awareness for the project to reinstate the cable car on High Street. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy There are no implications. |
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Financial considerations There are no financial implications |
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Significance The decision has a low level of significance when assessed against Council’s Significance and Engagement Policy. |
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Engagement – external Public notification was completed resulting in 21 submissions as set out in the body of the report. |
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Engagement - internal The Council’s In-House Legal Counsel has reviewed the draft lease and confirms it is in accordance with the Reserves Act 1977. |
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Risks: Legal / Health and Safety etc. There are no known insurance or health and safety risks associated with this decision. The Trust must insure the improvements in the joint names of the Council and the Trust. The leas records that the Trust must meet all its requirements under Health and Safety legislation. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards The land is not part of a Community Board area and therefore no implications for community boards have been identified. |
Council 27 June 2016 |
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Queens Gardens Location of Lease area on
Mornington Park
Aerial Photograph showing the location of the Lease over part of the Town Belt at Mornington Park
to the Dunedin Heritage Light Rail Trust
27 June 2016 |
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MAP OF OCCUPATION – Dunedin Heritage Light Rail Trust on part of Mornington Park
Existing broadleaf tree
(griselinea)
27 June 2016 |
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Amended Proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016
Department: Regulatory Services
EXECUTIVE SUMMARY
1 This report presents the amended proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016.
2 A hearing panel made up of Councillors Peat (Chair), Lord, Hall and Whiley considered all submissions and has recommended some minor changes to the proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw.
That the Council: a) Approves and adopts the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 as amended by the Hearings Committee, with an operative date of 1 August 2016. b) Determines that the proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 is necessary and is the most appropriate form of bylaw and that it does not give rise to any implications under the New Zealand Bill of Rights Act 1990. c) Revokes the 2005 Beauticians, Tattooists and Skin Piercers Bylaw, with effect of revocation being 1 August 2016.
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BACKGROUND
3 A report presented to the Council at its meeting on 30 November 2015 provided relevant background information regarding the existing bylaw and the need for this to be reviewed.
Following questions and discussion it was moved (The Mayor/Staynes):
“That the Council:
a) Resolves that in terms of Section 155 of the local Government Act 2002 a bylaw is:
i) The most appropriate and proportionate way of addressing the perceived problems;
ii) the proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw is not inconsistent with and gives rise to no implication under the New Zealand Bill of Rights Act 1990.
b) Adopts the proposed ‘Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016’ together with the accompanying Statement of Proposal for formal public consultation and commences the special consultative procedure.
c) Appoints a Hearings Subcommittee of Councillors Peat (Chairperson), Hall, Lord and Whiley to hear and consider submissions and recommend to Council the final form of the proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016.”
Following discussion the motion was put and carried.
4 The proposed bylaw was publically consulted under section 83 of the Local Government Act 2002. This was notified in the Otago Daily Times on 23 January 2016 and on the Council website for the duration of the one month consultation period. A hearing was held on 21 April 2016.
5 A total of six submissions were received on the draft bylaw of which two submitters wished to be heard. The Hearings Committee has considered issues raised by submitters including:
· Request for mobile premises to abide by the same hygiene requirements as fixed premises.
· Support for overseas qualifications to be recognised under the bylaw’s training provisions along with New Zealand gained qualifications.
· Requests for carpet to be accepted within treatment rooms.
· Request for further information to be gathered on client consent forms in relation to a client’s health status and medications.
· Request for additional requirements in relation to the use of autoclaves, including the frequency of servicing such equipment and determining if the sterilisation loads were acceptable or unacceptable.
· Request for the addition of equipment calibration requirements within the bylaw.
DISCUSSION
6 The Council’s bylaw Hearings Committee considered the content and weight of the submissions and accordingly recommended some changes to the proposed bylaw.
7 A copy of the amended proposed bylaw is provided as Attachment A. The summary of submissions, staff comments and recommendations is provided as Attachment B.
