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ASHBURTON DISTRICT COUNCIL

AGENDA

For the Council meeting to be held on Thursday 24 November 2016 Commencing at 1.30pm In the Council Chamber 2 Baring Square East, Ashburton

The District of choice for lifestyle and opportunity www.ashburtondc.govt.nz

Council Membership Donna Favel Mayor Cr Thelma Bell Ashburton Ward Cr Leen Braam Ashburton Ward Cr Neil Brown Ashburton Ward Cr Russell Ellis Ashburton Ward Cr Lynette Lovett Eastern Ward Cr Mark Malcolm Eastern Ward Cr Liz McMillan Western Ward Cr Selwyn Price Ashburton Ward Cr Diane Rawlinson Ashburton Ward Cr Peter Reveley Western Ward Cr Alasdair Urquhart Ashburton Ward Cr Stuart Wilson Eastern Ward Quorum – no less than seven (7) members

The purpose of local government:

(1) The purpose of local government is – (a) to enable democratic local decision-making and action by,

and on behalf of, communities; and (b) to meet the current and future needs of communities for

good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

(2) In this Act, good-quality, in relation to local infrastructure, local

public services, and performance of regulatory functions, means infrastructure, services, and performance that are – (a) efficient; and (b) effective; and (c) appropriate to present and anticipated future

circumstances.

(Local Government Act 2002 – Amendment Act 2012)

ASHBURTON DISTRICT COUNCIL

Council Meeting – Thursday 24 November 2016

Timetable Time Item 1.30pm Meeting commences

- Opening Prayer – Rev John Coutts, St James & St Pauls Churches

2.40pm Welcome to new and long-serving staff

2.50pm White Ribbon Campaign Pledge – Evans Chibanguza

3pm Afternoon tea

ORDER OF BUSINESS 1 Apologies

2 Extraordinary Business

3 Declarations of Interest Members are reminded of the need to be vigilant 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.

4 Confirmation of Previous Minutes 4.1 Council Meeting – 26/10/16 1

5 Forward Programme 3

6 Reports

6.1 Mayor 4

6.2 Chief Executive 8

6.3 Committee Structure and Elected Member Appointments; Adoption of 2017 Meeting Calendar

15

6.4 Remuneration following the 2016 Elections 25

6.5 Community Pool Operation 2016/17 29

6.6 Multicultural Council 37

6.7 Ashburton Zone Committee 42

6.8 Variance Analysis / Financial Report and Bancorp Treasury Report – September 2016 Attached 7 Business Transacted with the Public Excluded

7.1 Ashburton Solid Waste Services – Selection of Preferred Tenderer - Contract RR-AO 16/10 Section 7(2)(h) Commercial activities

43

7.2 Plains Museum Trust – Appointment of Trustees Section 7(2)(a) Protection of privacy of natural persons

75

7.3 Ashburton Contracting Limited – Appointment of Director Section 7(2)(a) Protection of privacy of natural persons

78

18 November 2016

Council Minutes

4.1 Inaugural Council Meeting Minutes of the Inaugural Council meeting held on Thursday 26 October 2016, commencing at 1.30pm, in the Council Chamber, 2 Baring Square East, Ashburton. Present Her Worship the Mayor, Donna Favel; Councillors Thelma Bell, Leen Braam, Neil Brown, Russell Ellis, Lynette Lovett, Mark Malcolm, Liz McMillan, Selwyn Price, Diane Rawlinson, Peter Reveley, Alasdair Urquhart and Stuart Wilson.

Methven Community Board Members: Hamish Gilpin, Sarah Lock, Sonia McAlpine, Dan McLaughlin and Ron Smith.

In attendance Chief Executive, Group Manager Business Support, Group Manager Service Delivery, Group Manager Environmental Services, Community Relations Manager and Committee Secretary.

The Chief Executive, Mr Andrew Dalziel, took the chair and declared the meeting open. He welcomed the Mayor and new and returning elected members, their family members and friends, members of the public and the media.

The invocation was offered by Miss Dellwyn Moylan, St Andrews Presbyterian Church.

Approx. 40 guests and members of the public attended. 1 Declaration by the Mayor

The statutory declaration was made by the Mayor, as required by cl. 14, Schedule 7 of the Local Government Act 2002, and witnessed by the Chief Executive.

The Chief Executive congratulated the Mayor and presented her with the Mayoral Chain. The Mayor took the Chair.

2 Declarations by the Members of the Ashburton District Council and Members of the Methven

Community Board Statutory declarations were made by the 12 Councillors and 5 Community Board Members, as required by

cl. 14, Schedule 7 of the Local Government Act 2002, and witnessed by the Mayor and Chief Executive.

3 Mayor’s Address The Mayor read her address. 4 Explanation of Statutory Requirements The Chief Executive formally drew to elected members’ attention the legislation relevant to the carrying out

of their duties. That the report be received.

Brown/Wilson Carried 5 Appointment of Deputy Mayor That the report appointing the Deputy Mayor be received.

That Council notes the appointment by the Mayor of Councillor Neil Brown as Deputy Mayor.

Mayor/Wilson Carried

Inaugural Council Meeting 26 October 2016

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6 Governance Structure for the 2016-2019 Triennium

6.1 Establishment of Standing Committees, Appointment of Chairs, Deputy Chairs and Members That Council establishes three Standing Committees for the 2016-2019 term:

- Environmental Services Committee - Service Delivery Committee - Finance and Business Support Committee

Mayor/Reveley Carried That the appointments of the Standing Committee Chairs, Deputy Chairs and Members be as follows:

Environmental Services Service Delivery Finance & Business Support Chair Peter Reveley

Deputy Chair Diane Rawlinson Members Thelma Bell Leen Braam Neil Brown Russell Ellis Lynette Lovett Mark Malcolm Liz McMillan Selwyn Price Alasdair Urquhart Stuart Wilson Mayor ex officio

Chair Stuart Wilson Deputy Chair Russell Ellis Members Thelma Bell Leen Braam Neil Brown Lynette Lovett Mark Malcolm Liz McMillan Selwyn Price Diane Rawlinson Peter Reveley Alasdair Urquhart Mayor ex officio

Chair Neil Brown Deputy Chair Leen Braam Members Thelma Bell Russell Ellis Lynette Lovett Mark Malcolm Liz McMillan Selwyn Price Diane Rawlinson Peter Reveley Alasdair Urquhart Stuart Wilson Mayor ex officio

Mayor/Brown Carried

6.2 Fixing the Date and Time of First Meeting

That the first meeting of the Ashburton District Council be held on Thursday 24 November 2016, commencing at 1.30pm in the Council Chamber, 2 Baring Square East, Ashburton

Wilson/Bell Carried 7 Adoption of the 2016 Annual Report The Group Manager Business Support advised that a clear audit report has been received for the 2015-16

year. That Council adopts the audited 2016 Annual Report.

Brown/Wilson Carried 8 2016-17 Christmas and New Year Period Closedown That the report be received.

Ellis/Rawlinson Carried The meeting concluded at 2.15pm. The Mayor then invited the new elected members, their guests and members of the public to join her for afternoon tea.

Confirmed on 24 November 2016 _________________________________ MAYOR

Inaugural Council Meeting 26 October 2016

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5 Forward Programme – Council

Meeting Date Report / Other Responsibility 15 December Canterbury Triennial Agreement and

Mayoral Forum Charter GM Business Support

Ashburton Enterprise Agency GM Business Support Awarding Contract RR-AO 16/10 Solid

Waste Services GM Service Delivery

February / April 2017

Delegations Manual GM Business Support Local Governance Statement GM Business Support

Adoption of Standing Orders GM Business Support ABE Lot 9 Consent GM Service Delivery

Council 24 November 2016

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REPORT Date: 24 November 2016 Report to: Council From: Mayor

6.1 Mayor’s Report 6.1.1 Mayor’s Update 6.1.1.1 Mayors Induction - Wellington

On Thursday 27 and Friday 28 October I attended the LGNZ Mayors Induction in Wellington. This was an excellent opportunity to catch up with many of New Zealand’s newly elected and re-elected Mayors.

The topics covered included: • Issues facing Local Government and our Communities • Local Government Excellence Programme • Issues facing You • Being a first time Mayor • Leadership and Governance • Setting your Strategy • Building Communities • Being a Good Employer • Building Relationships

6.1.1.2 Zone 5 and 6 - Dunedin On Monday 7 November, CE Andrew Dalziel and I attended the Zone 5 and 6 (South Island) gathering, in Dunedin. We were welcomed by Mayor David Cull (Dunedin City Council).

Topics for discussion – • LGNZ Excellence Programme • LGNZ Risk Agency • LGA Amendment Bill • 3 Waters Update • Freedom Camping Remit • NZFS & Rural Fire Amalgamation

Mayor Bryan Cadogan (Clutha District) spoke of the Kaitangata township revival.

Steve Ruru/Rob Phillips spoke of the Southland Regional Development Strategy.

Tihou Messener Weepu presented TUIA programme to meeting. This is something I am working on as Mayor.

Superintendent Lane Todd presented on increased resourcing for NZ Police.

Planning for future Zone 5/6 meetings content was chaired by Mayor Bryan Cadogan (Clutha). When Zone meetings are held close to Clutha, Bryan invites all his Councillors to join him. This is a great example of full Council inclusion and I would ask Councillors mark 31 March 2017 in their diary for the next Zone 5/6 meeting which is expected to be Christchurch (still to be confirmed).


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6.1.1.3 Whare Re-Opening at Arowhenua Marae On Saturday 12 November, Community Relations Manager, Vincie Billante and I attended the powhiri of the re-opening of the Wharenui at Arowhenua. A very well attended event, it was a privilege to represent our district at this special event for our runanga. As Mayor, I also hold the title of Hakatere Koromatua (Mayor) and am keen to work more closely with Hakatere Marae, Arowhenua Runanga and Ngai Tahu.

6.1.1.4 Rural and Provincial - Wellington Andrew Dalziel and I attended the Rural and Provincial Sector Group Meeting in Wellington on Thursday 17 and Friday 18 November.

