NAPIER CITY COUNCIL

Civic Building

231 Hastings Street, Napier

Phone:  (06) 835 7579

www.napier.govt.nz

 

 

 

Māori Consultative Committee

 

 

Open

Agenda

 

 

Meeting Date:

Wednesday 9 August 2017

Time:

3pm

Venue:

Pukemokimoki Marae

191 Riverbend Rd

Onekawa

 

 

Council Members

Piri Prentice (in the Chair), the Mayor, T Aranui, Councillor Tapine, L Ratima, G Reti

Officer Responsible

Director Community Services, Antoinette Campbell

Administrator

Governance Team

 

 

Next Maori Consultative Committee Meeting

Wednesday 20 September 2017


Maori Consultative Committee09 August 2017 Open Agenda

ORDER OF BUSINESS

KARAKIA

Apologies

Nil

CONFLICTS OF INTEREST

Public forum

Announcements by the Chairperson

Announcements by the Management

Confirmation of Minutes

A copy of the Minutes from the meeting held on Wednesday, 10 May 2017 are attached on page 244.

New Items for Maori Consultative Committee

1          Update on review of Maori Consultative Committee TOR......................................... 4

2          Maori Wards............................................................................................................... 5  

Reports from Standing Committees

Reports from Strategy and Infrastructure Committee held 19 July 2017

1          Matariki Regional Economic Development Strategy............................................... 39

2          Napier Aquatic Centre Business Case: Options for Expansion.............................. 45

3          Draft Ahuriri Estuary & Coastal Edge Masterplan - Consultation............................ 50

4          Permanent Commercial Activity on Marine Parade................................................. 55

5          Hawke's Bay Airport Ltd - Reappointment of Director ............................................ 71

Reports from Regulatory Committee held 19 July 2017

1          Gambling Venues Policy - Hearing Report.............................................................. 73

2          Set Parking Fees and Charges - 292 Hastings Street.......................................... 150

3          Funding application for Elite Road National Cycling Champs............................... 153

Reports from Finance Committee held 2 August 2017

1          Cato Road Accessway........................................................................................... 155

2          Community Outcome, Activities and Activity Groups............................................ 164

3          Civic and Library Building....................................................................................... 171

4          Remuneration of Elected Members....................................................................... 176

5          Electoral Systems for Elections............................................................................. 178

6          New Year's Eve Event - Funding Applications...................................................... 240

Reports from Community Services Committee held 2 August 2017

1          Napier Social Monitor report - 2017....................................................................... 243


Maori Consultative Committee09 August 2017 Open Agenda

New Items for Maori Consultative Committee

1.      Update on review of Maori Consultative Committee TOR

Type of Report:

Information

Legal Reference:

N/A

Document ID:

380264

Reporting Officer/s & Unit:

Jane McLoughlin, Team Leader Governance

 

1.1     Purpose of Report

To outline progress since the last update on the review of the Maori Consultative Committee’s Terms of Reference (TOR).

 

Officer’s Recommendation

That the Maori Consultative Committee:

a.       Receive a verbal update on progress of the review of the Maori Consultative Committee.

 

 

MAYOR’S/CHAIRPERSON’S RECOMMENDATION

That the Council resolve that the officer’s recommendation be adopted.

 

1.2     Background Summary

Verbal update to be provided at the meeting. 

 

 

1.3     Attachments

Nil


Maori Consultative Committee09 August 2017 Open Agenda

2.      Maori Wards

Type of Report:

Legal

Legal Reference:

Local Electoral Act 1991

Document ID:

378551

Reporting Officer/s & Unit:

Jane McLoughlin, Team Leader Governance

 

2.1     Purpose of Report

To outline the process for consideration of Māori Wards for the 2019 elections.  

 

Officer’s Recommendation

That the Māori Consultative Committee

a.       Receive the report titled Māori Wards.

b.       Note that there is an opportunity to discuss and consult with local Māori prior to the decision on Māori Wards being put to Council.

c.       Discuss and provide direction on preferred consultation options for Māori Wards.   

d.       Note that staff will undertake consultation and report back to the Māori Committee and the Council on views received to inform Council’s decision-making.  A report back will be provided at the 20 September Māori Consultative Committee meeting. 

 

CHAIRPERSON’S RECOMMENDATION

That the Council resolve that the officer’s recommendation be adopted.

 

2.2     Background Summary

In accordance with the Local Electoral Act 1991, Council has an opportunity to establish Māori Wards, which if created would be used in the 2019 election.  A decision must be made by 23 November 2017.  If a decision is made to establish Māori Wards, a public notice is required by 30 November 2017, including the right for the public to demand a poll which can challenge that decision (at least 5% of the electors in the Napier boundary are required for that demand to be made).  

 

A decision on whether to establish Māori Wards is one precursor to a wider Representation Review that is required to be carried out by Napier City Council ahead of the 2019 local election. 

 

              Background to Maori Representation in Local Government

 

Section 14d of the Local Government Act 2002 outlines that a local authority should provide opportunities for Māori to contribute to decision-making.  Throughout the New Zealand there are a variety of ways Māori are engaged in decision-making.  There has been limited uptake of Māori Wards across the country, with more Councils using Māori Standing Committees and iwi partnership models. 

 

Three councils currently have Māori Wards:

   Bay of Plenty Regional Council (established in 2001 by specific legislation),

   Waikato Regional Council (established 2013 by council resolutions), and

   Wairoa District Council (to be established from 2019 as the result of a poll). 

 

Since 2007, six councils have held a poll on whether to establish Māori Wards or not, with one of these resulting in Māori Wards being established. This was in Wairoa in 2016 (54% voted for to 46% against).  Wairoa has a Māori population of 58.6%. 

 

More recently, Parliament debated Marama Davidson’s Local Electoral (Equitable Process for Establishing Māori Wards and Māori Constituencies) Amendment Bill, a Member’s bill which recently came out of the ballot.  The Bill did not progress.

 

In June 2017, Local Government New Zealand issued a paper titled Council-Māori Participation Arrangements (Attachment A) which provides information for councils and Māori when considering their arrangements to engage and work with each other. 

 

How Māori Wards work

 

If Māori Wards are implemented, those on the Māori electoral roll vote for the Māori Ward members, and those on the general electoral roll vote for the general elected members.  All voters can vote for the Mayor.  Anyone can stand as a candidate for a Māori Ward but you cannot stand as a candidate for a Māori ward and a general ward at the same time. 

 

As outlined in Schedule 1A of the Local Electoral Act, there is a formula for determining how many Māori Wards can be established.  This formula is based on Māori and general electoral populations. 

 

Under the formula, Napier City could have up to two Māori Ward members. If this were the case, if the total number of elected members were to continue at 12, this would decrease the number of general elected members from 12 to 10 and 2 of the 12 would be Māori Ward members.

 

Total population

61,000

Māori Electoral Population

7,900

General election population

53,100

Total members

12 (excluding the Mayor)

Māori Ward members

1.55 rounded up to 2. 

 

 

Napier City Council’s relationships with Māori

 

As outlined in the Local Governance Statement, there are a number of ways that Napier City Council currently engages with Māori (Attachment B).   

 

In particular, the Terms of Reference of the Māori Consultative Committee are being reviewed, and the Māori Consultative Committee are leading this review. 

 

2.3     Issues

Māori Wards were introduced as an option to provide direct representation for Māori in local government.

 

In the 2016 elections, the first Maori elected member to Napier City was elected through a Ward (as opposed to “at large”).  Whether there are Māori Wards or not, one way to obtain more Māori representation on Council is to encourage more Māori candidates to stand, and more Māori to vote in the elections.

 

Introducing Māori Wards means that those candidates elected to the positions may directly represent the interests of the voters on the Māori electoral roll.

 

In general, electors on the Māori electoral roll are only able to vote for the Māori Ward candidates:

 

-     under an “at large” configuration, there is no voting for general election candidates.

-     where there is a mixed system, voters are able to vote for the Māori Ward candidates, and the remainder of the “at large” candidates. 

-     in a Ward system, the voters vote for the Māori Ward candidates and no other wards. 

 

For example,

 

 If Napier City moved to an “at large” representation as opposed to the current “mixed” representation, and introduced up to two Māori positions representing Maori and ten members elected from a general pool.

 

In this example, the electors on the Māori electoral roll would be able to vote for the candidates for the Māori Ward positions and are guaranteed two members to represent their interests.  However, instead of being able to vote for 12 candidates, they would only be able to vote for two, and therefore they may effectively have less influence than other voters who are on the general electoral roll and who are able to influence change on 10 members.  This also reduces the voters on the general electoral roll from voting for 12 to 10 members.

 

Without those on the Māori electoral roll voting for the candidates in the general election, this could have an effect on who is elected in the general positions (which could adversely affect Māori interests as they have no say on who is being elected, and those general positions make up the majority of seats).

 

2.4     Significance and Consultation

It is suggested that consultation with iwi representatives occur in September/October to inform a decision on Māori Wards.   

2.5     Implications

Financial

N/A

Social & Policy

N/A

Risk

N/A

 

2.6     Attachments

a       LGNZ paper on Council-Maori participation, June 2017

b       Excerpt from Napier's Local Governance Statement   


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda

 

Excerpt from Napier’s Local Governance Statement

10. RELATIONSHIPS WITH MĀORI

The Local Government Act 2002 requires Councils:

   to provide opportunities for Māori to contribute to decision making, and

   to ensure there are processes in place for consulting with Māori. 

Napier City Council recognises the important standing that Ngāti Kahungunu and Ahuriri Hapū have in Napier.

 

10.1   Relationship building and decision making

Napier City Council has a formal relationship with Māori through its Māori Consultative Committee; this meets every six weeks as part of the governance meeting cycle.  The Committee takes place prior to the main Council meetings so that input can be provided on any items that may directly affect Māori.  The Committee is also invited to attend Councillor-only seminars. 

Council has appointed a Council Kaumātua to strengthen relationships between Council and tangata whenua.  Mr Piri Prentice was appointed to the position in January 2014. 

There are strong relationships between Council’s executive level (Chief Executive and Mayor) and Treaty settlement groups, including Mana Ahuriri and Maungaharuru-Tangitū Trust.  The purpose of these relationships is to explore opportunities for partnership. 