Hearings Committee Consideration
8 The main issues raised by the submitters and considered by the Hearings Committee are outlined below.
Mobile premises abiding by the same requirements as fixed premises
9 Two submitters expressed concerns over mobile premises needing to abide by the same physical requirements as fixed premises.
10 During deliberations the Hearings Committee noted an error in the draft bylaw which permitted Mobile Licence Holders to be exempt from certain physical premises requirements. In order to rectify this, clarification was needed between the two similar licence types of a Mobile Trader (e.g. a tattooist’s mobile caravan unit) and a Mobile Licence Holder (e.g a beauty therapist doing nails at a rest home with no mobile unit).
11 Following deliberations the Hearing Committee recommended the following amendment to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 to distinguish the difference between a Mobile Trader and a Mobile Licence Holder, the Mobile Licence Holder has been changed to Itinerant Licence Holder:
· Itinerant Licence Holder - means any person undertaking a prescribed Beauty Therapy process undertaken in an approved manner in the absence of a Designated, Mobile or Temporary Premises and for which payment is received.
· 12 Itinerant Licence Holders
(1) Only operators conducting prescribed Beauty Therapy processes may apply for an Itinerant licence.
(2) All Operators carrying out a Prescribed Process with an Itinerant Licence are exempt from section 17.10 of this bylaw.
Overseas qualifications to be recognised along with New Zealand qualifications
12 One submitter with overseas qualifications felt the draft bylaw did not support overseas qualifications.
13 Following deliberations the Hearing Committee recommended the following amendment to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016:
· Explanatory Note: (At the conclusion of Bylaw section 8)
1. Recognised Training may include a national or international recognised training standard, NZQA unit standard or industry training organisation qualification.
The use of carpet within treatment rooms
14 One submitter felt carpet should be accepted within treatment rooms as the submitter believed carpet did not pose a risk to health in terms of spreading infection or disease.
15 The current exemption clause in the proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 allows for individual operators to apply for an exemption to any part of the bylaw. Each application will be considered on a case by case basis to ensure that any risk to public health is managed. This exemption provision includes the presence of carpet in a treatment room.
16 Following deliberations the Hearing Committee recommended that no amendments be made to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016.
Additional information should be required on client forms
17 One submitter felt more specific information regarding blood diseases, conditions and blood thinning medication should be required on client consent forms.
18 Following deliberations the Hearing Committee recommended the following amendment to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016:
· 9 Records
Prior to the commencement of any Prescribed Process every Operator is required to obtain the following client information in written form:
· Client name, address and contact details.
· Client date of birth.
· Acknowledgement of any potential risks associated with the Prescribed Process to be administered.
· Client consent for the Prescribed Process to be administered.
· Client health information including (but not limited to):
o Any medication taken which may affect the Prescribed Process.
o Any known blood or bleeding disorder or blood thinning medication taken
o Any medical history of known allergies or adverse reactions.
o Any medical history in relation to communicable or infectious diseases.
Additional requirements in relation to autoclaves, including load failure information
19 One submitter asked that additional monitoring information and requirements are included in the bylaw concerning autoclaves, specifically a requirement for action to be taken if a ‘failed load’ occurred.
20 Following deliberations the Hearing Committee recommended the following amendment to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016:
· 16 Sterilisation, Disinfection and Cleaning
Sterilisation
(1) No equipment used in any Prescribed Process that involves skin penetration shall be reused unless it has been sterilised in one of the following ways:
(a) Thoroughly cleansed then exposed to steam under pressure in a steriliser (autoclave) in accordance with manufacturer’s instructions. Evidence of the use of chemical indicator strips to demonstrate that the appropriate temperatures have been achieved during the sterilisation cycle must be kept and be made available for inspection for a minimum of 12 months.
(b) Evidence of re-processing following a chemical indicator strip fail or load failure must be kept and made available for inspection for a minimum of 12 months.
Additional requirements of equipment calibrations
21 One submitter noted that whilst regular servicing documentation was required in the draft bylaw, no provisions had been added for equipment needing to be calibrated.