Agenda items provided below: • CE and Mayors group separate pre-meetings • Welcome by Lawrence Yule – President LGNZ • Election of Chairs and National Council – Malcolm Alexander • LGNZ Update – Lawrence Yule and Malcolm Alexander • Fire and Emergency NZ – Hon Peter Dunne and Paul Swain • Police Resourcing – Chris Cahill – President, Police Association • Broadband rollout and Mobile Black Spot Fund – speaker to be confirmed • Tourism – Infrastructure Needs and Funding – Bruce Lochore, Duncan Small, Chris Roberts • Changes to Dog Control – Hon Louise Upston and Grant Barnes (Auckland Council) • Predator Free 2050 – Nicky Wagner • Cat Management Strategy – Wayne O’Donnell • GPS on Land Transport – Andrew Jackson • Infrastructure Panel • Tuia Programme.

6.1.1.5 Chinese Education and Tourism On 13 and 16 October, there were two contacts with Chinese delegations. Thank you to Councillors Stuart Wilson and Peter Reveley for joining me on these first international events. There were discussions on the opportunities for education and tourism and a proposed trip for late November/December. Due to training commitments, they will reschedule for 2017 with Council approval. I have asked for a report on Sister Cities to be provided.

6.1.2 Canterbury Earthquakes A verbal update on events following the recent earthquakes will be provided at this meeting.

6.1.3 Meetings Recent meetings of note have included: October • 10 Oct: Radio New Zealand - radio interview with Mayors Tim Shadbolt and Hamish McDouall • 10 Oct: Hoops on Hokonui – radio interview • 10 Oct: Hakatere Marae Komiti • 12 Oct: Solid waste tender evaluation panel • 12 Oct: Hype Youth Health Trust AGM • 12 Oct: Mid Canterbury BNI Meeting • 13 Oct: Chinese delegation from Zhejiang Provincial Department of Agriculture • 16 Oct: Hinds Fire Shed, Annual General Meeting and fire shed opening ceremony • 16 Oct: Chinese delegation from Yellow River Conservation Trust


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• 17 Oct: Total Mobility Committee Meeting • 17 Oct: Councillor get-together at Lake Hood • 18 Oct: Met with Geraldine Ling and Bruce Moffatt • 18 Oct: Rural Canterbury PHO, Annual General Meeting • 19-20 Oct: Council Induction • 20 Oct: Advance Ashburton Celebration of Philanthropy • 21 Oct: Meeting with Bremners Road residents • 23 Oct: Lake Clearwater Rural Fire AGM • 26 Oct: Inaugural Council Meeting • 27-28 Oct: Mayoral Induction • 29 Oct: Ashburton A&P Show • 31 Oct: Meeting with Andrew Little, Labour MP • 31 Oct: Interview with NZ Women’s Weekly • 31 Oct: Ashburton Art Gallery, Christmas Card Competition winner presentation • 31 O Oct: Mid Canterbury Boxing Academy • 31 Oct: Methven – Judging Halloween contest November • 1 Nov: ACL Liaison Group Meeting • 3 Nov: Meeting with Andrea Pearce, Acting Principal at Ashburton College • 3 Nov: Meeting with Margaret Rickard and Trevor Croy, Advance Ashburton • 3 Nov: Ashburton Senior Centre Charitable Trust meeting • 4 Nov: Hoops on Hokonui – radio interview • 4 Nov: Solid waste tender evaluation panel • 4 Nov: Photo shoot with NZ Women’s Weekly • 4 Nov: Birthright 50th Anniversary Celebrations • 4 Nov: Mid Canterbury Rugby Awards 2016 • 6 Nov: Zone 5 & 6 dinner • 7 Nov: Zone 5 & 6 meeting • 7 Nov: Ashburton College Year 13 prize giving • 8 Nov: National Science Roadshow, Ashburton Intermediate • 8 Nov: Meeting with Lisa Anderson • 8 Nov: Meeting with Makoni Pulu, Etu Pasifika • 9 Nov: MSD Workshop • 9 Nov: Meeting with Peter Lowe, MAR Project • 9 Nov: Ashburton College Year 12 prize giving • 10 Nov: Meeting with CBD Revitalisation Group • 10 Nov: Meeting with Senior Sergeant Scott Banfield • 10 Nov: Artist Talk at the Ashburton Art Gallery • 11 Nov: Armistice Day commemoration • 12 Nov: Arowhenua, re-opening of Whare • 14 Nov: Meeting with Bernice Marra, Health Services Manager • 14 Nov: Meeting with Sue Newman, Ashburton Guardian • 14 Nov: Lake Hood Extension AGM • 14 Nov: Rakaia Community Association AGM • 15 Nov: Ashburton Hospital Building Blessing • 15 Nov: Luke Rhodes delivered letter for Prime Minister John Key • 15 Nov: Attended the Ashburton Trust AGM • 15 Nov: Attended the 2016 Annual District Rural Fire AGM • 16 Nov: Met with Tihou Messenger Weepu from Tuia programme


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• 17-18 Nov: Rural and Provincial Sector - Wellington • 18 Nov: Radio interview with Hoops on Hokonui • 18 Nov: Radio interview with Port FM • 19 Nov: 100 year celebration of Cubs • 20 Nov: Stone Symposium Auction • 21 Nov: Meeting with Dave Winterburn, Andy Roberts and David Newey, Department of

Conservation • 22 Nov: Meeting with Jo Goodhew, National MP • 22 Nov: NZTA “Roads of the Future” Meeting in Christchurch • 23 Nov: Park Street Day Centre Celebration.

DONNA FAVEL Mayor


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REPORT Date: 24 November 2016 Report to: Council From: Chief Executive Officer 6.2 Chief Executive’s Report

6.2.1 Corporate Work Items

6.2.1.1 Council Induction A comprehensive induction workshop was held for the Mayor and Councillors on Wednesday 19 and Thursday 20 October. Topics covered over the two days included a general and financial overview of the Council’s operations; a legislative overview with a briefing from one of the Council’s legal providers; existing and proposed governance structures, appointments, and meetings schedule; big ticket items or issues; vision, strategic direction and elected member’s aspirations; and elected member remuneration, expenses, and training.

Following the inaugural Council meeting on Wednesday 26 October, the Mayor attended Local Government New Zealand’s New Mayor’s Induction Training in Wellington on Thursday 27 and Friday 28 October. Six new Ashburton District Councillors and four Methven Community Board members attended Local Government New Zealand’s Induction Training for New Elected Members in Christchurch on Thursday 3 November.

The Mayor and Councillors have all received laptop tablets and some initial user training.

A Methven Community Board induction workshop was held on Monday 7 November, before the Board’s inaugural meeting.

Council’s Secretary is arranging further training in the New Year for the Mayor and Councillors on meeting procedures and the use of Standing Orders.

6.2.1.2 Coroners Findings Coroner Elliott has released his findings and recommendations (18 October 2016) from the inquiry into the death of George Robert Ellis, who was driving a truck struck by a train on the level crossing at Northpark Road in Ashburton on 7 July 2014.

The direct cause of the collision was found to be Mr Ellis’ failure to give way to the train. The sun was a contributing factor to this. Given the effect of the sun, the presence of a shed also made it more difficult for Mr Ellis to see the oncoming train while he was at the Bremners Road/Northpark Road intersection, although there was a point on Northpark Road at which the presence of the shed was no longer a factor.

The background in relation to the crossing, and the safety precautions that were in place at the time of the collision are set out in detail in the Coroner’s report. The Coroner has made a number of recommendations to KiwiRail:

(a) That KiwiRail develops systems for gathering and sharing information on: 1. Collision and near miss history. 2. Engineering experience (both rail and road) at the level crossing interface. 3. Local knowledge of driver or pedestrian behaviour in and around level crossings. 4. Social and economic assessment. 5. Standards and international best practice.


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(b) That KiwiRail puts in place systems to ensure that information is considered while

undertaking risk assessments and determining treatments to apply at particular level crossings.

(c) That KiwiRail puts in place systems to ensure all stakeholders associated with particular level crossings are involved with the determination of the final recommended treatment in the context of KiwiRail’s obligations and rights under the Railways Act 2005 and Part 9 of the Traffic Control Devices Manual for requirements for level crossings.

(d) That KiwiRail establishes formal lines of communication with the Police Serious Crash Unit to, where legal and confidentiality considerations allow, obtain Police information on near misses and collisions.

(e) That KiwiRail determines criteria for when and in what circumstances fresh ALCAM assessments are necessary to ensure the information used to assess the appropriate treatments for level crossings in New Zealand remains current. Where the identified criteria are met, KiwiRail should carry out fresh ALCAM assessments in relation to those crossings.

ALCAM stands for Australian Level Crossing Assessment Model and is a safety assessment tool used to help prioritise disparate level crossings according to their comparative safety risk.

In relation to road controlling authorities, of which the Council is one, the Coroner recommends: (a) Road controlling authorities should have systems in place for recording and collating any

of the following information which they receive relating to level crossings within their purview: 1. Collision and near miss history. 2. Engineering experience (both rail and road). 3. Local knowledge of driver or pedestrian behaviour. 4. Social and economic assessment. 5. Standards and international best practice.

(b) Road controlling authorities should provide such information to rail providers as part of

the process of consultation and agreement about controls at level crossings under section 81(2) of the Railways Act 2005.

The Coroner’s recommendations for road controlling authorities are intended to relate to information the Council receives either in the course of complying with its statutory obligations or which it receives from local sources in the ordinary course of its operations. Our Roading Department will ensure these systems are maintained and that the information is provided as part of its ‘business as usual’ operation within the existing budget provision.

6.2.1.3 ALGIM Customer Experience Report

The Association of Local Government Information Management undertook a mystery shop exercise in August and September 2016, to evaluate the quality of the customer experience delivered via the telephone for all New Zealand local authorities. Ashburton District Council received a call about dog registration on the morning of Wednesday 31 August 2016. Out of a total possible score of 30, marked for responsiveness, welcome, conversation, information/knowledge, closing, and time taken to complete the call, our Customer Service Officer who took the call received a score of 22. That result put us in the mid to upper quartile of councils. We have received a detailed report outlining one or two areas for improvement that the Council’s Customer Services team will be putting into effect.