Ngāti Kahungunu Incorporated is a partner member of the LIFT Hawke’s Bay Kia Tapatahi Leadership Group and Executive Group, a cross-sector forum which meets quarterly, involving leaders, executives and staff from each organisation. The purpose of this forum is to work collaboratively to progress a vision for Hawke’s Bay, and to facilitate and undertake collective actions that support sustainable growth and development of the region. 

Strong relationships have been built with Te Taiwhenua O Te Whanganui a Orotū, the local iwi authority for Napier, through Council’s community development work.

Napier City Council is undertaking a review of its existing opportunities for local iwi to be involved in decision making, to ensure that engagement and relationship building is taking place in ways that are meaningful and long-term.

 

 

 

 

 

10.2   Processes for consulting with Māori

Napier City Council is currently formalising its engagement with Māori as part of the development of a Community Engagement Strategy.

Specific input from Māori has contributed to the development and implementation of Council initiatives and projects, including:

   the establishment of Te Rōpū Kaiāwhina Taonga, which oversees the holdings of Māori taonga in the Museum Trust Gallery (MTG), and

   the establishment of a Kaitiaki Liaison Group as part of Council’s Biological Trickling Filter project. The Group advised the Council on culturally appropriate treatment of waste for the project, which went on to win a Local Government New Zealand Excellence Award.

Council was also involved in the building of Napier’s urban Marae, Pukemokimoki Marae, which sits on Council-owned reserve land. The Marae is run by a Trust on which a councillor is always one of the Trustees and the Manager Community Strategies acts as an advisor to the Trust Board. Council also provides funding support to the Marae.

 

 


Maori Consultative Committee09 August 2017 Open Agenda

 

REPORTS FROM STANDING COMMITTEES

 

 

MAORI CONSULTATIVE COMMITTEE RECOMMENDATION

 

 

That the Maori Consultative Recommendations arising from the discussion of the Committee reports, be submitted to the Council meeting for consideration.

 

 

 

Reports from Strategy and Infrastructure Committee
held 19 July 2017

 

1.      Matariki Regional Economic Development Strategy

Type of Report:

Enter Significance of Report

Legal Reference:

Enter Legal Reference

Document ID:

375927

Reporting Officer/s & Unit:

Wayne  Jack, Chief Executive

 

1.1     Purpose of Report

To endorse the governance structure, delivery and funding model for Mataraki – Hawke’s Bay Regional Economic Development Strategy.

 

Committee's Recommendation

Councillors White / Wise

That Council

a.   Endorse the governance structure, delivery and funding model for the Matariki Regional Economic Development Strategy.

 

CARRIED

 

1.2     Background Summary

The Matariki Regional Economic Development Strategy (REDS) for Hawke’s Bay – Matariki - was launched by Government Ministers on 27 July 2016.  This announcement was the culmination of nearly two years’ work with broad and deep regional engagement with the strategy developed in partnership, as aspired for in the principles of Te Tiriti o Waitangi. Matariki REDS has a vision of ‘Every household and every whānau is actively engaged in, contributing to and benefiting from, a thriving Hawke’s Bay economy.  Our Council adopted Matariki REDS on 10 August 2016.

 

Action 1.1 within the strategic framework required a stock take of the organisation involved in economic development in the region and to recommend the regional economic development delivery model to give effect the Matariki REDS.  The governance group overseeing Matariki REDS commissioned Martin Jenkins to draft a report on alternative governance structures, delivery and funding models.  The Martin Jenkins report identified some options but the Matariki REDS Governance Group did not believe they provided the right framework to ensure Hawke’s Bay continued to move forward and embrace the partnerships that had been developed.  The delivery model was further developed through engagement with key stakeholders.

 

It was agreed that the proposed structure would enable flexible governance that would be able to accommodate existing and future regional collective action, while at the same time allowing organisations, as appropriate, to have an input into critical regional decision-making. The structure is required to provide ability for central government input in order to ensure that the Matariki REDS strategy is consistent with central government regional economic growth strategy intentions. The proposed structure is also intended to recognise the desire to merge the functions and governance of Matariki REDS and the Regional Social Inclusion Strategy that is currently being developed under the auspices of the Intersectoral Leaders Forum. Finally, any structural solution would provide agility, via an open and transparent governance structure, whereby access to resources by those charged with project implementation is able to be willingly aided by those with available and appropriate skill-sets. 

 

 

The essential elements of the proposed structure are:

1.   Flexible governance arrangement

2.   Meaningful iwi and hapu participation

3.   Business engagement and participation

4.   Social and economic inclusion

5.   Robust management overview of identified projects

6.   Resourced project management and delivery function

7.   Project initiation and review structure

8.   Recognition of democratic process and funding realities

9.   A distributed and collaborative approach which involves all partners and agencies delivering their contributions

1.3 Social Inclusion integration

 

Hawke’s Bay has for a few years had two groups operating with one focusing on economic development (Matariki REDS) and the second at improving our social outcomes (this group operates under the name LIFT).  It was recognised during this review that by focusing on economic inclusion in the growing economy of Hawke’s Bay, the opportunity to improve the lives of individuals, households and whānau is genuine and tangible. The work required to deliver this strategy requires all the partners to participate for a shared success.  There is therefore an opportunity and a need to be bring the components of Matariki and Social Inclusion together to drive equity across Hawke’s Bay and to develop integrated pathways between projects, partnerships and results.

 

Social inclusion is the ability of all individuals, households, whānau and communities to participate in the economic, social, cultural and political life of the community in which they live. This means people have access to some very basic but important things, including enough income to sustain an ordinary life, a safe place to live, an education, the opportunity to develop skills that are valued and services that support their health. Collectively these form the basis of the resources and opportunities to progress through life in a way that creates wellbeing for individuals, families, whānau, households and communities.

 

Recognising that adequate income is a significant enabler for social, cultural and civic participation, the central focus of ‘Successful Together’, a social inclusion strategy for Hawke’s Bay is on economic inclusion and participation to generate improvements in social inclusion.

 

1.4 Structure and Representation of various Stakeholders

 

The proposed structure provides for the creation of an expansive group of stakeholders to provide meaningful engagement to occur between the Matariki Board and the key stakeholder groups.

 

It is proposed that a Forum be created that operates under the name of Matariki Forum be established that recognises all stakeholders with a vested interested in the successful outcome of Matariki are required to be actively engaged and openly participate in project outcomes. Therefore, the ultimate objective of the Forums creation is to provide a sense of trust between all participating group partnership members. The Forum will provide, via the Governance Group[1], with both regular formal and informal communication regarding the status of Matariki projects. This Forum will meet twice a year to debate new project initiatives considered for inclusion under the Matariki umbrella.

 

One of the central thrusts of the proposal is to incorporate a unified governance structure to oversee and monitor the progress being made (or not) on each of the identified projects. The process recognises the importance of ongoing coordination, communication and evolution of each project. The entity responsible for the transparent communication of project progress to governors across partnership organisations is the Matakiki Board. The Matakiki Board will comprise up to 12 participants. These include 3 participants from council, 3 from business, 3 iwi/hapu, 2 from central government and an independent chair (see Table 1 below). It is proposed that selection of the governance board be managed by the respective stakeholder groups.

 

Other governance groups that will provide input to the Matariki Board are: Te Kei o Takitimu; Hawke’s Bay Business Leaders Forum; and the five Councils.

 

Delivery of the strategy will require the ongoing support of councils, while recognising that no one single agency will be responsible for delivery all of the strategy.  It will require a networked approach.  The delivery of REDS will not require councils to give up their own economic development activities, but will allow councils to leverage off REDS regional initiatives and the central Government financial support attached to many of the proposed actions.  Councils will continue to provide economic development services to their own communities.

 


 

Table 1: Proposed Matariki Governance Framework

 

 

 

         

1.5 Financial Implications

Councils currently provide funding to Business Hawke’s Bay and to the LIFT programme.  It is proposed that this funding remain in place to support this new delivery model.  There is also the opportunity for funding to be allocated through other funding streams, which will be developed over future months.  The funding levels to Business Hawke’s Bay and Matariki REDS are as shown on Table 2 below.

 

Table 2: Current cost versus proposed cost

 

Existing structures

BHB

(000)

Matariki

(000)

Additional Required

Proposed structures

Matariki

(000)

Cost

 

 

 

Costs

 

Core

431.0

 

 

Core including Matariki

735.0

F & B

100.0

 

 

F & B

103.0

B/Hub

256.0

 

 

B/Hub

255.0

Total cost

787.0

 

 

 

1093.0

 

 

 

 

 

 

Funding

 

 

 

Funding

 

Council

335.5

140.0

11.5

Council

487.0

Sponsor

155.0

 

 

Sponsor

155.0

MBIE*

70.0

65.0

40.0

MBIE

175.0

B/Hub

238.0

 

 

B/Hub

238.0

Other agency funding

 

 

38.0

Other agency funding

38.0

Total funding

798.5

205.0

89.5[2]

Total funding

1093

Total

 

1003.5

 

Total

1093

 

As a living document, the action plan is likely to change in the future as new action items are added.  Individual items in the current action plan that are linked to councils will require a commitment at a future date with integration into Long Term Plans / Annual Plans through the usual council planning processes.

 

1.6 Options

The options for Council are to either endorse the REDS governance structure, delivery and funding model or to not at this time.

 

1.7 Development of Preferred Option

The preferred option is to endorse the governance structure, delivery and funding model as presented and continue the support the implementation of the identified actions. 

 

 

At the Meeting

In response to questions from Councillors, the Chief Executive (‘CE’) advised that:

   There are currently three primary goals for the strategy, with measures which will be used to assess success. These goals are:

o    To increase the average wage across Hawke’s Bay

o    To create 5000 jobs over the next 5 years (measures for this goal include such things as NCEA Level 3 attainment for Māori/ Non-Māori and changes in employment growth)

o    To become a top quartile regional performer for GDP. Measures for this goal will be broken down by sector.

   Council are trialling a collaboration portal on behalf of the Ministry of Business, Innovation and Employment (MBIE) which will allow elected members to see how we are tracking against those goals on a website. Quarterly reports will also be able to be generated via the portal.