22 Following deliberations the Hearing Committee recommended the following amendment to the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016:
· 16 – Sterilisation
(2) The Licensee must provide evidence of regular servicing and calibration (as applicable) of all sterilisation equipment upon request by an Authorised Officer.
OPTIONS Option One – Adopt the Amended Proposed Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 (Recommended Option)
23 Making the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 as amended by the Hearings Committee and as attached to this report.
Advantages
· Council will adopt a bylaw that provides clarity for current Beauty Therapists, Tattooists and Skin Piercers registered under the current bylaw.
· The new bylaw provides appropriate regulatory tools and meets community expectations to enforce health requirements in the Dunedin district.
Disadvantages
· The new bylaw could be viewed as too restrictive for new operators.
Option Two – Retain the existing Beauticians, Tattooists and Skin Piercers Bylaw (Status Quo)
24 Decide to not make the Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 and retain the existing Beauticians, Tattooists and Skin Piercers Bylaw.
Advantages
· Any costs associated with the adoption and implementation of the amended bylaw could be avoided.
Disadvantages
· Council will not have a bylaw which provides for improved risk management of infection and disease surrounding the beauty therapy, tattooing and skin piercing industries.
· Council will not be seen to be keeping pace with the changing nature of the beauty therapy, tattooing and skin piercing industries such as mobile trading and managing the health risk associated with such changes in these industries.
NEXT STEPS
25 If the recommended option is resolved the next steps to take before 1 August 2016 are:
· Develop a communication plan to ensure affected parties (e.g. currently registered operators under the current bylaw and Ōtākou and Puketeraki Runaka) are aware of the amendments to the Beauty Therapists, Tattooists and Skin Piercers Bylaw.
· Bylaw to commence on 1 August 2016 with bylaw and enforcement programme in place.
Signatories
Author: |
Ros MacGill - Environmental Health/Animal Services Manager |
Authoriser: |
Adrian Blair - Group Manager Customer and Regulatory Services Simon Pickford - General Manager Services and Development |
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Title |
Page |
Beauty Therapists, Tattooists and Skin Piercers Bylaw 2016 |
418 |
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Analysis of Beauticians, Tattooists and Skin Piercers Bylaw Submissions |
427 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This decision relates to providing a regulatory function and it is considered good-quality and cost-effective. |
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Fit with strategic framework
The Beauty Therapists, Tattooists and Skin Piercers Bylaw contributes to the Social Wellbeing Strategy’s ‘healthy and safe people’ goal. It also contributes to the Economic Development Strategy’s goal of improving the ease of doing business. |
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Māori Impact Statement Ōtākou and Puketeraki runaka were advised in writing of the inclusion of cultural tattooing in the bylaw and the reasons for this. The runaka were also invited to provide feedback during the formal consultation process.
Ōtākou and Puketeraki runaka will be advised of any changes they need to be aware of in the new bylaw.
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Sustainability There are no known implications for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy There are no known implications. |
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Financial considerations Costs associated with the implementation of the bylaw can be managed within the existing budget. |
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Significance The special consultative procedure has been undertaken as per Council’s Significance and Engagement policy. |
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Engagement – external The bylaw was publically notified in accordance with the Local Government Act 2002 on 26 January 2016 with the submission period closing at 5pm on 26 February 2016.
There was also external engagement including; written notification to Ōtākou and Puketeraki runaka, an opt-in and People’s Panel surveys, industry meetings and surveys with key stakeholders, surveys sent to interested parties namely Hepatitis C Otago, Medical Officer of Health/Southern District Health Board, Dunedin pharmacists and medical practitioners and the NZ Beauty Therapy Association. |
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Engagement - internal Policy team and in-house legal counsel have been consulted about the development of this bylaw. |
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Risks: Legal / Health and Safety etc. There are health and safety risks of not having a Beauty Therapists, Tattooists and Skin Piercers Bylaw. |
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Conflict of Interest This bylaw creates no conflicts of interest. |
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Community Boards There are no known implications for Community Boards. |
27 June 2016 |
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Amendments to the Dog Control Bylaw 2016
Department: Corporate Services
EXECUTIVE SUMMARY
1 A resolution is required to finalise the maps included in the Dog Control Bylaw ("Bylaw").
2 Staff recommend taking the opportunity to make minor amendments to the Bylaw to improve its clarity.
That the Council: a) Resolves to amend the Bylaw, as shown in the attachment with this report. b) Notes that the Bylaw includes finalised maps.