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6.2.1.4 Risk Register Review

The Council’s corporate risk register has been reviewed and updated by the Council’s leadership team. The risk register assesses key organisational risks facing the Council and the minimisation or mitigation controls either in place or planned. A report about the review of the register will go to the Council’s next Audit and Risk Sub-committee meeting (the Sub-committee is proposed to be re constituted).

6.2.1.5 Regional Mid-Sized Tourism Facilities Grant Fund The Council made an application to the Government’s $12m Fund in September to assist with the construction and installation of a new toilet block at Lake Camp. We requested $105,000 from the Fund, but were not successful.

The Ministry of Business, Innovation and Employment (MBIE) approved 14 applications. A total of $3,052,187 was awarded in this first round of funding. Within the Canterbury Region, Kaikoura District Council will receive $452,335 for constructing toilets and parking at Ohau Waterfall Stream; Mackenzie District Council will receive $405,000 for constructing toilets at two locations in Tekapo; and Timaru District Council will receive $131,000 for constructing three extra toilets at an existing toilet block site.

The Council will reapply at the next funding round.

6.2.1.6 Council Views Sought A number of Government departments or agencies have sought the Council’s view on various matters in the last two months: • The Commissioner of Inland Revenue commissioned Litmus to survey the Council to identify

how the IRD can strengthen its engagement and involve the Council in their future transformation. The IRD also asked us to complete an online customer satisfaction survey.

• Archives New Zealand asked for the Council’s input into the development of their strategy for the future. They asked for feedback on their Archives 2057 discussion document.

• Sport Canterbury asked how we thought they were performing. They contracted Nielsen to do the research and asked us to complete an on-line survey.

• The Department of Conservation were seeking Council information and views on the effectiveness of the New Zealand Coastal Policy Statement 2010.

• The National Cat Management Strategy Group released their draft cat management strategy in October and requested our feedback.

• Research First sought our views for an Organisational Leadership Survey they were conducting on behalf of Sheffield.

• Local Government New Zealand are reviewing their Executive Performance Programme and asked for our feedback to help improve their service offering.

• MBIE are presently seeking our feedback on proposed new Acceptable Solutions to support changes to residential pool barrier requirements made by the Building (Pools) Amendment Act 2016. Consultation closes on 16 December 2016.

6.2.1.7 Council Administration Building and Library Facilities Feasibility Study

Early in the New Year the Council will hold a workshop followed by a formal Council meeting to consider the future of the Council Administration and Library buildings.

The workshop element will allow the seven new Councillors to be fully briefed and brought up to speed on this matter and will include visits to the short-listed sites and tours through the Council buildings.


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Opus Architecture will present the results from the second round of public consultation on the short-listed sites. The attached correspondence (Appendix One) between myself and Brian Davidson, Chair of Eastfield Investments Limited relates to this matter.

6.2.2 Staff Movements For the period: 23 September – 24 November

New Starts • Melanie Liu – Assets Summer Student. Starts 21 November 2016. • Alistair Perkins – Caretaker/Cleaner. Started 14 November 2016. • Michelle Hydes – Commercial Systems Officer. Started 7 November 2016. • Jo Smith – People & Safety Officer. Started 2 November 2016 (Fixed Term). • Linda Liddicoat – Information Management Officer. Started on 31 October 2016 (Fixed Term). • Lorraine Nolan – Facility Support Officer. Started 25 October 2016. • Courtney van der Eik – Officer Assistant – Business Support. Started 18 October 2016 (Fixed

Term). • Elizabeth Aloisio – Mower/Gardener – Rural. Started 10 October 2016. • Terry Ding – Applications Specialist. Started 26 September 2016.

Departures • Penny Shearer – Lifeguard. Last day 21 October 2016. • Jenna Marsden – Policy Advisor. Last day 10 October 2016. • Christopher Grotefend – Group Fitness Instructor. Last day 9 October 2016. • Lynette Breakwell – Facility Support Officer. Last day 3 October 2016.

6.2.3 Meetings and Events Recent meetings and events of note that I have attended include: September • 23 Sept: The last day of the SOLGM Summit/Annual Conference in Auckland to hear the

Minister of Local Government speak about the Local Government Act Amendment Bill. • 26 Sept: KPMG Ashburton – Cycle for Water evening presentation. • 29 Sept: Audit and Risk Subcommittee meeting. • 30 Sept: Staff farewell evening function for Lynette Breakwell.

October • 5 Oct: Canterbury Council CEO’s working group meeting in Christchurch on collaboration

methodologies. • 6 Oct: Morning tea for departing Councillors. • 6 Oct: Infometrics presentation on web reporting. • 8 Oct: Election results/administration. • 12 Oct: RDR Board Meeting, followed by AGM at Hotel Ashburton. • 13 Oct: Andy Burns, Audit NZ Director regarding interim audit results. • 19-20 Oct: Council Induction Workshop. • 25 Oct: Gary Casey, Chief Executive ACL catch up meeting. • 27 Oct: Morning tea – thank you from Angus McKay to staff. • 31 Oct: Canterbury Council’s Chief Executives Forum at Selwyn District Council. • 31 Oct: Civil Defence Emergency Management Coordinating Executive Group Meeting at

Selwyn District Council.


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November • 1 Nov: ACL Liaison Group Meeting. • 2 Nov: RDR Board Meeting, followed by Health and Safety site visits. • 4 Nov: Funeral for former Councillor Russell Black of Hurunui District Council, North

Canterbury. • 7 Nov: LGNZ Zone 5/6 Meeting held in Dunedin – attended with Mayor Favel. • 17-18 Nov: LGNZ Rural and Provincial Section Meeting in Wellington – attended with Mayor

Favel. • 21 Nov: Road as Workplaces, Jeff Fleury presentation evening. Institute of Directors event in

Christchurch.

ANDREW DALZIEL Chief Executive Officer

ATTACHMENTS: Appendix 1 Eastfield Investments


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Appendix 1


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14


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REPORT

Date: 24 November 2016 Report to: Council From: Group Manager Business Support

Subject: Committee Structure and Elected Member Appointments; and Meeting Calendars

6.3 Committee Structure and Elected Member Appointments

and Adoption of the 2017 Meeting Calendar

6.3.1 Summary

The purpose of this report is to consider the committee structure being established for the 2016-2019 triennium and make appointments to statutory bodies, community groups and associated

organisations.

Council is also required to confirm meeting dates for the remainder of this year and adopt the 2017

meeting calendar.

6.3.2 Recommendations

1 That Council receives the 2016 Committee Structure and Elected Member Appointments report.

2 That Council notes the Mayor’s intention to establish the committee structure appended to this report. Appendix 1

3 That Council adopts the schedule of appointments appended to this report. Appendix 2

That Council adopts the schedule of meetings for the period 24 November to 15 December 2016 as

follows: Tuesday 29 November, 2016 Council Workshop and Audit & Risk Subcommittee

Thursday 1 December, 2016 Service Delivery and Finance & Business Support Committees

Thursday 15 December, 2016 Council Meeting.

That Council adopts the 2017 meeting calendar. Appendix 3

6.3.3 Background

6.3.3.1 Governance Structure and Appointments Schedule

At the beginning of each triennium the Council is required to have a governance structure to

perform its business and duties throughout its three year term. A review of the committee

structure and membership has been carried out and the Mayor, in accordance with s41A of the Local Government Act 2002 (Amendment Act 2012), has established a committee structure.

A Council resolution will be required to appoint elected members to the external organisations, ie statutory bodies, community groups / associations included in the structure. (Refer Appendix 2)


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The Mayor has worked with Standing Committee Chairs and Council officers to review Council’s

representation on outside organisations, and the new committee structure reflects the changes to

these appointments as a result of that review.

The Delegations Manual and Terms of Reference (where applicable) will be reviewed, updated and

presented to Council at the February meeting after the holiday recess.

When the governance structure was put in place after the 2013 triennial elections it was agreed

then that a mid-term review would be carried out. Council had undertaken a comprehensive

review of its operations in 2013-14 which would be reflected in the governance review.

The 2013 governance structure was modelled on the structure that had existed since 1989 – i.e.

three standing committees, consisting of eight members each, reporting to Council. There have

been few modifications over the years, but in 1997 Council moved from a four-weekly to a six-weekly meeting cycle with eight rounds of Council and standing committee meetings per year. Throughout subsequent terms of Council there has been little change to the standing committees with only minor changes to areas of responsibility and delegations; similarly the process for

establishing subcommittees and appointments to those subcommittees is largely unchanged.

A review of the 2013 governance structure took place in mid-2015, when it was determined that

Council would:

retain the current standing committee structure of Finance and Business Support,

Environmental Services, and Service Delivery;

introduce a four-weekly meeting cycle for the three standing committees and Council with

the committees meeting on the second Thursday and Council on the fourth Thursday;

increase the membership for the three standing committees from 8 to 12 Councillors (Mayor ex-officio);

retain the current committee chairperson structure;

consider regular scheduled workshops for more in-depth understanding of various reports

from project officers;

consider adopting a portfolio system for different work streams.

The outcome was a revised schedule of appointments that better aligned to Council’s needs.

For example, new subcommittees were established for the review of Council bylaws and policies, and for the stockwater programme; and a consolidated grants committee was formed.

The portfolio system was further investigated but not progressed.

At the Council induction workshop held after the October 2016 election the option to reinstate a

six-weekly meeting cycle was discussed. Since moving to a four-weekly cycle in 2015, Council

officers and elected members have evaluated the effects of this change to determine whether there had been any significant benefit. It was recognised that a six-weekly cycle would provide the time needed between Committee and Council meetings to give officers the ability to research and prepare reports. The change does, however, have the potential disadvantage of delays in decision

making, particularly if the decision relates to a property transaction but in such instances, an

extraordinary Council meeting could be convened.

Council proposes to reinstate the six-weekly cycle for the standing committee and Council

meetings. Where possible, subcommittee and working group meetings will be scheduled to coincide with these dates. Council has also asked that regular workshops on strategic issues be scheduled to help provide a more effective, timely structure for governance decision making.