It was asked how the Matariki REDS strategy was or may be able to be aligned with the recently launched government contestable fund for youth projects. The CE advised that the strategy shares a similar ‘language’ with the new fund in that activities that create and encourage social inclusion are a key focus in how development will be approached. What is important is that the identification of key projects or activities will happen at local level rather than being ‘imposed’ by government. For example, it has recently been presented to the Matariki team that drivers’ licensing programmes have the potential to make a large difference in accessibility to work.

It was expected that there are a number of robust development opportunities that could win a strong share of the contestable fund.

The consultation on the social inclusion strategy has now been completed and the draft document is being finalised. It is expected that this will be circulated to council in the near future.

The Mayor acknowledged the considerable work put into the Matariki REDS by the Chief Executive.

 

1.3     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

2.      Napier Aquatic Centre Business Case: Options for Expansion

Type of Report:

Enter Significance of Report

Legal Reference:

Enter Legal Reference

Document ID:

375027

Reporting Officer/s & Unit:

Glenn Lucas, Manager Sport & Recreation

 

2.1     Purpose of Report

To seek Council approval of the Napier Aquatic Centre Expansion Business Case and engage with the community on the recommended options.

 

Committee's Recommendation

Councillors Brosnan / Taylor

That Council

a.       Approves the Napier Aquatic Centre: Options for Expansion Business case

b.       Progresses community engagement and consultation on the recommended three options.

 

CARRIED

 

2.2     Background Summary

As a result of the development of the Napier Aquatic Strategy in 2015 which identified issues with the projected life of the Greendale Pool, a Council-funded condition assessment was carried out, followed by a feasibility study into options for pool provision in Taradale.

 

The Taradale Aquatics Feasibility Study Demand Assessment completed early in 2016, concluded that it was in the Council’s best interest to develop facilities at the Napier Aquatic Centre rather than invest in Greendale (Taradale Primary School) or alternative new facilities in Taradale.  It was recommended that a business case and master plan were developed to determine the best long-term solution to expand and upgrade Napier Aquatic Centre at Onekawa Park.

 

In 2016, Global Leisure Group Ltd, supported by Create Ltd were contracted to carry out the business case development and make recommendations on the preferred options (attachment A).

 

2.3     Issues

The current Napier Aquatic Centre facility is meeting its targets in terms of visitor numbers and cost recovery. Utilisation has been at a consistent level for some time at approximately 200,000 visits per annum with the facility meeting its funding policy target of 40% cost recovery.

 

The current facilities are used to capacity during peak demand periods (after school to 7.00pm). The only users of the pools during these times are the learn to swim programmes and swimming clubs. During these peak times, these core user groups fully utilise all available lanes resulting in no access for casual swimmers at these peak times.

 

In addition to there being no capacity for casual health and fitness and leisure swimming during peaks periods, both learn to swim and swimming clubs identify unmet demand for additional pool/lane time at these peak times.  There is currently uncertainty around the fate of the Greendale pool, though worst-case scenario is that it will not reopen, resulting in sustained additional demand for the Napier Aquatic Centre.

 

Discussions with key stakeholders indicate that there is a significant and growing section of the community that are unable to access aquatic facilities at peak times due to the lack of available water space.  With the growth of event-based participation with events such as the Tremains Triathlon, Iron Maori and others, these event participants with the need to access aquatic space to train, create a demand that currently cannot be met.

 

The current facility has developed over a period of time with the pools fragmented across three buildings. The resultant layout has a number of implications including:

   Poor sight lines and multiple spaces increasing staffing levels (and costs)

   Multiple plant rooms increasing operating costs through inefficiencies.

 

The buildings range in age from the 1950’s through to the 1990’s. These buildings are ageing, inefficient and not fully fit for purpose.

 

Overall building access is limited with a small and poorly designed reception area. This is located within the ‘wet’ area with the reception staff having their back to the main entrance. This layout increases noise levels and it is difficult to control access to the facility. The outdoor splash park is in high demand for families in summer; however use is restricted by the limited range of activities and lack of shade.

 

The overall design of the facility restricts the range of activities and reduces the number of services that can be offered, therefore restricting potential income streams that could be developed to offset the operational subsidy.  The impact of these challenges is significant as these are key areas of potential net revenue that cannot be realised.

 

In response to these issues, four options to expand the Napier Aquatic Centre have been developed and assessed.  These four options range in scope, benefits delivered, capital cost and operational impact.

 

The four options considered were:

   Option 1: No frills replacement

   Option 2: Expand Ivan Wilson

   Option 3: New build 25m

   Option 4: New build 50m

 

The assessment process of these four options is summarised as follows:

   Option 1 was discounted due to it not meeting current identified demand and having a limited ability to meet the future demands of the community

   Option 2 is recommended to proceed to public consultation, as it a lower initial capital outlay option for returning a good level of community benefits

   Option 3, the preferred option, is recommended to proceed to public consultation, as it is the best rated option in terms of delivered benefits with the greatest reduction of annual operating expenditure

   While the Business Case does not recommend Option 4 for further consideration, it is recommended that it also proceeds to public consultation so that the community can be fully informed on the full costs and benefits of the development of a 50m pool.

 

There has been an indication that a 50m high performance swimming complex may be established in the future at the Regional Sports Park development.  If this development does occur, there will be little need for another 50m indoor facility in Hawke’s Bay. However the timing of this is unclear.

2.4     Significance and Consultation

It is considered that this business case meets thresholds of Council’s Significance and Engagement Policy as the Napier Aquatic Centre is listed as a strategic asset.

 

Significant stakeholder consultation has been carried out as part of the process of developing the business case.

 

High Level Engagement Plan – Napier Aquatic Centre expansion

 

The purpose of engagement on the options for expansion of the Napier Aquatic Centre is to provide opportunities for the public to give feedback on their preferred option for the redevelopment.  Importantly the feedback needs to not only identify which option they prefer, but determine the community’s willingness to pay.

 

Planned engagement activities and tools will ensure that the community is given relevant opportunities informed by appropriate information so that feedback received is correctly informed and as representative as possible of the views of the wider community.

 

A draft engagement plan has been developed.  This proposes a mix of engagement activities, using aquatic sports and recreation as the theme, targeted to aquatic facility users and the wider community.

 

Phase

Engagement activities

Tools

Web Survey

NCC/Say It Napier webpage with information and voting options.

Traffic driven through promotion of site

󠆽 Questions

󠆽 Survey

󠆽 Supporting information

   around options

Engagement Event

Family-focussed engagement event held at Napier Aquatic Centre.  Free entry, food and drink, games for kids and various options for people to give NCC their views.

Local stakeholders and residents will receive a personal invite to this event.

󠆽 Event plan

󠆽 Activities

󠆽 Promotion

󠆽 Invites

󠆽 Competitions

󠆽 Surveys and feedback

   forms

Aquatic Centre Engagement

In-centre engagement through a vote box with corflute information

󠆽 Voting box

󠆽 Information

󠆽 Posters

󠆽 Digital screen

Following the consultation phase, a report with the results of the consultation and a recommended option to proceed to detailed design, will be prepared for Council.

 

As part of the business case development to date, considerable consultation has taken place with aquatic clubs and stakeholders.  While these groups’ views will be important during this engagement phase, the intention is to reach as much of the general public as we can to ensure the results are representative of the wider community.

 

Formal consultation through the Long Term Plan 2018-28 will give the community another chance to have their say on the inclusion of the community’s preferred option on new aquatic facilities.

 

2.5     Implications

Financial

There are no immediate financial considerations in the decision on options for consultation beyond minor consultation costs from existing budgets. Depending on the outcomes of public consultation and the final decision on which option to proceed with, there will be significant financial implications for capital costs of construction.  The financial models within in the business case for all four options indicate reduced operational costs than the current situation.

 

The final detailed costs of the preferred option will be incorporated to the Long Term Plan 2018-28 process.

Social & Policy

Depending on the final option selected, there will be considerations such as parking, and the way in which the build process and the operational new facility will impact local residents and stakeholders.  These issues have been identified and will be worked through during the detailed design phase for the chosen option.

Risk

   The community doesn’t engage in the consultation, resulting in limited public input to the preferred option

   The community reject the options presented and put forward an alternative option not considered

   The consultation process is heavily influenced by aquatic sports clubs and participants.  

2.6     Options

The options available to Council are as follows:

1.    Approve the business case and consult with the community on Options 2 and 3 as recommended by the business case.

2.    Approve the business case and consult with the public on options 2, 3 and 4 (New build 50m) to enable the community to be fully informed on the costs and benefits of including an Olympic sized pool.

3.    Not to approve it at this time

2.7     Development of Preferred Option

The Napier community has been vocal in all media about the provision of additional quality aquatic space in Napier.  Community input to inform the expansion of the Napier Aquatic Centre is required to meet the timeframes of the Long Term Plan.  The preferred option is to consult on the options recommended by the business case along with Option 4 – New build 50m, to enable the public to be fully conversed with the true costs and community benefit of each option.

 

 

At the Meeting

General support was indicated for the recommendation to take options 2, 3 and 4 to public consultation; it had become clear over recent discussions that a ‘no frills’ renovation would not meet the community’s needs. It was noted that this business case is focussed specifically on the aquatic facilities themselves and consideration to related matters such as car parking and surrounding environment will be addressed separately.

It was suggested that the appetite for a 50m pool may become clearer through the consultation process. It was hoped that in general there would be good levels of feedback through the process, reflecting the range of people that would use the facilities in different ways.

It was noted that the process of developing the options has been undertaken extremely quickly, in part out of necessity following the unexpected closure of the Greendale Pool in December 2016. The Community Team was thanked for the work they have undertaken to present such strong options as fast as they have.

 

2.8     Attachments

a       Napier Aquatic Centre Options for Expansion July 2017 (Under Separate Cover)  

 


Maori Consultative Committee09 August 2017 Open Agenda

3.      Draft Ahuriri Estuary & Coastal Edge Masterplan - Consultation

Type of Report:

Procedural

Legal Reference:

N/A

Document ID:

373788

Reporting Officer/s & Unit:

Fleur  Lincoln, Strategic Planning Lead

 

3.1     Purpose of Report

The purpose of the report is to obtain endorsement of the Final Draft Ahuriri Estuary and Coastal Edge Masterplan, and of the community engagement plan in advance of the community consultation phase.