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BACKGROUND
3 Council resolved at its 23 May 2016 meeting, to adopt the Dog Control Bylaw 2016 “as amended by the Hearings Committee, with the addition that current restrictions in commercial areas in Schedule D continue, with an operative date of 1 July 2016”.
DISCUSSION
4 The draft bylaw as included in the meeting papers of the 23 May meeting has now been updated to include the specified amendments. Further changes to ensure internal consistency have been marked with red underline and strike out.
5 These amendments have included an update of the maps that make up “Schedule E” and show the different levels of control for public areas across Dunedin. A resolution is required to confirm these maps as part of the Bylaw.
6 There are no substantive changes as a result of the proposed amendments. However, the amendments do ensure internal consistency.
OPTIONS
7 Although the status quo is an option it is recommended that the Council amend the Bylaw as outlined in this report to meet best practice, ensure internal consistency and adopt the finalised maps.
NEXT STEPS
8 If the amendments are approved, the Bylaw will be prepared for publication prior to its commencement on 1 July 2016.
Signatories
Author: |
Kristy Rusher - Manager Civic and Legal |
Authoriser: |
Simon Pickford - General Manager Services and Development |
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Title |
Page |
Amended Dog Control Bylaw 2016 excluding Maps) |
438 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This decision relates to providing a regulatory function and it is considered good-quality and cost-effective. |
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Fit with strategic framework
Animal Control contributes to the ‘healthy and safe people’ strategic direction of the Social Wellbeing Strategy and will help achieve draft environmental and parks and recreation objectives. |
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Māori Impact Statement There are no known impacts as a result of the proposed amendments. |
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Sustainability There are no known implications for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy There are no known implications. |
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Financial considerations Proposed changes could be implemented within existing budgets. |
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Significance The Special Consultative Procedure was undertaken as per Council policy in regard to the adoption of the Bylaw. |
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Engagement – external No external engagement was undertaken in regard to the proposed amendments as they are for clarification purposes only. |
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Engagement - internal Animal Services has been fully involved in the preparation of this report. |
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Risks: Legal / Health and Safety etc. This report is intended to minimise any legal risks. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards No consultation has been undertaken with Community Boards on the proposed amendments as they are for clarification only. |
27 June 2016 |
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Election Issues 2016
Department: Electoral Officer
EXECUTIVE SUMMARY
1 The report outlines options available to the Council regarding the order of candidate names on voting documents. The previous election saw the Council adopt random order
2 A brief update is also provided on other preparations for the election.
That the Council:
a) Decides on the option to be adopted for the order of candidate names at the 2016 Dunedin City Elections; either: i) Random order; or ii) Alphabetical order of surname; or iii) Pseudo-random order. b) Notes the other preparations in place for the election.
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BACKGROUND
3 The Local Electoral Act and Regulations allow the Council to make a decision on matters relating to election processes. A decision on the order of candidate names on voting documents is an option open to it under the Local Electoral Regulations 2001.
DISCUSSION
4 Clause 31 of the Local Electoral Regulations 2001 allows the Council to decide whether the names are to be arranged on the voting documents in alphabetical order of surname, pseudo-random order or random order. In the absence of any Council resolution approving another arrangement, the candidates' names must be arranged in alphabetical order of surname.
5 The Council adopted random order for its voting documents for the last election.
6 Random order is being adopted by more and more local authorities and most Otago local authorities have adopted random order for this election.