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6.3.3.2 Meeting Calendars – 2016/2017

Council must adopt a schedule of meetings for the remainder of 2016. The calendar proposes a

workshop on Tuesday 29 November, meetings of the Committees on Thursday 1 December, and

the final Council meeting of the term on Thursday 15 December. A meeting of the Audit & Risk Subcommittee has also been scheduled for 29 November.

A meeting calendar for the 2017 year has been prepared with a six weekly meeting cycle. Council

has the option to adopt a schedule with a two week break in July to coincide with school holidays

(10-21 July). Should this option be taken, it is proposed that the Committee meetings that month would take place on Thursday 27 July.

The calendar has place-holders for workshops on the weeks between Committee and Council meetings, if required. Where possible, existing meeting dates have been utilised for the 2017-18

budget and annual plan workshops.

The six weekly cycle of meetings is –

Week 1 Monday 10.30am Methven Community Board

Week 2 Thursday 1.30 pm Environmental Services & Service Delivery

Week 3 Tuesday 1.30 pm Finance & Business Support

Week 4 Thursday Workshop placeholder

Week 5 Thursday Workshop placeholder

Week 6 Thursday 1.30pm Council

The 2017 Meeting Calendar is attached. Appendix 3

6.3.4 Options and Risks Considered

There are a range of options for governance arrangements. Council could resolve to keep the

status quo, adopt the proposal outlined or some other variation of these models.

While the Mayor has the option to establish committees and appoint the Chairs, a Council resolution is required for appointments to statutory bodies, community groups / associations and

other organisations.

6.3.5 Statutory Implications

Local Government Act 2002

The Local Government Act 2002 Amendment Act 2012, Section 41A sets out mayoral powers by

which the mayor can now: (a) appoint the Deputy Mayor (b) establish committees of the territorial authority

(c) appoint the Chairperson of each committee.

Part 5 of the LGA 2002 requires Council to make appointments and set remuneration for members appointed to Council Organisations (CO) including Council Controlled Organisations (CCO).

Schedule 7, clause 31 of the LGA 2002 defines who can make up committee and subcommittee

membership.

Schedule 7, clause 19 of the LGA 2002 sets out the general provisions for meetings

1) If a local authority adopts a schedule of meetings – a) the schedule –


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(i) may cover any future period that the local authority considers appropriate;

(ii) may be amended; and

b) notification of the schedule or of any amendment to that schedule constitutes a notification of every meeting on the schedule or amendment.

6.3.6 Significance and Engagement

These matters are not deemed to be significant in terms of Council’s Significance and Engagement

Policy.

6.3.7 Financial Implications

Not applicable.

PREPARED BY

PAUL BRAKE

Group Manager Business Support

APPROVED BY

ANDREW DALZIEL

Chief Executive

ATTACHMENTS: Appendix 1 Committee Structure and Rationale Appendix 2 Schedule of appointments

Appendix 3 2017 meeting calendar

Appendix 1: Committee Structure and Rationale REPORTS TO TYPE NAME RATIONALE

COUNCIL

Standing Committees

Finance & Business Support Environmental Services Service Delivery Executive Committee Code of Conduct

These Standing Committees have been established to align with core service groups in the organisation, and the other two committees operate to perform functions for Council that require executive authority but not the whole of Council for any decisions.

Subcommittees

Bylaw & Policy Ashburton Youth Council Reserve Boards Memorial Halls

Bylaws & Policies adopted by Council as a whole

Subcommittee of Council to report directly to Council

As above

As above

Working Groups Administration & Library Facilities Major project for Council decision and to oversee process for

site selection and make recommendations to Council in future

CCOs/Shareholding

Ashburton Stadium Complex Trust Ashburton Contracting Ltd Experience Mid Canterbury Eastfield Investments RDR Board of Directors Ashburton Community Water Trust Canterbury Regional Economic Dev Corporation

All Council-Controlled Organisations report directly to Council for accountability and major issues requiring Council decisions

All Shareholding companies also involve the whole of Council to make decisions in regards to direction, sales, involvement etc.

Joint Committees

Water Zone Committee Canterbury Regional Water Management Cttee Canterbury Mayoral Forum Mid-South Canterbury Rural Fire Authority

All joint committees that were established with the requirement of Council representation that must report directly back to all of Council on major issues or ongoing work programmes.

Local Government Sector Groups

LGNZ Zone 5 Committee LGNZ Rural & Provincial Committee

Council is required to have representation on these LGNZ groups and the report is directly back to Council

Advisory Group EA Shareholders Advisory Group for appointment of directors that reports

directly back to Council

Community Organisations

Plains Museum Trust Ashburton Performing Arts Theatre Trust* Ashburton Domain Pavilion* Ashburton Domain Oval*

Plains Museum Trust was approved by Council to be established in 2011 to manage the Tinwald Heritage Museum Park in Tinwald Domain as the Reserve Board did not want to do it.

*These groups are being reviewed as to if they are still needed

19

Finance & Business Support

Subcommittees

Audit & Risk Ashburton Airport Authority Community Grants & Funding Community Awards

These subcommittees are relating to areas of responsibility that sit within the Finance & Business Support Group as they involve property, finance, or community relations activities

Advisory Groups Trustpower Awards Creative Communities Fund

These are not subcommittees of Council but require Council to help administer them on behalf – relate to community relations and finance activities

Environmental Services

Working Group Town Centre

This would be a working group with external agencies that would discuss and investigate issues relating to town centre planning and development such as parking, CBD retailers, streetscapes, Baring Sq development – suggestion of a working party and not a formal subcommittee (no requirement to advertise and hold public meetings)

Joint Committee Canterbury Regional Civil Defence (CDEM) This joint committee requires Council representation and relates

solely to an activity that sits within Environmental Services

Service Delivery

Subcommittee Wastewater This subcommittee will oversee the work programme around

the wastewater infrastructure over the coming two years and make recommendations to Service Delivery for approval

Working Groups Stockwater Biodiversity Urban/Rural Road Reference Groups

These working groups will involve external stakeholders and will oversee things like the development and implementation of strategies, make recommendations to Service Delivery, and not require formal advertisement for public meetings

Joint Committee

Canterbury Waste Canterbury Regional Landfill Canterbury Regional Land Transport ECan River Rating Road Safety Total Mobility

These joint committees require Council representation and relate solely to activities that sit within Service Delivery

20

Appendix 2: Appointments to Committees & Associated Organisations


ASHBURTON DISTRICT COUNCIL COMMITTEE STRUCTURE AND APPOINTMENTS TO COMMITTEES AND

ASSOCIATED ORGANISATIONS

Mayor Donna Favel

Deputy Mayor Neil Brown

STANDING COMMITTEES (Adopted by Council 26/10/16)

Environmental Services Service Delivery Finance & Business Support

Chair Peter Reveley

Deputy Chair Diane Rawlinson

Members Thelma Bell

Leen Braam

Neil Brown

Russell Ellis

Lynette Lovett

Mark Malcolm

Liz McMillan

Selwyn Price

Alasdair Urquhart

Stuart Wilson

Mayor ex officio

Chair Stuart Wilson

Deputy Chair Russell Ellis

Members Thelma Bell

Leen Braam

Neil Brown

Lynette Lovett

Mark Malcolm

Liz McMillan

Selwyn Price

Diane Rawlinson

Peter Reveley

Alasdair Urquhart

Mayor ex officio

Chair Neil Brown

Deputy Chair Leen Braam

Members Thelma Bell

Russell Ellis

Lynette Lovett

Mark Malcolm

Liz McMillan

Selwyn Price

Diane Rawlinson

Peter Reveley

Alasdair Urquhart

Stuart Wilson

Mayor ex officio

TO BE APPROVED BY COUNCIL ON 24/11/16

Executive Committee Code of Conduct Committee

Chair Donna Favel

Deputy Chair Neil Brown

Members Peter Reveley

Stuart Wilson

A panel of the Mayor and 5 elected members to be

appointed from which the two Committee

members will be selected by Council as and when

necessary.

Mayor (ex officio) Donna Favel

Councillors Thelma Bell

Selwyn Price

Diane Rawlinson

Alasdair Urquhart

Stuart Wilson

COMMUNITY BOARD

Methven Community Board 2 Crs (Western Ward)

Crs Liz McMillan and Peter Reveley

21



SUBCOMMITTEES Member(s) Reports to

Ashburton Airport Authority Subcommittee 3 Crs + external members Finance and Business Support

Crs Urquhart (C), Braam & Malcolm

Audit & Risk Subcommittee Mayor & 3 Crs (Chair & D/Chair

Finance + 1 Cr)