 

Committee's Recommendation

Councillors Boag / Taylor

That Council

a.       endorse the Final Draft Ahuriri Estuary and Coastal Edge Masterplan.

b.       endorse the Community Engagement Plan.

 

CARRIED

 

3.2     Background Summary

The City Vision sees Napier committed to a number of key principles for the management and development of our city, and how Council operates within the community. Although all of these Principles are reflected in this Draft Masterplan, it is the principle Ecological Excellence that is at its heart. By committing resources to ensuring water and habitat quality is the very best it can be, the success of this place for recreational and commercial uses will follow. The Draft Masterplan reinforces and expands on many of the Project Area ideas of the City Vision, including all of those in the Ahuriri framework and half of those in the Waterfront framework areas.

 

The Ahuriri Estuary and Coastal Edge Masterplan sets a long-term vision for the Ahuriri Estuary, inner harbour, Iron Pot, and coastal edge from Perfume Point to the Port, as well as the surrounding urban and rural environment. Developed in consultation with Hawkes Bay Regional Council, the Department of Conservation, and Mana Ahuriri, the strategic thinking and initiatives will contribute to Te Muriwai o Te Whanga – Joint Ahuriri Estuary Management Plan under the Mana Ahuriri Settlement. The draft Ahuriri Estuary and Coastal Edge Masterplan is attached in Attachment 1.

 

The next phase in the development of this Draft Masterplan is to engage with key stakeholders and the wider community. This will commence following the presentation of the Draft Masterplan to the Maori Consultative Committee on the 9th August. A summary of the Community Engagement Plan is attached in Attachment 2.

3.3     Issues

There is currently no strategic framework that provides guidance to Council, businesses, landowners, interest groups, mana whenua, other government agencies, and the community for the Ahuriri Estuary, Pandora Pond, Inner Harbour, and Ahuriri areas in terms of future development and priorities. Although partnerships between agencies is becoming more commonplace, these are often focussed on relatively small geographic areas or on specific topics. A more co-ordinated approach is needed if the full potential of this special place is to be realised, there is agreement on priorities, and conflicting uses are minimised. As previously noted, the Draft Masterplan will feed into Te Muriwai o Te Whanga – Joint Ahuriri Estuary Management Plan.

3.4     Significance and Consultation

The Masterplan is a high level strategic document that guides Council decision-making and assists in the formation of partnerships working toward a common goal. A number of initiatives have been identified within the Masterplan that affect Council strategic assets, including reserves, stormwater networks, the roading network, the inner harbour and leasehold land portfolio, and Napier City Council’s share of the Airport. The Masterplan has been prepared in close consultation with a number of key stakeholders including the Hawke’s Bay Regional Council, Department of Conservation and Mana Ahuriri. It is now proposed to take the Masterplan out for further stakeholder and public consultation as outlined in the summary of the Engagement Plan attached in Attachment 2.

 

Each initiative contained within the Masterplan will be further consulted on, either through the Long Term Plan, Special Consultative Procedure, or through other consultative means.

3.5     Implications

Financial

The Masterplan itself will not incur significant financial implications on Council and ratepayers, with only minimal costs associated with the implementation of the Engagement Plan. However, each initiative contained within the Masterplan will be a cost to the community if it is realised. As noted above, significant projects will be included in the Long Term Plan, while others will be included in operational budgets, or consulted on using the Special Consultative Procedure.

Social & Policy

The Draft Masterplan includes commentary on the measures needed to realise some of the changes proposed by the initiatives. At times, this includes changes to Council policy and to the District Plan. Policy and District Plan changes have their own legal and consultative processes, and these will be followed as each initiative is prioritised.

Risk

There is a risk that some stakeholders may feel that they should have been consulted with prior to this draft being prepared. It was decided to work initially with just the three most affected stakeholders (HBRC, DoC, and Mana Ahuriri) before engaging more broadly for a number of reasons:

   The Masterplan is a high level strategic document, with further opportunities for engagement through the Long Term Plan and at the project development stage;

   Producing a draft that stakeholders can comment on can sometimes be an easier approach than starting with a ‘blank sheet’.

   The team took the direction given by Mana Ahuriri who wanted to restrict engagement to key partners at the very early stage.

There is a risk that the public may view the initiatives presented in the Draft Masterplan as confirmed projects for the future and expect that they be instigated, rather than a selection of potential opportunities (which they are). There are a small number of initiatives in this Draft Masterplan that are already being considered as part of the existing work programme. Others will be put forward in the Long Term Plan, while others are ideas for the future, with some being reliant on the movements of private investors or other agencies. 

3.6     Options

The options available to Council are as follows:

1.    Endorse the Draft Ahuriri Estuary and Coastal Edge Masterplan to commence the consultation phase in accordance with the Engagement Plan;

2.    Endorse the Draft Ahuriri Estuary and Coastal Edge Masterplan to commence the consultation phase but not in accordance with the Engagement Plan;

3.    Do not endorse the Draft Ahuriri Estuary and Coastal Edge Masterplan to commence the consultation phase.

3.7     Development of Preferred Option

The preferred option is 1) Endorse the Draft Ahuriri Estuary and Coastal Edge Masterplan to commence the consultation phase in accordance with the Engagement Plan. As previously noted, the Draft Masterplan has been developed in close consultation with three key stakeholders, all of whom support the vision for this area.

 

The Engagement Plan has been prepared and will be executed in partnership with the Community Services team, who have considerable experience in this area of work. 

 

 

At the Meeting

There was strong support for the draft Ahuriri Masterplan. It was seen as a visionary and robust document, with a heavy focus on environmental considerations while also allowing for recreational use. It was anticipated that future generations would truly see the benefits of the work to be undertaken now under the plan.

It was noted that there will be opportunities to work in partnership with and or alongside a number of organisations and build useful relationships to achieve the aims of the masterplan. Taking the opportunity to work closely with the Hawke’s Bay Regional Council and sharing our vision for the Estuary was seen as particularly important.

 

3.8     Attachments

a       Draft Ahuriri Estuary and Coastal Edge Masterplan (Under Separate Cover) 

b       High Level Engagement Plan - Estuary - June 2017  

 


Maori Consultative Committee09 August 2017 Open Agenda

High Level Engagement Plan – Ahuriri Estuary and Coastal Edge: Masterplan

 

The purpose of engagement on the draft Ahuriri Estuary and Coastal Edge Masterplan is to provide information, gain feedback and understand any issues about the Masterplan.

 

Planned engagement activities and tools will ensure key stakeholders and the community are given appropriate and relevant opportunities to provide feedback on the draft Masterplan. 

 

A draft engagement plan has been developed. This proposes a staged approach to seeking feedback on both the Masterplan as a whole and proposed activities identified in the three character areas (Estuary, Pandora, and Ahuriri/West Quay/inner harbour):

   Initial and focused direct engagement with major and primary stakeholders

   Wider engagement with other key stakeholders, residents and users (recreational and organised).

 

It is noted that the major stakeholders of Mana Ahuriri, HBRC, and DoC have been involved in the development of the draft Masterplan from the very beginning. The engagement plan proposes to extend the sphere of engagement within these organisations beyond the key players.

 

The table below summarises planned engagement activities and tools for each phase.

 

Phase

Engagement Activities

Tools

Initial engagement

Meetings with Major Stakeholders including wider DoC team and HBRC team/Council

 

Meetings with primary stakeholders (eg, Thames Tyne Stormwater Working Group, Maori Liaison Roopu, Te Taiwhenua O Te Whangaui-a-Orotu, Friends of the Estuary, Ahuriri Protection Society etc)

  Presentation (direct consultation)

  Pamphlet/booklet incl FAQs

  Provision of full draft Masterplan for comment

Wider engagement

Key stakeholders - information with pamphlet/booklet and details of engagement opportunities

  Letter

  Pamphlet/booklet incl FAQs

  Web content with feedback forms

  Media release

 

Local residents and general public – information about engagement opportunities

  Pamphlet/booklet incl FAQs

  Web content with feedback forms

  Signage and pop up installation in high use areas (eg, Humber Street and Perfume Point)

  Social media

  Media release

 

Other stakeholders in region - information about Masterplan (eg, HDC, WDC, CHBDC)

  Letter

  Web content

 

 

An engagement summary will be prepared, outlining engagement activities, key themes, and issues for consideration.


Maori Consultative Committee09 August 2017 Open Agenda

4.      Permanent Commercial Activity on Marine Parade

Type of Report:

Operational

Legal Reference:

N/A

Document ID:

352651

Reporting Officer/s & Unit:

Fleur  Lincoln, Strategic Planning Lead

 

4.1     Purpose of Report

The purpose of this report is to obtain a Council decision on whether to allow a commercial activity to operate on Marine Parade’s foreshore reserve throughout the year on a more permanent basis.

 

Committee's Recommendation

Councillors Jeffery / White

That Council

a.       Agree to grant a ‘licence to occupy’ for the northern end of the Marine Parade foreshore reserve (adjacent to the petanque court) to a food and beverage-related commercial business.

b.       Agree that the license to occupy be managed as a 3 year contract with a review after each year.

c.       Direct officers to hold an open tender process to determine who will be granted this licence to occupy.

d.       Require the future proprietor to cover all costs associated with the provision of infrastructure.

 

CARRIED

 

4.2     Background Summary

Magnet Café, operating out of a new repurposed shipping container, was granted a licence to occupy, resource consent, and food licence from Napier City Council in 2016, with a licence to occupy from 19 November 2016 to 21 May 2017. Magnet was located on top of the petanque court at the Napier Port entrance end of Marine Parade foreshore reserve. They were entirely self-sufficient, providing their own water supply, greywater disposal, and electricity (through the use of a generator). They did not prepare any food on-site, but provided ready to go pre-prepared snacks and hot and cold drinks. They also provided seating on the reserve space adjacent to the container, through the use of beanbags, tables and chairs, as well as games for children.

 

The proprietors were granted permission after approaching Council with the idea to trial this activity in this space over the summer months, promoting their venture to be consistent with the City Vision for activating quiet spaces, creating memorable and enjoying city spaces, and giving things a go.