7 The matter of name-order effect on voting documents has been discussed with Associate Professor Janine Hayward of the University of Otago's Department of Politics who has commented that there is general agreement among experts that there is a name-order effect on ballot papers but there is less agreement on what causes this effect and what to do about it. She has confirmed that various studies carried out in New Zealand and elsewhere in the world have concluded that there is a name-order effect, with the degree of effect ranging considerably, but mostly around 1–2.5%. A study entitled "Ballot Order Positional Effects in British Local Elections, 1973-2011"[1] identified that "comparing votes cast for last and first placed candidates in the ballot order demonstrates a clear advantage to those placed first. This increases in size as both the number of seats and competing candidates increases. Those located in the top half of the ballot paper are more likely to finish in the top half of the vote order."
8 Associate Professor Hayward notes that if it is accepted from the literature that name-order effect exists, then pseudo-random order will not address this problem.
OPTIONS
9 It should be noted that if either the pseudo-random or complete random order options are chosen the candidate information booklets will still list the candidates in alphabetical order for reasons of ease of finding the candidate profiles and the cost of personalising each of the candidate information booklets.
10 There is no difference between the three options in the cost of printing the voting papers themselves.
11 The features of each arrangement are described below.
Option One – Random Order (Status Quo)
12 Under this arrangement, the names of the candidates for each issue are shown in a different order on each and every voting document, utilising software which permits the names of the candidates to be printed in a different order on each paper. This was the option used at the previous election.
Advantages
· No candidates are disadvantaged by the name-order effect.
Disadvantages
· In a long list of candidates it can be difficult for voters to find the names of the candidates for whom they wish to vote.
Option Two – Alphabetical Order
13 Names of candidates appear in alphabetical order of surname.
Advantages
· It is easy for voters to find the names of the candidates for whom they wish to vote.
Disadvantages
· Research has shown that the name-order effect provides advantages for some candidates and disadvantages for others.
Option Three – Pseudo-Random Order
14 Under this arrangement, the candidate names for each issue are drawn at random then placed on all voting documents for that issue in the order in which they are drawn.
15 The Regulations provide that if a local authority has determined that pseudo-random order is to be used, the Electoral Officer must state, in a public notice required to be given, the date, time and place at which the order of the candidates' names will be arranged. Any person is entitled to attend while the order of the candidates' names is determined.
Advantages
· Candidates who have names later in the alphabet have an opportunity to draw a position higher in the list, but this may result in a corresponding disadvantage for other candidates.
Disadvantages
· In a long list of candidates it can be difficult for voters to find the names of the candidates for whom they wish to vote.
· Candidates who draw a position at the top of the ballot are likely to have an advantage over those further down the list.
· It is administratively more complex (tight timeframes after the close of nominations) and more expensive (additional public notices) than the other options.
Other Issues
16 Other preparations are also taking place for nominations opening on 15 July 2016. The Candidate Information Handbook and nomination forms have been prepared for release closer to the date.
17 A communications plan has been prepared with various forms of mainstream and social media being used throughout the election period. This will take into account the Local Government Commission's recommendation in its determination to undertake STV education. Local Government New Zealand's national communications campaign will also be linked with when appropriate.
18 In an attempt to increase turnout, staff are looking at the possibility of a rotating special voting booth that will be present in different locations around the city in Weeks 2 and 3 of the voting period. Drop boxes for voting papers will also be provided on book buses.
NEXT STEPS
19 Confirmation of the order of names on voting documents is required.
Signatories
Author: |
Pam Jordan - Electoral Officer |
Authoriser: |
Sandy Graham - Group Manager Corporate Services |
There are no attachments for this report.