Finance and Business Support

Mayor, Crs Brown (C), Braam & Urquhart

Bylaw and Policy Subcommittee Mayor & 6 Crs (Chairs & D/Chairs) Council

Mayor (C), Crs Braam, Brown, Ellis, Rawlinson,

Reveley and Wilson

Community Awards Subcommittee Mayor (C) & Crs Brown, McMillan & Rawlinson

Mayor & 3 Crs Finance & Business Support

Community Grants and Funding

Subcommittee Crs Brown (C), Bell, McMillan, Lovett, Rawlinson,

Malcolm & Reveley

7 Crs (Chair Finance + 6) Finance & Business Support

Wastewater Subcommittee 6 Crs Service Delivery

Crs Ellis (C), Brown, Malcolm, Price, Reveley &

Wilson

Youth Council Crs Bell & Ellis

2 Crs Council

Memorial Hall and Reserves Boards

1 Cr + external members on each

Council

Memorial Hall Appointees

Lagmhor Westerfield Cr Urquhart Rakaia Cr Brown

Mayfield Cr Reveley Tinwald Cr Urquhart

Methven Cr McMillan +MCB Chair

Reserve Board Appointees

Alford Forest Cr McMillan Mayfield Cr Reveley

Chertsey Cr Malcolm Methven Cr McMillan

Dorie Cr Malcolm Mt Somers Cr Reveley

Ealing Cr Lovett Pendarves Cr Malcolm

Greenstreet Cr Rawlinson Rakaia Cr Malcolm/Brown

Highbank Cr McMillan Ruapuna Cr Reveley

Hinds Crs Lovett/Wilson Seafield Cr Malcolm

Lynnford Cr Lovett Tinwald Cr Rawlinson

Maronan Cr Lovett

22



WORKING GROUPS

Administration & Library Facilities Working Group

Mayor & 3 Crs + CEO & GM

Business Support Council

Mayor; Crs Brown, Ellis & Reveley

Biodiversity Working Group Mayor & 1 Cr Service Delivery

Mayor (C ) & Cr Malcolm

Community Road Reference Groups

Rural Road Reference Group

Crs Wilson (C), Malcolm, McMillan & Lovett

Urban Road Reference Group

Crs Rawlinson (C), Ellis, Price & Urquhart

Rural x 4 Crs

Urban x 4 Crs

Service Delivery

Stockwater Working Group 7 Crs Service Delivery

Crs Wilson (C ), Brown, Ellis, Malcolm, Price,

Rawlinson & Reveley

Town Centre Working Group 5 Crs Environmental Services

Crs Rawlinson (C), Braam, Brown, Ellis & Price

COUNCIL CONTROLLED ORGANISATIONS (CCOs) and SHAREHOLDING

Ashburton Community Water Trust

Ashburton Contracting Ltd

Ashburton Stadium Complex Trust

Canterbury Regional Economic Development Corporation

Eastfield Investments Cr Brown

Experience Mid Canterbury

Rangitata Diversion Race (RDR) Management Ltd Cr Brown(CE alternate) Council

ADVISORY GROUPS

Creative Communities NZ

Crs Braam & Price 2 Crs + external appointees Finance & Business Support

Electricity Ashburton Shareholders Committee External appointees Council

David Ward, Chris Robertson, Ann Marett

Trustpower Awards

Mayor (C) & Crs Bell & Brown Mayor & 2 Crs + external

appointees

Finance & Business Support

23



JOINT COMMITTEES (with other Authorities)

Ashburton District Road Safety Co-ordinating Committee

Crs McMillan & Ellis Service Delivery

Ashburton Water Management Zone Committee Cr Wilson Council

Canterbury Regional Landfill Joint Committee Cr Brown (Mayor alternate) Service Delivery

Canterbury Regional Water Management Committee

Mayor Council

Canterbury Waste Joint Committee Cr Brown (Mayor alternate) Service Delivery

Canterbury Regional Civil Defence Emergency Management Group

Cr Reveley (Mayor alternate) Environmental Services

Mid-South Canterbury Rural Fire Authority Cr Reveley Council

Regional Land Transport Committee Cr Wilson(Mayor alternate) Service Delivery

Total Mobility Committee Cr Urquhart Service Delivery

LOCAL GOVERNMENT SECTOR GROUPS

Mayoral Forum Mayor + CEO

(Deputy Mayor alternate)

Council

Rural Provincial Sector Mayor + CEO Council

Zone 5/6 Mayor & Deputy Mayor + CEO Council

COMMUNITY ORGANISATIONS

Ashburton Domain Oval Pavilion Trust* 1 Cr

Ashburton Domain Pavilion Committee* 1 Cr

Ashburton Performing Arts Theatre Trust* 1 – appointed by Mayor

(currently David Welsh)

Plains Museum Trust External appointees (2)

Brian Lester, Ian Cullimore

Finance and Business Support

* These groups are being reviewed to determine whether they are still needed

ENVIRONMENT CANTERBURY RIVER RATING AREAS

Ashburton Hinds Drainage Cr Lovett Lower Rakaia River Cr Malcolm/Brown

Ashburton Rivers Cr Reveley Mt Harding Creek Cr McMillan

Ashburton Town Stopbanks Cr Ellis Rakaia Double Hill Cr McMillan

Cleardale (Rakaia Gorge) Cr McMillan Staveley Stormwater Channel Cr Reveley

Dry Creek Cr McMillan Upper Hinds River Cr Lovett

Lower Hinds River Cr Wilson/Lovett

24

ADC MEETING CALENDAR 2017 DRAFT proposed for adoption 24/11/16

January February March April May June July August September October November December

MON 1 MON

TUE 2 1 TUE

WED 1 1 Budget 3 2 1 WED

THU 2 FABS 2 Budget 4 W/shop 1 ES SD 3 W/shop 2 THU

FRI 3 3 Citizenship 5 2 4 1 Citizenship 3 1 M/Forum FRI

SAT 4 4 1 6 3 1 5 2 4 2 SAT

SUN 1 New Year 5 5 2 7 4 2 6 3 1 5 3 SUN

MON 2 6 Waitangi 6 3 8 5 Q/Bday 3 MCB 7 CE Forum 4 2 6 MCB 4 MON

TUE 3 7 7 4 9 6 4 8 5 3 7 5 TUE

WED 4 8 8 5 10 7 5 9 6 4 8 6 WED

THU 5 9 W/shop 9 ES SD 6 Council 11 W/shop 8 FABS 6 10 Council 7 W/shop 5 ES SD 9 7 W/shop THU

FRI 6 10 10 7 12 9 Citizenship 7 11 8 6 10 8 Citizenship FRI

SAT 7 11 11 8 13 10 8 12 9 7 11 9 SAT

SUN 8 12 12 9 14 11 9 13 10 8 12 10 SUN

MON 9 13 13 10 MCB 15 CE Forum 12 10 14 MCB 11 9 13 11 MON

TUE 10 14 14 11 16 13 11 15 12 10 14 12 TUE

WED 11 15 15 12 17 14 12 16 13 Agencies 11 15 13 WED

THU 12 16 Agencies 16 R/Provin 13 18 Council 15 A/Plan 13 ES SD 17 14 12 FABS 16 R/Provin 14 Council THU FABS R/Provin

FRI 13 17 17 R/Provin 14 Easter 19 16 R/Provin 14 18 15 13 Zone 5/6 17 R/Provin 15 FRI Can Annv

SAT 14 18 18 15 20 17 15 19 16 14 18 16 SAT

SUN 15 19 19 16 21 18 16 20 17 15 19 17 SUN

MON 16 20 CE Forum 20 17 Easter 22 MCB 19 17 21 18 16 20 18 MON

TUE 17 21 21 18 23 20 18 22 19 17 21 19 TUE

WED 18 22 22 19 24 A/Plan 21 19 23 20 18 22 20 WED

THU 19 23 Council 23 Budget 20 ES SD 25 A/Plan 22 20 FABS 24 ES SD 21 Council 19 W/shop 23 ES SD 21 THU CREDS CREDS

FRI 20 24 M/Forum 24 21 26 M/Forum 23 21 25 M/Forum 22 20 24 22 FRI

SAT 21 25 25 22 27 24 22 26 23 21 25 23 SAT

SUN 22 26 26 23 28 25 23 LGNZ 27 24 22 26 24 SUN

MON 23 MCB 27 MCB 27 24 29 26 24 LGNZ 28 25 MCB 23 Labour 27 25 Christmas MON

TUE 24 28 28 25 ANZAC 30 27 25 LGNZ 29 26 24 28 26 Boxing Day TUE

WED 25 29 26 31 28 26 30 27 25 29 27 Closed WED

THU 26 W/shop 30 W/shop 27 FABS 29 Council 27 W/shop 31 FABS 28 26 Council 30 FABS 28 Closed THU

ES SD

FRI 27 31 Zone 5/6 28 30 28 29 27 29 Closed FRI

SAT 28 29 29 30 28 30 SAT

SUN 29 30 30 29 31 SUN

MON 30 CEO’s Forum

31 30 MON

TUE 31 31 TUE

January February March April May June July August September October November December

Council Council

C = Citizenship Ceremonies tentatively scheduled Workshop 26 Jan New Administration & Library BuildingBudget & Annual Plan 16 Feb Council funded agencies 6 month reports1 Mar Budget Workshop2 Mar Budget Workshop23 Mar Budget Workshop6 Apr Council (adopt draft Annual Plan)24 May Hearings /Deliberations (full day)25 May Hearings /Deliberations (full day)

DATES TO NOTE

ES SD Environmental Services Committee Service Delivery Committee

Christmas / New Year closureOffice Re-opens

Fri 22 DecWed 4 Jan

FABS Finance and Business Support Committee Waitangi DayEasterAnzac Day

Mon 6 FebApr 14-17Tue 25 Apr

Budget Annual Plan

Budget Workshops, Annual Plan Workshops – submission hearings / deliberations

Queens BirthdayCouncil Meeting (adopt A/P)

Mon 5 JunThu 29 June

W/Shop Agencies

Workshop or meeting placeholder Council funded agencies – 6 month reports

15 Jun Draft Annual Plan Workshop (if required)29 Jun Adopt Annual Plan 2017-201826 Oct Adopt Annual Report

LGNZ ConferenceLabour DayCanterbury Anniversary

23-25 JulMon 23 OctFri 17 Nov

Meeting free proposed Canterbury Anniversary Week CREDS Canterbury Economic Development Strategy

MCB Methven Community Board Forums Mayors and Chief Executives ForumsR/Provin LGNZ rural provincial sector meetingsZone 5/6 LGNZ Zones 5 & 6 sector meetings

Citizenship Ceremonies Fri 3 MarBradford Room Fri 9 JunAshburton Trust Event Centre Fri 1 Sep

Fri 8 Dec

Six weekly meeting cycle for Council & Standing Committees (1.30pm starts)

Week 1 Methven Community Board (10.30am starts) Week 2 Environmental Services & Service Delivery Committees Week 3 Finance & Business Support Committee Week 4 Workshop placeholder Week 5 Workshop placeholder Week 6 Council

REPORT Date: 24 November 2016 Report to: Council From: Group Manager Business Support Subject: Elected Member Remuneration following 2016 Triennial Elections

6.4 Remuneration following the 2016 Elections 6.4.1 Summary

The purpose of this report is to consider changes to the Council structure and remuneration levels for elected members who have additional positions of responsibility. The Remuneration Authority (The Authority) is seeking confirmation of changes which would need to be included in an amended Determination to be gazetted later this year.