 

During their time in operation, they found a number of issues that would need to be addressed should Council decide to provide for a similar type of food-related commercial activity on this site in the future:

   Electricity supply – the generator was not able to cope with the hot summers. It was also considered a fire risk in the dry grass, and filling it with petrol was both a fire risk and an inconvenience. The generator was turned off overnight due to safety concerns, which caused an issue with perishables.

   Shade – the shade sail that was attached to their deck could not cope with the seaside breezes that frequently blew through this area. Shade was however important given the exposed nature of the site, the users (often being young children), and to meet Council’s Shade Policy objectives.

   Water supply – Water was transported to the site each day, which was an inconvenient and heavy task.

                  

Despite the issues above, the café was always busy and received wide support from the community. It’s location on a reserve away from cars and with plenty of open space around them made it attractive to young families. Appendix B contains information supplied by the current vendors Magnet Café on the success of their enterprise. The only      matter of contention was in relation to the placement of the         container on the petanque court. If a similar venture were to return to this location,         it would be placed adjacent to the court (refer Location Plan Appendix A).

 

              Given the success of this venture Council Officers are now recommending that a food and beverage related (no alcohol) ‘pop-up’ style business be located in this position of Marine Parade on a permanent basis under a 3 year (review after the close of each year) licence to occupy. It is proposed that the ‘pop up’ building be granted permission to be sited here all year round to take advantage of Napier’s mild winters, and to avoid the considerable cost of relocating the building in the off-season.

 

              To provide an opportunity for everybody who wishes to establish a business in this location to put forward their idea, Council will assess applicants through a tender process. The tender committee will be made up of three Council Officers, with the assessment of tenderers carried out on a weighted attributes basis.

4.3     Issues

To address the issues identified above, Council Officers have costed out the installation of the infrastructure required, as set out below:

   Water supply - $3,500

   Electricity supply - $2,000

   1x Shade sail (as per those in Marine Parade playground) - $8,000

 

As no connection to the Council’s wastewater supply is possible, any proprietor would need to demonstrate how they will be able to dispose of their greywater without discharging it directly onto the gravels. It is recommended that the future proprietor cover the costs of this infrastructure themselves should they wish to have access to it. Any capital would revert to Council’s ownership upon the expiry of the licence to occupy.

4.4     Significance and Consultation

Prior to the commencement of the previous summers trial at this location, letters were sent to all surrounding businesses asking for feedback and to advise of any concerns resulting from the activity. The only feedback received through this exercise was positive in nature. Further to this, and in preparation for this item, letters were sent to the same proprietors asking for feedback on this proposal. No comments have been received. 

4.5     Implications

Financial

As outlined in section 1.2 above, there are no costs to Council in issuing a licence to occupy for this commercial enterprise.

 

It is proposed that the collection of rent under the licence to occupy would be consistent with other businesses occupying Marine Parade foreshore sites; 5% of gross takings per week, payable monthly in arrears without further demand by the Council.

 

Ongoing electricity costs will be paid for by the proprietor.

Social & Policy

The provision for a ‘pop-up’ style food and beverage business in this location is consistent with the City Vision, both with regards to the guiding principles and the waterfront framework.

 

Should Council support the installation of a shade sail at this location, this will ensure consistency with Council’s Shade Policy.

 

Reserves Act and Reserve Management Plan

The reserve is gazetted in the Reserves Act as a Recreation Reserve. The Reserve Management Plan is due to be updated, but currently neither supports nor prevents such use of the reserve.

 

Trading in Public Places Bylaw

The site falls outside of the prohibited CBD area for trading in public places. The proprietor will be required to obtain a trading licence from Council’s Environmental Health Officers.

 

Marine Parade Foreshore Reserve Business Concession Policy

This Policy sets out the maximum number of and conditions applicable to any food and beverage business established on Marine Parade. The Policy is applicable to the area from the Mardi Gras site to the north, to the Ellison Street carpark to the south. Assuming the Mardi Gras site is the carpark adjacent to Ocean Spa, the site that is the subject of this item falls outside of this area. Nevertheless, applicants in the tender process will be assessed based on the criteria provided in this Policy.

 

District Plan

Food and Beverage businesses in the Marine Parade Recreation Zone are Controlled Activities, requiring resource consent to establish and operate. If Magnet is selected as the preferred tenderer, they will not be required to obtain another resource consent.

Risk

There is some risk that the public may feel that the public reserve should be open and available to everyone, without the intrusion of commercial activity. As noted above, the 2016/2017 summer period was used as a testing period, the result of which was that the concept was widely welcomed by the public. As such, it is believed that this risk is low.

 

There may also be some risk of existing CBD-based business operators believing that the successful tenderer is given assistance in a prime location, while they do not receive such support on privately owned land in the CBD. This has not been something that was raised during the trial period. The open tender process will be open to everyone and will therefore mitigate this risk.

 

In a manner consistent with the City Vision’s Open for Business Principle, Magnet’s operation from this site was initially a trial for the summer period. Knowing the popularity and success of this venture, there is a risk that not allowing this site to be occupied for a commercial ‘pop-up’ food business would see a missed opportunity to activate this quiet spot on our city’s waterfront.

4.6     Options

The options available to Council are as follows:

1.    To not provide for a new site for a food and beverage-related commercial activity at the northern end of the Marine Parade foreshore reserve.

2.    To provide for a new site for a food and beverage-related commercial activity at the northern end of the Marine Parade foreshore reserve.

4.7     Development of Preferred Option

The test period of the summer 2016/2017 has shown a willingness by the community to accept the use of this site for a ‘pop-up’ style food business. Magnet Café added vibrancy to this coastal reserve and provided a safe and relaxing space for families to enjoy Napier’s coastal environment in a manner consistent with the City Vision. As such, the Officers preferred option is (1) to provide for a new permanent site for a food and beverage-related commercial activity at the northern end of the Marine Parade foreshore reserve, and for this site to be tendered in an open tender process.

 

 

At the Meeting

It was noted that the initial trial had gone well and the commercial activity was seen as creating vibrancy on the foreshore for cyclists and pedestrians. It was good that the location had been moved to work in better with the petanque club.

Some concerns were raised on two matters:

   It was noted that the area had experienced inundation in early July; the owners would need to be prepared to address this possibly occurring again.

   It was asked that Council review the charging model, noting that 5% turnover in arrears acts as a disincentive to good operators. It was recommended that a set monthly fee be looked at instead.

 

4.8     Attachments

a       Proposed Location Plan 

b       Magnet Trial Analysis  

 


Maori Consultative Committee09 August 2017 Open Agenda

Location Plan

‘Pop-up’ Commercial Food Business, Marine Parade

 

Text Box: Proposed location of ‘pop-up’ commercial food business (exact location yet to be determined)

 

 

Text Box: Proposed location of ‘pop-up’ food business (exact location yet to be determined)

 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


 


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda

5.      Hawke's Bay Airport Ltd - Reappointment of Director

Type of Report:

Operational

Legal Reference:

Enter Legal Reference

Document ID:

376916

Reporting Officer/s & Unit:

Caroline Thomson, Chief Financial Officer

 

5.1     Purpose of Report

To seek endorsement from Council for the re-appointment of Sarah Park as a Director to Hawke’s Bay Airport Ltd.

 

Committee's Recommendation

Mayor Dalton / Councillor Brosnan

That Council

a.       Endorse the re-appointment of Sarah Park for a further term as Director of the Hawke’s Bay Airport Ltd.

 

CARRIED

 

5.2     Background Summary

Sarah Park is an existing Director of Hawke’s Bay Airport Ltd. Her current term in this role is due to end on 30 June 2017.

 

In order for Ms Park to be reappointed for another term, approval is required from both Napier City Council and Hastings District Council.

 

Both organisations have advised that they support the recommendation to re-appoint her in the role, and believe she has demonstrated the skills, knowledge and experience to guide the Airport Company and contribute towards the achievements of its objectives, as required under section 57 of the Local Government Act 2002.

5.3     Issues

None

5.4     Significance and Consultation

N/A

5.5     Implications

Financial

N/A

Social & Policy

N/A

Risk

N/A

 

 

At the Meeting

It was suggested that re-appointments should be undertaken in committee to protect the reputations of anyone involved until a decision has been made.

 

 

5.6     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

Reports from Regulatory Committee
held 19 July 2017

 

1.      Gambling Venues Policy - Hearing Report

Type of Report:

Legal

Legal Reference:

Gambling Act 2003

Document ID:

356506

Reporting Officer/s & Unit:

Kim Anstey, Planner Policy/Analyst

 

1.1     Purpose of Report

This report provides an analysis of submissions received on the Gambling Venues Policy review and outlines the officer’s recommendations on these submissions.

 

Committee's Recommendation

Councillors Jeffery / Brosnan

That Council

a.       Hear the submissions on the Gambling Venues Policy and determine whether any changes are required to the proposed policy.

CARRIED

 

1.2     Background

At the Council meeting on 5 April 2017, Council resolved to continue with the current cap policy of 20 venues and 320 Class 4 machines (pokies) and two standalone TAB venues, subject to the following proposed amendments:

 

1.   No new venues are to be located in suburban commercial zones

 

2.   A cap of three Class 4 venues in the Taradale Suburban Commercial Zone (the current number of venues in this zone)

 

3.   Minor amendments to the title, wording and layout of the policy to improve its readability.

 

 

At that meeting, Council resolved to publically notify the proposed changes as per section 83 of the Local Government Act (‘LGA’). 

The statement of proposal and amended policy were made available for public submissions from 8 April to 19 May 2017. 

A total of 11 submissions were received.

 

1.3     Statutory Implications

Local Authorities have legislative responsibilities under the Gambling Act 2003 to consider the effects of gambling within their district. The purpose and intent of the Gambling Act is to:

 

   Control the growth of gambling

   Prevent and minimise harm caused by gambling, including problem gambling

   Authorise some gambling and prohibit the rest

   Facilitate responsible gambling

   Ensure the integrity and fairness of games

   Limit opportunities for crime and dishonesty associated with gambling

   Ensure that money from gambling benefits the community

   Facilitate community involvement in decisions about the provision of gambling

 

The purpose and intent of the Racing Act 2003 is to:

 

   To provide effective governance arrangement for the racing industry

   The facilitate betting on galloping, harness and greyhound races and other sporting events

   To promote the long-term viability of New Zealand racing.