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This report enables democratic local decision making and action by, and on behalf of communities. |
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Fit with strategic framework
There are no inconsistencies with the Strategic Framework. |
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Māori Impact Statement There are no known impacts for tangata whenua. |
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Sustainability There are no known impacts for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy There are no implications. |
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Financial considerations There are no financial implications. |
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Significance This decision is considered low in terms of the Council's Significance and Engagement Policy. |
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Engagement – external Associate Professor Janine Hayward of the University of Otago's Department of Politics has been consulted about name-order effect research. |
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Engagement - internal There has been no internal engagement. |
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Risks: Legal / Health and Safety etc. There are no known risks. |
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Conflict of Interest There is no known conflict of interest. |
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Community Boards The order of names for Community Board elections on the voting document will also be determined as a result of this decision. |
Council 27 June 2016 |
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Rules for the Recovery of Expenses for Elected Members
Department: Civic
EXECUTIVE SUMMARY
1 This report provides details of the Rules for the Recovery for Expenses for Elected Members (the rules). The rules need to be approved by Council prior to submission to the Remuneration Authority.
That the Council: a) Approves the Rules for the Recovery of Expenses for Elected Members. |
BACKGROUND
2 The Remuneration Authority (the Authority) provides the framework for Council to apply the Rules for the Recovery of Expenses payable to elected members.
3 The rules are required to be approved by Council prior to submission to the Authority for inclusion in the determination from 1 July 2016.
DISCUSSION
4 The Authority determination includes provisions for mileage, travel times and communications. The rules (attachment A) are largely unchanged from the current determination with the exception of two modifications recommended from the Authority.
5 The first change is inclusion of the provision for a tablet device. This is to assist with the distribution of electronic agendas. This is in addition to the laptop provided for elected members' computing requirements.
6 The second change is the reimbursement of mileage for elected members. The Authority has determined that in line with the Inland Revenue Department’s decision last year, the first five thousand kilometres claimed would now be reimbursed at 74 cents per kilometre, instead of the current 77 cents per kilometre. The rate for travel in excess of 5,000 kilometres remains unchanged at 37 cents per kilometre.
7 The 30 kilometre threshold will now apply only to visits to the Council or community board offices. For other travel to meetings where elected members have been appointed by Council to outside bodies, no threshold distance will apply.
8 There is a requirement to have the Rules for the Recovery of Expenses to be in place prior to the local body elections. The incoming Council may, at any time reconsider the rules and make any amendments following the election.
OPTIONS
9 Given that it is mandatory that Council approves the Rules for Recovery of Expenses, the attached version is provided for consideration by Council.
NEXT STEPS
10 Once considered by Council, a version of the rules will be provided to the Remuneration Authority for inclusion in the determination.
Signatories
Author: |
Lynne Adamson - Governance Support Officer |
Authoriser: |
Grant McKenzie - Group Chief Financial Officer |
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Title |
Page |
Rules for the Recovery of Expenses |
458 |
SUMMARY OF CONSIDERATIONS
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Fit with purpose of Local Government This report relates to providing a regulatory function and it is considered good-quality and cost-effective. |
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Fit with strategic framework
This report has no direct contribution to the Strategic Framework. |
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Māori Impact Statement There are no known implications for tangata whenua. |
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Sustainability There are no implications for sustainability. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy There are no known implications. |
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Financial considerations There are no significant cost changes from the change in expenses/recovery rates allowed to be recovered. |
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Significance This decision is considered low in terms of Councils Significance and Engagement Policy. |
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Engagement – external The Remuneration Authority approves the policies of each Council with regard to reimbursement of the costs incurred by elected members. |
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Engagement - internal Not applicable. |
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Risks: Legal / Health and Safety etc. There have been no risks identified and health and safety issues are not relevant to this matter. |
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Conflict of Interest There are no known conflicts of interest. |
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Community Boards There are no implications for Community Boards. |
Council 27 June 2016 |
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Resolution to Exclude the Public
That the Council excludes the public from the following part of the proceedings of this meeting (pursuant to the provisions of the Local Government Official Information and Meetings Act 1987) namely:
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987, and the particular interest or interests protected by Section 6 or Section 7 of that Act, or Section 6 or Section 7 or Section 9 of the Official Information Act 1982, as the case may require, which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as shown above after each item.
[1] "Ballot Order Positional Effects in British Local Elections, 1973-2011", Richard Webber, Colin Rallings, Galina Borisyuk and Michael Thrasher, Oxford University Press, 2012