The change proposed in this report is to seek the Authority’s approval for increased payment to recognise Cr Brown’s dual role as Deputy Mayor and Chair of Finance and Business Support.

6.4.2 Recommendation

1 That the Remuneration Authority be advised of the proposed changes to Council’s payment for positions of additional responsibility in the 2016-17 year:

Deputy Mayor $35,301 Committee Chairs (x two) $31,728 each.

2 That on the gazetting of the amended Determination, payment for the Deputy Mayor will be backdated to 26 October 2016.

6.4.3 Background In April 2016, the Remuneration Authority approved the remuneration levels for elected members for the 2016-17 year, including extra funding for those who have additional positions of responsibility. The extra fund is equivalent to twice the base remuneration of one councillor ($50,430).

The base salary for a councillor of $25,215 has been established through an Authority job-sizing exercise undertaken in 2015 using a cross section of councils. This involved a survey and assessment of the hours required for governance and representative activity and the development of an overall size index which compiles a council’s expenditure and population. The size index does not take into account a council’s assets, geographic size or the effects of fluctuating populations in tourist or holiday home areas.

Previously, the Authority set thresholds for the extra remuneration paid for positions of additional responsibility (40% of base salary for Deputy Mayor and 25% for Committee Chairs) but removed these restrictions in the 2016-17 year. Notwithstanding that, Council agreed that the Deputy Mayor and three Standing Committee Chairs would continue to be paid an additional 25% of the base salary and information in support of this was submitted to the Authority for approval.

The remuneration rates which came into effect from 1 July 2016, are as follows:

Position 2016/17 Mayor $102,705

Council 24 November 2016 25

Deputy Mayor $31,518

Committee Chairs x 3 $31,518

Councillors x 8 25,215

Community Board Chair $5,125

Community Board Members x 4 $2,563

Since coming into office on 18 October 2016, Councillors are each receiving the base salary of $25,215. The Methven Community Board Chair was elected on 7 November, when the additional remuneration for that position took effect.

From 1 July 2016 until the triennial elections, Council’s four positions of additional responsibility each received 25% over the base councillor salary:

Deputy Mayor $31,518 Committee Chairs (x 3) $31,518

The Authority now requires Council to advise any changes to its structure, unless there is a reduction in the number of positions of responsibility and no changes are proposed to levels of extra remuneration for other positions.

At its inaugural meeting on 26 October, the Council determined that the Deputy Mayor would also be the Chair of Finance & Business Support. The effect of the dual role reduces the total remuneration budget by $6,303. Should Council wish to increase the remuneration for the Deputy Mayor, and recognise his dual role as Chairman of the Finance & Business Support Committee, some of the unspent budget would be used. For example, if Council agrees to an additional 40% for the Deputy Mayor, taking into account that the appointee is also a Committee Chair, the remuneration for that position would increase to $35,301. The increase of $10,086 over a councillor’s remuneration includes $3,783 from the unspent $6,303. The balance of the unspent Chair’s remuneration would then reduce to $2,520.

The two remaining Committee Chairs would continue to receive an additional 25%:

Deputy Mayor $35,301 Committee Chairs (x 2) $31,518

This change, if supported by Council, would be submitted to the Authority for approval. In all cases where there is change, councils will need to wait until an amended Determination is gazetted by the Authority before they can make extra payments to elected members and payments will be back-dated to the time when a councillor assumed a particular role.


The Authority has set the total remuneration amount available and Council has allocated the money available for positions of responsibility this year. The effect of paying a higher amount to the Deputy Mayor is offset by the removal of one Committee Chair position.

Council can choose to increase or reduce the number of positions of extra responsibility, and the amount they are paid, but must submit any proposal to allocate some or all of its funding for these positions to the Authority. Council could instead operate with a flat structure whereby only one additional payment is made (eg Deputy Mayor).

There is no requirement for Council to distribute its entire remuneration budget. Unspent funds cannot be used to top up councillors’ base salaries, nor can they be carried over to the next financial year (the exception would be additional duties associated with the District Plan process).

If there is no change to positions of additional responsibility, reconfirmation of the expenditure will not be required and no further Determination will be issued until 1 July 2017.

6.4.5 Statutory Implications The following legislation is applicable to this matter. • Local Government Act 2002 (cl 6, Schedule 7) which provides for:


26

o The Remuneration Authority to set the remuneration, allowances and expenses of mayors, and other elected members on local authorities and community boards.

o To set scales of salaries, allowances, ranges of remuneration, different forms of remuneration; prescribe rules for the application of those scales, ranges or different forms of remuneration; differentiate between individuals occupying equivalent positions in different, or in the same, local authorities or community boards; set pay arrangements that apply to individuals or groups occupying equivalent positions.

o Place a levy on local authorities, to be set by the Minister responsible for the Remuneration Authority, to cover the costs of the Remuneration Authority in setting the remuneration of local authority members.

• Remuneration Authority Act 1977 (ss 18, 18A) which sets out the criteria to which the Authority must have regard in setting pay for local body elected members and the other groups and individuals for which it sets pay. These are: o Fair relativity with comparable positions. o The need to be fair both to the individuals whose pay is being set, and to ratepayers o The requirements of the job. o The need to recruit and retain competent individuals. o Any prevailing adverse economic conditions (which may lead the Authority to set remuneration at

a rate lower than might otherwise have been the case).

The Local Government Act 2002 also requires the Authority to minimise the potential for certain types of remuneration to distort behaviour.

6.4.6 Significance and Engagement

This matter is not deemed to be significant in terms of Council’s Significance and Engagement Policy.

Council will be undertaking a representation review in 2018. Any proposal to reduce the number of councillors would be the subject of extensive consultation at that time. It should be noted that changes in councillor numbers will not affect the base salary level for each councillor, or the available budget for positions of additional responsibility. The only impact of a reduction in councillors would be a reduction in the total remuneration costs for the Council, with fewer councillors receiving the base salary.

6.4.7 Financial The remuneration is provided for in Council’s budget and the fund has not been fully allocated. A council is not required to distribute its entire fund but any unallocated funding cannot be carried over to the next financial year.

When Council adopted the remuneration proposal in April 2016, the unspent actual budget for its 2016-17 governance structure was $14,000. The effect of the recommendation in this report will increase the unspent budget to $16,520.

PREPARED BY

PAUL BRAKE Group Manager Business Support

APPROVED BY

ANDREW DALZIEL Chief Executive

ATTACHMENTS: Appendix 1 Council positions of additional responsibility


27

Appendix 1

Ashburton District Council Positions of Additional Responsibility Position: Deputy Mayor Responsibilities in addition to those of a Councillor:

• Performs all the responsibilities and duties, and exercises all the powers of the Mayor i) with the consent of the Mayor at any time during his temporary absence ii) without the Mayor’s consent, at any time while the Mayor is prevented by illness or otherwise

from performing his duties iii) while there is a vacancy in the office of mayor.

• Deputises for the Mayor when the latter has competing commitments. This includes chairing meetings of the Council, addressing the media on Council issues and representing the Mayor at civic events.

• Ensuring sufficient familiarity with Council’s policies, bylaws, standing orders and delegations.

• Community leadership through holding meetings with various community groups on topical issues, as requested by the Mayor, and working with those groups and council staff to resolve them.

• Assists the Mayor to work closely with other elected members to ensure smooth council decision-making.

Position: Committee Chairperson Responsibilities in addition to those of a Councillor:

• Chair meetings of a Standing Committee.

• Meeting preparation and follow-up: attend agenda meetings with staff and ensure satisfactory information is under preparation. After a meeting work with staff to ensure key issues and decisions are clearly communicated to the media and public.

• Ensuring sufficient familiarity with Council’s policies, bylaws, standing orders and delegations.

• Policy leadership: provide guidance to the Committee on own portfolio area and strategic direction, make policy recommendations, exercise good financial stewardship. Advocate for portfolio issues, facilitate information discussions between councillors and between councillors and staff on portfolio matters. Key councillor contact for staff on portfolio matters.

• External representation: represent Council on external working groups and other organisations and groups. Attend official functions within area of responsibility, and represent the Mayor when the Mayor and Deputy Mayor are unable to attend.

• Communication; in conjunction with the Mayor and Council’s communications group, act as the Committee’s principal spokesperson in communicating to the media and public the official policy of the Council.


28

REPORT Date: 24 November 2016 Report to: Council From: Manager: People & Capability Subject: Community Swimming Pool Status

6.5 Community Pool Operation – 2016/17

6.5.1 Summary There are five community swimming pools on reserve land in the Ashburton District, located in Rakaia, Mayfield, Mt Somers, Hinds and Ruapuna. These pools open in the summer months to their local communities and are generally managed by a swimming club or pool committee on behalf of the relevant reserve board. This report summarises a number of changes and recommendations to improve the consistency and health and safety compliance between each community pool.


That Council receives the report and adopts option A as the standard operational requirements for community pools.

6.5.3 Background Council has traditionally taken an arms-length approach to management of these pools, providing grant funding for maintenance and assistance with water quality testing. However, given the increased focus on health and safety following the new Health & Safety at Work Act 2016 (HSWA), advice suggests Council would be noncompliant if it was to continue with the current approach.

In relation to either the rental of, or granting use of, land or buildings, the HSWA states that the landlord/owner is only liable for the things that it can influence being the condition of the asset/facility and their maintenance to ensure that they do not pose any risk to those using that asset. However, the organisation who is administering the asset/facility must provide adequate resource to manage and control the activity in order to protect the safety and health of all individuals who use it – ie that community members can remain safe while swimming/visiting a community pool. So, despite the onus of managing a safe pool operation falling on the swim club/community pool group, the liability falls back to the PCBU (person conducting a business or undertaking) which is the Reserve Board/Ashburton District Council, not the volunteer individuals/organisation running the pool on a day to day basis.

Recently, Community Relations conducted a phone survey to obtain information about the past year’s pool operation (Appendix 1) and Environmental Monitoring staff have completed an in-depth site audit (Appendix 2) and discussion with a member of each community pool group. A number of improvements have been identified and are being implemented prior to opening this summer to reduce the level of risk.