Review of Class 4 Regulation

In September 2014, the Gambling (Class 4 Net Proceeds) Regulation came into effect.  This change increased the minimum percentage return that gaming trusts must make to communities from 37.12% to 40%. Currently there is no legislation that requires funds to be returned to the community they are generated in.  However, some gaming trusts have adopted voluntary policies seeking to achieve this outcome.  Currently councils have no ability to control how gaming proceeds are distributed.

The government is currently undertaking a review of Class 4 Gambling regulation with the aim to ensure that funding to communities from the class 4 sector remains sustainable without any growth in gambling, and minimising harm in gambling.  A Council submission on a public discussion document in June 2016 raised concerns on the sustainability of the class 4 community funding model particularly in regards to funding not being returned to the community in which it was generated i.e. funds from some Napier venues are granted to Auckland organisations.  The results of the discussion document and next steps for the government review are yet to be announced.

 

Conflicting responsibilities

 

There is potential for conflict and uncertainties around decision-making on the provision of gambling when communities want to balance the need to minimise harm from gambling with the desire to generate benefits to the community from gambling money. The submissions received reflect this conflict, with a number calling for a tougher stance by requesting Council to adopt a sinking lid policy. Others argue that machine numbers are in a natural decline and that lowering machine numbers does not in fact contribute to reducing harm, and may negatively impact on the ability of community groups to gain funding.

 

1.4     History of the Napier City Council Gambling Policy

 

Following the 2003 commencement of the Gambling and Racing Acts, Napier City Council adopted its first gambling policy in 2004.  At this time Napier City had 38 Class 4 venues and 492 machines. The first policy was a ‘sinking lid’ policy, which meant that no new venues were permitted and every time a gaming machine was removed or a venue closed, the number of machines decreased.  The policy was reviewed without change in 2006.

 

In 2010, the policy changed from a sinking lid to a ‘cap’ policy where numbers were restricted to 26 venues, 350 machines and two TAB venues.

The 2013 policy review lowered this cap to 20 Class 4 venues and 320 machines.  The cap on two TAB venues remained.

 

There have been two venue closures in the last year so current numbers as at 25 May 2017 are 18 venues and 297 machines.  Under the policy at it stands, this creates the opportunity for two new venues and up to 23 new machines, providing applicants meet the application requirements.  The following graph shows changes in proceeds and machine numbers and venues over time:

 

 

 

A relocation clause was inserted into the policy in 2010. This clause allowed venues to relocate, with the objective being that this may encourage the movement of venues to more appropriate locations. Relocations up to a maximum of 15 machines was allowed in the 2010 policy.  This dropped to nine machines during the 2013 review, with a clause added to state that the initial consent operated under must be surrendered prior to approval of an application for relocation. Changes to legislation in September 2015 now render these clauses invalid, as if a policy allows for relocations, venues must be able to maintain the same number of machines. Further discussion on relocations is provided in the submissions analysis below.

1.5     Alignment with Hasting’s District Council Policy

A number of submissions have requested a sinking lid policy on the premises as this would align Napier’s policy with that of Hasting District Council (‘HDC’). Hastings have previously had a sinking lid policy.  However, at a policy review hearing on 24 May 2017, HDC amended their policy from a sinking lid to a cap on machines only, based on the current number of machines (293).  Based on this new information, the submission request to adopt a sinking lid to align with Hastings is no longer valid.

1.6     Summary of Submissions

 

   Four submissions oppose the policy, stating that they would prefer a sinking lid.  Reasons for this are to align with Hastings District Council and the desire to have no additional gambling venues in the CBD, over and above what currently exists.  These submissions were from Peggy Taurima, Napier Business Inc, Hawkes Bay DHB and HB Gambling Harm Association: Te Rangihaeata Oranga Trust.

 

   Three submissions support the policy in part, namely the proposal not to allow new venues in suburban commercial zones. All three of these submissions would prefer a sinking lid policy.  These submissions were from Wayne Walford, Taradale Marketing Association and Safer Napier Strategic Group.

 

   Four submissions support the proposed policy.  These submissions are from Infinity Foundation, NZ Community Trust, NZ Racing Board and Robyn Gwynn.

 

 

The following table provides a summary of the submissions received:

 

 

Submitter

Support

Summary of reasons

2

Peggy Taurima

No

  Concerned about Maraenui venue but no specific policy change requested.

 

4

Napier City Business Inc

No

  Requests sinking lid policy.

  Submission is on behalf of 380 businesses.

  While supports no new venues in suburban areas, is concerned that this could mean more locations should be opened in CBD which could tarnish the Napier City brand.

  Would like to see Council advocate for ring fencing funding as believes more money returned to community would lessen the requirement to have so many machines.

  Supports Cap in Taradale Suburban Commercial Zone.

 

6

Hawkes Bay District Health Board

No

  Requests a sinking lid policy

  Would like to see NCC align with HDC sinking lid policy

  Supports the restrictions on vulnerable areas i.e. no new venues in these areas

  Would like to see social impact assessment for Taradale.

 

7

Te Rahgihaeata Oranga Trust

No

  Requests a sinking lid policy

  While praising Council for considering venue locations as a way to minimise harm, urges Council to return to a sinking lid policy with relocations only allowed to support venues relocating out of high deprivation areas 

  Notes the requirement to allow relocations is not compulsory 

  Opposes Taradale Cap as would like to see sinking lid applied to whole district.

 

5

Taradale Marketing Association

In part

  Requests a sinking lid policy

  Concerned about venues able to relocate within the Taradale Suburban Commercial Zone.

  Would like policy to be worded so that no relocations are allowed to occur in Taradale Suburban Commercial Zone as well as Napier CBD and Ahuriri.

 

8

Safer Napier Strategic Group

In part

  Late Submission, received 24 March

  Requests a sinking lid policy as would like to see alignment with HDC

  Supports increase in restrictions to not allow new venues in suburban commercial zones

  Agrees on cap for Taradale, no need for further gambling venues in Taradale

  Requests NCC advocates at National level on: Ensuring fairer distribution of funds, increasing percentage of proceeds allocated to problem gambling levy to enhance treatment services.

 

3

Wayne Walford

In part

  Supports cap policy but would prefer a sinking lid

  Highlights increasing difficulty in community groups obtaining funding.  However, believes the threat of reducing funding to the community should not be a defining component of decision to adopt a sinking lid 

  Notes that positive leadership is likely to be applauded by the health and law enforcement sectors.

 

1

Robyn Gwynn

Yes

  Balanced and carefully thought out policy

 

9

Infinity Foundation

Yes

  Supports maintaining current cap on machines numbers and venues

  Supports the rejection of a sinking lid and NCCs consideration of the character and risk of particular communities 

  Would like cap to be population based, rather than static

  Relocations should not have to reapply for consent

  Recommend no constraints on suburban commercial zones as believes this will restrict funds returned to these communities

  Notes that if these communities have liquor licenced premises, they should not be restrained from operating gambling machines.

 

10

New Zealand Racing Board

Yes

  Supports maintaining current cap on machines numbers and venues with allowance for small growth in CBD area.

  Believes gaming machine numbers are in natural decline and there are existing safeguards to minimise harm

  Would like venues to be able to relocate and retain their current numbers of machines i.e. 18 instead of 9.

 

11

New Zealand Community Trust

Yes

  Supports maintaining current cap on machines numbers and venues

  Supports clauses that prevent venues locating in suburban commercial zones

  Would like venues to be able to relocate existing numbers of machines i.e. 18 instead of 9.

 

 

Submission Analysis

 

Decisions to be made on the strategic intent of this policy effectively require a conscience type vote by the Council. As a result, officers have focused primarily on the technical aspects of the policy and submissions rather than recommending one option over another.

 

The following is the officer’s response to the main submission points raised:

 

A sinking lid versus a cap policy

 

A number of submissions advocated for a sinking lid policy over a cap policy. A sinking lid policy is a restrictive policy that will result in a decrease in venues and machines over time. A cap policy determines the maximum number of machines and/or venues allowed in the district.  Where this level is set in relation to existing venues and machines determines whether any new venues can be established e.g. Currently the number of machines and venues in Napier is under the cap limit and therefore the policy allows new venues to establish (providing they meet the application criteria) up to the maximum allowed under the cap.  Generally, a cap policy is seen as a softer approach than a sinking lid in that it allows for more flexibility and movement of venues and machine numbers.

 

Population based cap

 

The submission from Infinity Foundation suggested that Council adopt a population-based cap. A population-based cap is a policy option that some Councils have adopted that allows for machine numbers to expand with population. Considering that census data is only available every five years and the policy is required to be reviewed every three years there seems to be no benefit in this approach.  The Department of Internal affairs has no information on the effectiveness of population-based caps.

 

 

No new venues in CBD and Taradale Commercial Zone

 

Under the proposed policy, a new venue can only be located in the following zones:

 

   Inner city commercial

   Art Deco Quarter

   Fringe Commercial

   Ahuriri mixed use zone

   Main Industrial zone

   West Quay Waterfront

   Taradale Suburban Commercial zone (Max of 3 venues)

 

Council have indicated that gambling should be accessible to tourists, and therefore it is appropriate that the location of gambling venues are in areas of the city most visited by tourists, such as the CBD, Ahuriri and West Quay Waterfront.  These zones are notably not identified as supporting at risk communities and are located away from areas where the risks of harm are greater.  As discussed above, to ensure no new venues in the CBD or Taradale, Council would need to adopt a sinking lid or introduce a cap specifically for these zones. Council need to be aware that this would further limit the options for establishing or relocating venues. 

 

Relocations

 

Since the last policy review, the Gambling (Gambling Harm Reduction) Amendment Act 2013 resulted in changes to the provisions for relocating venues.  The changes are deigned to make it easier for venues to relocate by allowing the maximum number of machines permitted at the new venue to be the same as permitted at the old venue (up to a maximum of 18).  The purpose behind this change was to encourage venues to move out of unsuitable locations.

 

As highlighted by the Infinity Foundation submission, the existing clause on relocations within Napier does not effectively allow for relocations as determined by the Act. Our current policy states the maximum number of machines allowed to relocate is nine and we require the initial licence operated under to be surrendered and a new consent to be issued. If Council wanted to continue to allow for relocations, the policy wording will need to be amended to comply with the new legislation that allows venues to transfer the same amount of machines they are consented to operate.