To the best of our knowledge, we are not aware of any drowning fatalities that have occurred at a community swimming pool to date, however, this remains a real risk that could occur and needs to be treated accordingly.


29

Therefore, it is recommended that Council adopts Option A as the new minimum service level that Council/Reserve Boards/Community Pool Groups will provide the community relating to the five community pools named above.

Option A: Increase consistency & level of compliance across all Community Pools With Reserve Board/Pool Group commitment to this approach, the following changes will be introduced to standardise the operation and minimise the risks at the community pools:

• Supervision: Children under 14 years old must be actively supervised by a caregiver aged 16 or over – signage provided by ADC and this is included in the Pool Key Agreement Form.

• Pool Access: Registered pool users are provided with a key for the season. Standard pool key agreement provided by ADC.

• First Aid: Wall mounted first aid kits ensuring accessibility for all swimmers will be provided along with signage by ADC.

• Rescue device: A reach pole supplied for each pool to aid with a rescue – provided by ADC.

• Accident/incident Call In (307 7700): Customer Service and TAS will ask the necessary questions to record all information so accident reporting takes place.

• Evacuation procedures and assembly points: These need to be determined for each pool. Signage provide by ADC.

• Ongoing Review/Site Audits to ensure all items requiring action are completed, ADC will provide a pre and mid season site audit to assist the Community Pool Group with specialist safety advice and continued compliance.

• Water testing training to be provided to volunteers at each pool – provided by ADC.

• Chemical storage and spills procedure training – provided by ADC.

• Provide single point of contact: This will be in the Commercial Property team.

• Working Bees/Maintenance: Advanced communication from the Reserve Board/Pool Group to Council’s point of contact which includes a task list, task method and volunteer/contractor performing such task and that they are competent to do so.

Please note the largest change which will impact pool users is that Council’s position is that casual users and pool gates being left unlocked are no longer allowed. This position was formed following specialist advice.

An individual letter of the site audit findings and recommendation has been sent out to each Community pool group (date 21 November 2016).

If community pool groups/reserve boards cannot give the Council confidence that these facilities will be managed in accordance to the changes above, to increase our legislative compliance and minimise the risks, Council, as the PCBU will be forced to make management alternatives or close the facility for the summer.

Other Options:

If option A does not provide the desired level of service or mitigate the risk to an accepted level there are alternatives available to Council:


30

Option Service Level Cost Risk B Provide Lifeguard supervision

for all operating hours for all community pools

High This would allow casual users

High Minimised

C Provide Lifeguard supervision for set/part operating hours for all community pools

High This would allow casual users during lifeguard hours, with remaining hours for registered key holder only

Moderate Minimised

D ADC manage all community pools

Moderate Operating hours will be reduced due to financial cost of running each facility as per SwimSafe & ADC standards

Very High Remove volunteer community ownership of the asset

Minimised

E Close one or more community pool

Nil Nil – long term, (excludes short term demolition)

Eliminated

Although option E, is likely to be the least favourable to the relevant communities, the reality is that there will come a time when the costs to maintain each pool to a suitable standard are beyond what the reserve board can afford, and Council may or may not be willing to maintain/replace these facilities.

Currently key maintenance/safety issues include: • two pools requiring maintenance or replacement of chlorine pumps, • one pool is having water leaks • one pool requires safety railing for their dive platform • all five pools have uneven concrete lips in the pool surrounds (with one having more

serious raised/dropped portions) which need to be addressed in the short term and ultimately fixed removing the trip hazard.

6.5.5 Statutory Implications Compliance with Health & Safety at Work Act 2016 is mandatory. Council is the overall PCBU for all community pools and therefore it has to take all reasonably practicable steps to firstly try to eliminate the risk and if the risk can’t be eliminated then to minimise it.

6.5.6 Significance and Engagement Option A is not significant nor requires community engagement. Communication has and will continue to occur with the relevant reserve boards/pool groups.

Option B, C, D, E all provide significant change to the level of service provided and would have substantial cost implications, therefore, if selected they would need to be included as part of the Annual Plan consultation.


31

6.5.7 Financial Implications Option A improvements provided by ADC will cost about $400 per pool ($2,000 total), excluding staff time. Options B – E would require significantly more financial resources.

PREPARED BY

CINDY MEADOWS People & Capability Advisor

APPROVED BY

SARAH MOSLEY Manager: People & Capability

ATTACHMENTS: Appendix 1 Summary of community pool operations Appendix 2 Site audit


32

Appendix 1 – Summary of Community Pool Operations

Location Supervision Access First Aid Written policies and

procedures

Accident/incident

register

Water quality testing

Hinds None provided,

minimum age rule on

fence.

Key system, comes with

agreement for rules.

On site, kept in shed,

which is sometimes

locked

None

Have one, but has never

been used. Pool users

would not know to use

it.

Untrained volunteers,

supplemented by a

third party provider.

Mayfield None provided,

minimum age rule

Unlocked gate open to

all at any time.

None None None Volunteers trained by

Sports Facility Manager

Mt Somers None provided,

minimum age rule

Unlocked gate with

‘honesty system’ within

opening hours. Locked

after 8pm. Pass can be

purchased.

First aid kit kept in a

locked shed.

None None Untrained volunteers,

supplemented by third

party provider

Rakaia Roster system provides

constant supervision

Locked gate, purchase

a pass or pay a casual

rate to use within

opening hours

Available, clearly

marked, users are

aware of where to

access

None None Trained volunteer

completed last year, he

will be unable to do this

year, another person

not yet trained

Ruapuna None provided. Pool

rules says children

should be supervised –

no min age

Unlocked gate open to

all at any time.

None None None Untrained volunteer,

supplemented by third

party. Asked Council for

help

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Appendix 2 - Site Audit

Public Swimming Pool Inspection Sheet

Location of Pool

Manager/Point of Contact Contact Phone Number

Inspecting Officer(s) Date Inspected

Health & Safety

The Pool Action if Required ( if no

action)

Skimmer gutters and gratings are clean and free from algae and slime

Filter traps are clear and adequately guarded to prevent injury to users

The swimming pool is in a state of good repair

Ladders in good condition, provided at the deep and shallow ends of the pool

Ramp access and hydraulic lifts are maintained in a safe condition where applicable

The depth of the pool is prominently and clearly indicated

Fire Safety and Emergency Response

Safety rules, emergency information and evacuation routes are prominently displayed

The alarm can be heard in this area (when applicable)

Fire control equipment is easily accessible, signed regularly tested and of the appropriate type

An approved first aid kit is readily available and stocked appropriately

A resuscitation chart is clearly visible

Lifesaving equipment is provided and readily available

Management Procedures

Safe operating procedures are displayed with all potentially hazardous equipment

Personal protective equipment is available for the pool operator

Behaviour policy clearly displayed e.g. Signage displaying “No running, no food, no glass” etc

Pool Surrounds

The area is clean and tidy

Floor surfaces are non-slip, unbroken and maintained in a safe condition

Steps/stairs/ramps are in a safe condition with non-slip surface, and secure handrails where needed

Doors, gates, fences locks and latches are in good condition and working order

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Guarding (mesh) or signage is in place for any fragile roof area(s)

Plants and trees are safe, non-toxic and in good condition

The area is adequately shaded

Where a pool is enclosed, the ventilation is adequate

Where a pool is enclosed the building, lights, fixtures, fittings, windows etc, are safe and in good condition

Storage

Flammable material is stored and handled in a safe manner

Required resources and equipment stored safely (e.g. separate from hazardous substances)

Free standing shelves/cupboards are secured to ensure stability

Storage areas are labelled appropriately

Waste containers are readily available and labelled appropriately where necessary

Toilets

Toilet facilities area clean and in good condition

Items area available to maintain appropriate levels of hygiene

Change Rooms

Private and secure change rooms area available for change of clothing

The rooms are clean and in good condition

Hooks and other items are not hazardous

The floors are non-slip

The floors are dry and well-drained after use

All sinks, drains and toilets are operating in a satisfactory manner

Electrical

Electrical equipment in good condition and tested as required

The area has Residual Current Device (RCD) protection

Plant

Manuals area available for operating equipment and machinery

Swimming pool plant is identified on the site maintenance register

The moving parts of all machinery and equipment is guarded

All machines are fitted with the appropriate safety signs and SOP’s

All pool plant is safe and maintained in a state of good repair

Fencing and Gates (As per Fencing of Swimming Pools Act 1987)

Fencing Action if Required ( if no

action)

1.2m High from Outside level or any permanent projection within 1.2m

900mm minimum between horizontal rails

Gaps under fence less than 100mm

Mesh size no more than 10mm – fence must be at least 1.2m high

Mesh size no more than 50mm – fence must be at least 1.8m high

Picket fence gaps no wider than 100mm

No climb points of fence e.g. seating, trees etc.

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Gate

Latch on outside of gate to be 1.5m high

Latch on pool side to be 1.2 high

To open away from pool

To be self-closing and self-latching (150mm away from the closed position)

Water Quality + Chlorination

Water Quality Action if Required ( if no

action)

General appearance and clarity of water

Method of backwash

Faecal accident procedure

Chemistry

pH & Chlorine tested daily

pH maintained (7.2 – 7.6)

Chlorine (FAC) maintained (2-5ppm)

Automatic chlorine dosing

Hazardous Substances

Chlorine and acids, including empty containers are stored in separate locations

There is an up to date register/stock control sheet to detail storage, handling requirements

The quantity of chlorine and/or acid stored is within recommended guidelines for the pool

Current (within 5 years) material safety data sheets are readily available for hazardous substances

Hazardous substances are stored and labelled appropriately

Containers of acid are stored in a bunded area (or suitable tray or trough)

Appropriate washing/dousing facilities are available in the event of an accident with chemicals

Records

Records of water testing readily available

Staff trained in NZQA unit standards

Additional Comments

Council Officer(s)

Sign

Date

Pool Manager(s)

Sign

Date

36

REPORT Date: 24 November 2016 Report to: Council From: Community Relations Manager Subject: Multicultural Council

6.6 Multicultural Council

6.6.1 Summary Ashburton District has a changing population, with increasing cultural diversity.

Council currently takes a limited/support role in meeting changing community needs related to this change. There is an active community and grass-roots sector in this space that includes a number of different groups and initiatives.

Nationally, a range of different models are used. Community-led multicultural councils are a common way to bring together multiple groups and projects. The Mayor has requested a report on the status of multicultural councils in other areas of New Zealand with a view for Council to establish one in Ashburton District.

A wide spectrum of Council involvement is possible, however Council needs to better understand the sector and specific issues. Council should engage directly with community groups in order to understand what, if any, issues exist for our migrants and newcomers.


That Council receives the Multicultural Council report and decides on this as a priority item for action.

6.6.3 Background Cultural Diversity in Ashburton Ashburton District has become increasingly culturally diverse over the past 10 years, welcoming migrants from elsewhere in New Zealand and overseas. A third of all new residents between 2008 and 2013 came from overseas, contributing to a significant increase in residents from other cultures. In particular, Pacific and Asian populations more than tripled between the 2006 and 2013 Census.

Increased Diversity As a result of the district’s growing demand for skilled workers, there has been an increase in young families moving into the district’s rural and urban areas over the past 10 years from other parts of New Zealand and overseas. Although the district is still predominantly European (88% compared with 74% for the whole of New Zealand), the 2013 Census revealed that more than 15% of residents were born overseas, indicating the ethnic makeup of the district is gradually changing.

Key statistics demonstrating the makeup and shift in Ashburton District’ cultural demographics include:

• Only 7% of people in Ashburton District identify their ethnicity with the Māori ethnic group compared to 15% for all of New Zealand.


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• The district’s population who identify with the Pacific People’s ethnicity has almost tripled from 2006 to 2013.

• The proportion and numbers of people in the district belonging to the Asian ethnic group has also more than tripled since 2006 (largely due to the increase in Filipino workers)

• After English, the next most commonly spoken languages in the district are Te Reo Māori (1.6%) and Tagalog (Filipino) (1.3%).

New residents to the district • Almost half (47%) of the district’s population in 2013 had shifted into their current residence

within the past five years, including 23% from outside the district (16% from wider NZ; 7% from overseas).

• More than half of residents in Netherby, Methven and Hinds moved house during this time, either within the district or from elsewhere in New Zealand or overseas.

• Over 6,400 residents moved to the district between 2008 and 2013. Of these: o 55% came from elsewhere in the South Island (1287 from Christchurch City; 2253 from

the rest of the South Island) o 15% came from the North Island (939) o 30% came from overseas (1962).

Length of residence - overseas migrants The pattern in Ashburton District is different from nationally. In 2013, the district had a substantially larger proportion of new migrants than the country as a whole (37% of the district’s migrants had been in New Zealand for under five years, compared with 23% nationally). In contrast, the district had a smaller-than-average proportion that have been in NZ for 20 years or more (24% compared with 32%).

New Zealand Context Communities and councils across New Zealand take a range of approaches to support cultural diversity in their communities.

A popular model is to establish a ‘Multicultural Council’. The New Zealand Federation of Multicultural Councils is a national not for profit agency that supports and coordinates 21 Multicultural Councils (MCCs) across New Zealand. Local examples of MCCs include Aoraki (based in Timaru), Christchurch and Southland.

Multicultural Councils partner with ethic, migrant and refugee communities, providing community-specific support and leadership. This might include social networks, English as a Second Language training or job skills. In Timaru, the Aoraki Multicultural Council is the umbrella organisation for general migrant and newcomer support, which includes the Aoraki Migrant Centre and Timaru Newcomers Network. Multicultural Councils seek funding through a variety of outlets which include the Lottery Grants Board, community trusts, local councils, and other charitable foundations. In general, these groups are community/social sector led.

In Christchurch, the CCC is currently developing a Multicultural Strategy. Almost two years since the initial hui, the draft Strategy was out for consultation in June and July of this year. Strategy development is led by a working party comprising elected members, the Christchurch MCC, and key cultural community organisations. This approach is rare, and resource-intensive.

ADC Current Arrangements Council currently participates in or supports existing community initiatives, including Multicultural Bite grant funding of approximately $5,000 per year and support for the Mid Canterbury


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Newcomers Network via Safer Ashburton District agency funding. Both of these groups focus on providing social events celebrating multiculturalism in the district. The Community Development Advisor does attend meetings for MCB and MCNN.

The recent ‘Start with a Smile’ initiative, coordinated by ADC’s Community Relations team, is a social marketing campaign aimed at engaging locals with newcomers to support the Canterbury Mayoral Forum’s CREDS Newcomers and Migrants Programme which ADC is leading for the region.

These initiatives are strongly socially focused, sending a positive message to the wider community about the positive impact of an increasingly diverse population. Should Council wish to work further in this space, more targeted initiatives that directly support community wellbeing would be appropriate to explore.

Council has a range of options for how to support multiculturalism in the community, with varying degrees of resourcing and input. A spectrum of potential options is presented as an addendum to this report.

Mid Canterbury Services Mid Canterbury currently has a range of organisations and groups operating in this space. This includes the Newcomers Network, Multicultural Bite committee, Hakatere Marae Komiti and a number of culture-specific groups such as the Ashburton Indian Multicultural Society, South Canterbury Filipino Association, Fale Pasifika o Aoraki Trust and the Ashburton Muslim Association.

These associations work closely with the community, providing advocacy, support and coordinating events. In order to understand the status quo and any issues facing our ethnic, migrant and international communities, Council needs to engage with these organisations.


Before carrying out any further research or analysis, Council should engage with the local ‘subject matter experts’ in this field. An informal hui arranged by an external party but supported by Council, with an open invitation to all culturally-focused community groups and organisations, would enable Council to gain a deeper understanding of current and future issues and concerns.

Providers should be invited to attend and share information about their organisation and the community members they support. From these conversations, Council can better appreciate what, if any, issue or priorities may exist that would present an opportunity for Council involvement.

Taking an informal and participatory approach is an appropriate way to kick-start this engagement. A more formal or workshop-like environment will suggest a particular level of Council leadership or involvement that has yet to be determined. By providing a meal to share and taking an appreciative inquiry approach, focused on listening to our local providers, Council will build positive links and relationships within the community and gain a high-level overview to inform future decision-making.

Appendix One lists the different options Council could consider after the informal hui has happened, should Council wish to pursue this further.

6.6.5 Statutory Implications There are no statutory implications for this report.


39

6.6.6 Significance and Engagement For this report, there is no significance that required consultation. However, should Council choose to explore this issue further, there will be significant interest in this topic by various community groups and it is expected they will participate in any ongoing discussions or actions.

6.6.7 Financial Implications The financial implications can vary depending on how much direction Council wishes to take in this area. Appendix One outlines the different degrees of resource that would be needed, but further work will be required to give a business case with costs for a budget that could be included in next year’s Annual Plan.

PREPARED BY

VINCIE BILLANTE Community Relations Manager

APPROVED BY

PAUL BRAKE Group Manager Business Support

ATTACHMENTS: Appendix 1 Potential options for Council involvement


40

Appendix One: Potential Options for Council Involvement

Less Active More Active

Scope

Council Representation for Community Group Council participation or representation to a community-led joint committee. Elected member and/or Community Development Officer

Council Advisory Group Council establish an advisory group, meeting two or three times each year for general information and context purposes. Elected member appointee and Community Development Officer to attend and report regularly to Council.

Council Funding Council choose to fund one or more groups directly or establish a grant scheme specifically for supporting cultural diversity in the community as part of the Community Grants and Funding.

Council Led Committee Council leadership of a Multicultural Council, joint committee or working group. Council Community Development team to lead the committee and initiatives. Elected member appointee. Funds to be made available to contribute to committee initiatives and recommendations.

Internal Council Function Council’s Community Development Advisor leads and coordinates initiatives, events and activities to promote multicultural support in the Ashburton District Community.

Resource requirement

Low No additional staff or resources needed.

Low No additional staff or resources needed.

Med Grant funding required, plus the use of existing internal resources for grant processing.

Med Committee establishment, community development resource and funding required.

High Will likely require additional staff and resources

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REPORT Date: 24 November 2016 Report to: Council From: Ashburton Zone Facilitator Subject: Ashburton Water Zone Committee

6.7 Ashburton Water Zone Committee 6.7.1 Summary

The purpose of this report is to provide the Ashburton District Council with an update from the Ashburton Zone Committee.

6.7.2 Ashburton River

ADC informed the Committee that Council is focused on establishing a productive working relationship with Ngai Tahu and local rūnanga, particularly in relation to stock water. It is anticipated a new/updated stock water strategy will be developed in 2017.

An independent contractor has been tasked with developing some weed management recommendations to better protect braided river bird habitat in Ashburton River. These recommendations will now be discussed with interested parties and feedback will be sought on how they could be practically implemented.

Later this month the Committee will visit the Ashburton River to learn more about the Environment Canterbury’s monitoring programme.

6.7.3 Managed Aquifer Recharge (MAR) Pilot Project

The MAR Pilot Working Group updated the Committee on the pilot project.

During 130 days, more 1.1 billion litres of water has recharged the groundwater aquifer. The monitoring results show promising improvements in water quantity and quality levels as a result of this recharge. It is hoped that flows in the lowland drains will also be improved in time.

The Working Group requested that the pilot project continue for the full 5 years. Currently the water for the project and funding for technical expertise and monitoring is secured until mid-2017. Securing ongoing support is critical.

The Working Group also suggested that the Committee consider establishing a MAR governance group in early 2017. The purpose of the group would be to consider how the MAR concept could potentially be used in other parts of the zone to best deliver the Canterbury Water Management Strategy.

6.7.4 Work Programme to the Zone Committee 5 Year Outcomes

The Committee received a quarterly report on the implementation of the 5 year work programme. This report shows that significant progress in the last quarter, with many practical actions well underway. Examples include: a variable flow regime trial in Boundary Drain, industry commitment to continue community monitoring programme in the Hinds, multiple Good Management Practice field days.

6.7.5 Next Meeting

The next meeting of the Zone Committee is Tuesday 29 November 2016.

OLIVIA SMITH Facilitator, Ashburton Zone


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