 

Ring fenced funding

 

Rules around the distribution of funds from Class 4 gambling are determined by national legislation and therefore Council has no control over how funds generated in our district are distributed.  The concern raised in the Infinity Foundation submission that not allowing new venues in suburban commercial zones will restrict the return of funds to these communities is unfounded. Trusts have no legal obligation to return funds to the community in which they were generated, although they may wish to do so on a voluntary basis.  Some gaming trusts have voluntarily adopted policies that state a certain proportion of funds will be returned to the community in which they are generated.  However, the term community is generally not defined and could conceivably be the immediate community or the wider community.

No venues in suburban commercial zones

This policy change was widely supported in submissions.

TAB Venues

There were no submission points raised in relation to TAB venues.

1.5     Significance and Consultation

Section 102 of the Act requires that any proposed change to the policy must be adopted in accordance with the special consultative procedure as prescribed in section 83 of the Local Government Act.

 

In addition to the prescribed public notification, the Act further requires that the Council must give notice of the proposed changes to:

 

1.   Each society that holds a class 4 venue licence

2.   The New Zealand Racing Board

3.   Organisations representing Maori

 

In addition to this list, notification was sent to all submitters on the last policy   review, Sports HB and the Napier Community Network.  A total of approx. 160  emails were sent out advising that the policy was out for consultation.  The review was advertised on our website and on facebook.

1.6     Options

As discussed above, decisions to be made on the strategic intent of this policy effectively require a conscience type vote by the Council. Therefore, Officers are recommending Councillors consider the verbal submissions and either adopt the policy as proposed albeit with an amendment made to the relocation clause; or chose to amend the policy as a result of submissions.

 

The following is the recommended wording change to the relocation clause to align it with the Act:

 

3.1     A Class 4 or TAB gambling licence holder who holds consent from Council to operate in the Napier District may apply for consent to relocate.

3.2  Consent to relocate is subject to the conditions provided in the policy and  in accordance with section 97A of the Gambling Act.

3.2     For any site to which an existing Class 4 venue licence operator wishes to relocate, the maximum number of machines approved shall be 9.

3.3     If the venue from which the licence is relocated operates fewer than 9 machines, then the maximum of machines at the newly licenced site shall be the same as the Class 4 venue prior to being relocated.

3.4     The initial licence operated under must be surrendered prior to approval of an application for relocation.

3.5         Applications to relocate an existing Class 4 or TAB venue must meet all the necessary requirements of the policy, as if it was a new application for consent.

 

 

At the Meeting

Deliberations on the Gambling Policy submissions were taken in committee.

As per the decision of the Committee, the record of the deliberations and the Decision of Council is recorded in the open minutes below.

 

DELIBERATIONS ON SUBMISSIONS – GAMBLING POLICY

The following key points were considered during the deliberations:

   A ‘cap’ versus a ‘sinking lid’ approach

   The relocation of machines

   The impacts on community funding.

It was noted that the point raised by the Napier Business Inc. (regarding venues not being able to operate within 100m of each other) could not be discussed today as it had not been included in any written submission. It was noted that this matter had been previously considered during a workshop with Council and discounted at that time.

During discussions the following was noted:

   Although the impacts of problem gambling were clearly outlined by some submitters, it was noted that most people use gambling machines responsibly. The percentage of problem gamblers is very low, and is even lower when only class 4 gambling machines are considered.

   No submission touches on personal responsibility for behaviours. Research suggests that a predilection towards gambling may hinge on a significant early life event. Council cannot manage these events through policy. What it can do is attempt to strike a good balanced approach to the matter.

   The cap approach is believed to be appropriate, and almost becomes self- policing.

   Accessibility and number of venues appears to be key according to international research, as opposed to literal numbers of machines.

   Online gaming is on the rise, and no contributions at all towards communities or addressing problem gambling are made from the spend in these platforms.

   Under the policy, relocations and new venues are essentially treated the same in that they must be within or to specified zones.

   There is the potential for all venues to relocate into the CBD but this is seen as highly unlikely.

   The recent change in legislation to allow up to 18 existing machines to be relocated has been reflected in the change to the policy (where previously only nine machines were able to be relocated).

   As the cap has been reached in Taradale there is no option to relocate into the area or for a new venue to open. However an existing venue in Taradale could move to another location in Taradale (for example of there were issues with the present building).

   Social impact reports were undertaken in 2012 and 2013, as required when a relocation clause is included in a gambling policy. A new impact report is not required if the existing relocation policy is being rolled over.

   There was some expectation from cruise tourists that they would be able to use class 4 machines while on land.

 

The general consensus was that the policy strikes an appropriate and balanced approach to the matter of class 4 gambling machines.

 

1.7     Attachments

a       Draft Gambling Venues Policy 

b       Submissions  

 


Maori Consultative Committee09 August 2017 Open Agenda

Gambling Venues Policy

Approved By:

Council

Department:

City Strategy

Date Approved:

 

Next Review Date:

 

DOC ID:

216767

Relevant Legislation:

Gambling Act 2003, Racing Act 2003

NCC Documents Referenced:

Napier District Plan

 

Purpose

The purpose of this policy is to:

   Address the cumulative effects that additional opportunities for gambling in the district could present our community

   To curb the growth of gambling in the district

   To minimise the harm to the community caused by gambling

   Control the location of class 4 gambling and TAB board venues

1.          

Definitions

Class 4 Gambling means gambling that utilises or involves a gaming machine as defined in the Gambling Act 2003

Club means a voluntary association of persons combined for a purpose other than personal gain

Gaming Machine means a device whether totally or partly mechanically or electronically operated, that is adapted or designed and constructed for the use in gambling.  Also commonly known as ‘pokie machines’.

TAB Board Venue means the premises that are owned or leased by the NZ Racing Board where the main business carried on at the premises is providing racing or sports betting services.

Policy

1.         Total number of venues and machines to be allowed

1.1.      New class 4 and TAB board venues may be established, subject to the following conditions:

   The maximum number of gaming venues in the Napier does not exceed 20;

   The maximum number of class 4 gaming machines in the Taradale Suburban Commercial Zone does not exceed 3;

   The total number of Class 4 gaming machines in the Napier District does not exceed 320;

   The maximum number of TAB board venues will not exceed 2.

 

2.         Number of gaming machines allowed per venue

2.1.      The maximum number of gaming machines for Class 4 venues, clubs and TABs shall be the same as allowed under section 92, 93 and 94 of the Gambling Act 2003:

 

Category

Number of Machines

Licensed on or before 17 October 2001

18

Licensed since 17 October 2001

9

2.          

3.         Class 4 and TAB board venue relocations

3.1.      A class 4 gambling licence holder who holds consent from Council to operate in the Napier District may apply for consent to relocate.

3.2.      For any site to which an existing Class 4 venue licence operator wishes to relocate, the maximum number of machines approved shall be 9,

3.3.      If the venue from which the licence is relocated operates fewer than 9 machines, then the maximum of machines at the newly licenced site shall be the same as the class 4 venue prior to being relocated.

3.4.      The initial licence operated under must be surrendered prior to approval of an application for relocation.

3.5.      Applications to relocate an existing Class 4 or TAB venue will be considered a new application for consent.

 

4.         Club Mergers

4.1.      Upon amalgamation of incorporated clubs operating a class 4 venue, the maximum number of machines of the new entity shall:

i)          Where the total number of machines operated by the clubs exceed 30, the maximum shall be 30 gaming machines, or such lessor number determined by resolution of Council.

ii)         Where the total number of gaming machines operated by the clubs is greater than 17 but less than 31, the max. shall not exceed the amalgamated total.

 

5.         Conditions for Consent

5.1.      New or relocating venues may only be located within the following zones specified in the Napier City Council District Plan:

i)          Inner City Commercial Zone

ii)         Art Deco Quarter

iii)         Fringe Commercial Zone

iv)        Suburban Commercial Zone

v)         Ahuriri Mixed Used Zone

vi)        Main Industrial Zone

vii)       Ahuriri Local Retail Zone   (This zone no longer exists under current plan)

viii)       West Quay Waterfront 

ix)        Taradale Suburban Commercial Zone

 

5.2.      Applicants must meet all application, declaration and fee requirements.

 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda

2.      Set Parking Fees and Charges - 292 Hastings Street

Type of Report:

Operational

Legal Reference:

Traffic Regulations, Parking Control Bylaw 2008

Document ID:

374136

Reporting Officer/s & Unit:

Hayleigh  Brereton, Manager Regulatory Solutions 

 

2.1     Purpose of Report

To seek Council’s approval for establishing parking fees for a property at 292 Hastings Street, Napier, which has recently been acquired by Council to bolster the supply of parking options in the city.

 

Committee's Recommendation

Councillors Wright / White

That Council

a.       Establish the property at 292 Hastings Street, Napier, as an all-day casual car park.

b.       Agree that the parking fees be set at $1 per hour with an all-day rate of $5 per day

c.       Agree that the car park be trialled as a technology only payment system, with payment made by car parking App Parkmate.

 

CARRIED

 

2.2     Background Summary

Council purchased an existing privately owned car park at 292 Hastings Street in May 2017. The car park has a total of 18 car parking spaces and was previously utilised as a leased car park. 

 

The site is in close proximity to the Napier District Court, Napier City Council and Marine Parade, and the areas of lost leased car parking due to the Marine Parade redevelopment.

 

There are four casual all-day off-street car parks and nine off-street leased car parks in the CBD.

2.3     Issues

There are a number of potential uses for the car park, including leased car parking or casual all day parking.  Currently, on-street car parking occupancy in Hastings Street is at 85.6% (Parking Survey, December 2016). Leased car parking occupancy in the city is at 100%. There is demand for both casual and leased car parking.

 

Parking fees across the CBD off-street car parks are generally $1 per hour. All-day casual rates at the CBD’s four off-street car parks are $5 per day. Leased car parking across the CBD ranges from $20 -$30 per week. Seven of the nine leased car parks fees are set at $25 per week.

 

This car park provides an opportunity to trial the success of utilising cashless technology to provide payment for car parking through the ‘Parkmate’ App. This is a unique trial. It will allow us to test the market and the willingness of customers to use the system as the only mechanism for payment.

 

Napier has been utilising the ‘Parkmate’ App for parking payment since May 2014 and have seen considerable uptake in usage. It is available for use in all of Napier’s ‘pay and display’ car parks (on or off street).

 

There is no additional installation or maintenance cost involved in extending the usage of ‘Parkmate’ to this car park. There is however additional cost involved in installation and ongoing maintenance of a ‘Cale’ Pay and Display machine should the trial prove to be unsuccessful.

 

The use of ‘Parkmate’ allows us to better understand real time parking trends across a whole car park. It allows us to contact customers to improve customer service, e.g. if the car lights are left on. It allows us to understand the communities willingness to utilise different payment mechanisms, as well as providing a promotional opportunity for the ‘Parkmate ’app.

 

2.4     Significance and Consultation

N/A

2.5     Implications

Financial

Expected conservative annual returns for the car park operating as an all-day casual car park (with the assumption customers all use the all-day parking rate and the park is 80% occupied) is a return of $23,868.

 

The annual return for the car park if used for leased car parking is $23,400 when based on a fee of $25 per week with 100% occupancy.

 

There are no additional financial implications for utilising Parkmate as a payment platform. There are additional costs for installing a ‘Cale’ pay and display machine. Costs are approximately  $2,000 for installation, on-going maintenance and pay and display ticket costs.

Social & Policy

N/A

Risk

There is a risk that the use of the ‘Parkmate’ App to pay for parking may limit the occupancy rate of the car park. If this did occur, a ‘Cale’ pay and display machine can be readily installed.

2.6     Options

The options available to Council are as follows:

1.    All day casual car park, with payment facility provided by Parkmate App. Fee and charges aligned with council car parks, at $1 per hour with an all-day rate of $5 per day.

2.    All day casual car park, with payment facility provided by Parkmate App and ‘Cale ’pay and display machine. Charges aligned with council car parks, at $1 per hour with an all-day rate of $5 per day.

3.    Leased car park at $25 per week.

2.7     Development of Preferred Option

The preferred option is Option 1.

 

   All day casual car park.

   Fees aligned with council car parks $1 per hour with an all-day rate of $5 per day.

   Payment via Parkmate App only, to trial success of technology solutions, to further promote the App and encourage users to use the app. 

 

 

At the Meeting

In response to queries from councillors it was clarified that:

   The Bylaw offers the opportunity for multiple payment options. It will be confirmed prior to the council meeting whether there is a specific requirement to accept cash as payment.

   As this is a relatively small carpark it can be used as a trial for the Parkmate app without too much difficulty, and it was anticipated that a standard payment machine could be installed if the app became problematic (people not having the right type of phone, being comfortable with the technology etc)

   The proposed set up may in fact be useful to those attending the adjacent Courthouse as a receipt is necessary for those doing jury service to claim back their expenses.

   Parkmate is also used in Hastings and by the DHB so there is some consistency across the region with people being able to use the app for multiple sites.

   Education in downloading and using the app will be important.

 

2.8     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

3.      Funding application for Elite Road National Cycling Champs

Type of Report:

Operational

Legal Reference:

N/A

Document ID:

374244

Reporting Officer/s & Unit:

Kevin Murphy, Event Manager

 

3.1     Purpose of Report

To seek approval for the Marketing Department to apply for external funding to support the Elite Road National Cycling Champs to be held in Napier 5-8 January 2018

 

Committee's Recommendation

Mayor Dalton / Councillor Taylor

That Council

a.   Approve an application for funding being made to the Lion Foundation for $50,000 to assist with costs to manage the Elite Road national Cycling Champs in January 2018.

 

CARRIED

 

3.2     Background Summary

The Elite Road National Cycling Champs has been held in Napier for two years and it is intended to be held here again in January 2018. (Cycling NZ has contracted Napier to host this event for a three year period).

 

Funding from a variety of sources contributes towards the successful running of the event. However, the contribution from the Lions Foundation is the primary grant for the event.

Council has placed successful applications to the Foundation for funding for this event in both years it has been held to date.

 

The Lion Foundation support is used towards equipment hire, accommodation, St Johns Ambulance, volunteering, management and promotional costs.

3.3     Issues

N/A

3.4     Significance and Consultation

N/A

3.5     Implications

Financial

N/A

Social & Policy

N/A

Risk

N/A

3.6     Options

The options available to Council are as follows:

1.    To apply to Lion Foundation for funding.

2.    To apply to other funding trusts for funding.

3.    To not apply and to fully fund the event from rates.

3.7     Development of Preferred Option

Is to apply to Lion Foundation for funding as they have previously granted this funding and are likely to support the event again this time.

 

 

At the Meeting

The event has been very successful over the last two years and brings in good levels of revenue to the city.

Other sponsorship is received on top of this grant as well as contributions in kind.

 

3.8     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

Reports from Finance Committee
held 2 August 2017

 

1.      Cato Road Accessway

Type of Report:

Legal

Legal Reference:

Public Works Act 1981

Document ID:

377905

Reporting Officer/s & Unit:

Debra Stewart, Team Leader Parks, Reserves, Sportsgrounds

 

1.1     Purpose of Report

To gain Council approval for a Licence to Occupy. The proposed Licence to Occupy relates to a piece of land which forms part of the Wharerangi Cemetery and a portion of Council’s Paper Road.

 

The purpose of the Licence is for a road to access a commercial childcare centre that is proposed on an adjoining site. The childcare centre is subject to Resource Consent which is currently being considered by Council’s Planning Team.

 

Committee's Recommendation

Councillors Taylor / Tapine

That Council 

a.       Receive the report titled Cato Road Accessway

b.       Consider the information provided, including the issues and options outlined in this report.

c.       Approve the Licence to Occupy for the part of the cemetery and paper road as shown in Attachment A.

d.       Direct officers to undertake engagement with neighbouring residents and cemetery users on the proposed accessway (for example through a letter drop to neighbouring residents, a site notice in the area and social media) prior to the final decision of Council at its meeting scheduled for 16 August 2017.

CARRIED

 

1.2     Background Summary

A Resource Consent (RM170045) application has been received for a childcare centre at 49 Oak Road (being Lot 5 DP 19237 CT: HBL2/958) as shown below within the red border:

 

Figure 1 – Area outlined in red is the site to be occupied by the childcare centre

 

The application is for a childcare centre to be known as “The Den”. The childcare centre is reliant on access being provided partially across the paper road and partially across the adjoining Wharerangi Cemetery land (Refer Attachment A) being the land subject to this Licence to Occupy.

 

The Resource Consent application is currently being assessed by Council’s Planning and Regulatory Team. The application is on hold pending a decision on the Licence to Occupy.

 

Matters of reverse sensitivity and noise have been considered and will be addressed as part of the resource consent process. The Planning and Regulatory Team have confirmed that the application is being considered on a non-notified basis which means that affected persons and public notification are not required.

 

Following the lodgement of the Resource Consent with Council, numerous Council officers have in conjunction with the applicant, reviewed the options for providing the access solely within the paper road. There are a number of physical constraints including topography and the presence of overhead power lines which mean that this option is physically difficult and would be hard to achieve without considerable investment. 

 

Councils Traffic and Safety Engineer has reviewed a revised design for the road and access through the Cemetery and Paper Road and has agreed that the design shown in Attachment A is appropriate.

 

 

1.3     Issues

Legal Considerations

 

The portion of land subject to the Licence to Occupy forms part of the Wharerangi Cemetery, which was transferred to the Napier Borough Council for the purpose of Cemetery in 1943.

 

Licences to occupy are not normally reported to Council for approval however this situation is considered unique given that part of the land required for the access is set aside as part of the cemetery.

 

Legal advice has been obtained which confirms that a Licence to Occupy can legally be issued for the stated purpose should Council consider this appropriate. Council is able to issue a Licence to Occupy for this area under the Public Works Act 1981.

 

Termination of Licence

 

Licences to Occupy are usually issued subject to a one-month termination notice. This means that Council may choose to terminate the Licence to Occupy should the land be required for another purpose giving the occupier one months notice. This also means that the applicant can terminate the Licence to Occupy giving one months notice.

 

The Licence to Occupy is not transferable and should the Licensees land or business be sold, then the Licence to Occupy would terminate.

 

The applicant has however requested a 12-month termination clause on the basis this is a more appropriate term given the commercial nature of the activity and would also allow Council more time to plan if the area was required for alternative use. The 12 month termination request can be legally added to the notice and is considered appropriate by Infrastructure Services team.

 

Roading, Access and Traffic Safety

 

The proposed access and road alignment are within the Cemetery and Council’s Paper Road. Councils Traffic and Safety Engineer has reviewed the proposal with the applicant and has agreed that design (shown in Attachment A) is appropriate; subject to conditions should Resource Consent be granted.

 

Public Pedestrian Access and Vehicle Access

 

In considering the approval of the Licence to Occupy, it is of upmost importance to ensure that public and pedestrian access through the Cemetery to Fryer Road is maintained and in fact enhanced.

 

The existing pedestrian access is well utilised by the local community. Discussions with the applicant have been undertaken to ensure the final design of the road and access takes into consideration pedestrian and public access. An alternative pedestrian access is shown in Attachment A.

 

Maintenance vehicle access is currently provided along the existing formed pathway and it is unlikely that this will be able to be provided over the proposed pedestrian pathway because the new path will weave through the trees.  The applicant has agreed that a gate will be provided at the top end of the new vehicle access suitable for maintenance vehicle entry if required.

 

 

Resource Consent

 

The Resource Consent is currently on hold pending the decision from Council on the Licence to Occupy.

 

Resource Consents cannot be issued with conditions that are subject to third party approval and therefore it is necessary to have the Licence to Occupy approved prior to approving and issuing a Resource Consent.

 

Resource Consents can however be issued subject to conditions and should consent to the application be granted, conditions of consent have been recommended to the Planning Team which cover the following matters -

 

   requiring the applicant to provide pedestrian access adjacent to the road through the cemetery and linking to the existing access to Freyer Road.

 

   This is a particularly low lying part of the cemetery and drainage will be a key consideration when forming both the vehicle and pedestrian access.

 

   There are two large Swamp Cypress trees that are close to the proposed road and will need to be protected from both short term and long-term damage that may occur as a result of the road formation, use and maintenance.

1.4     Significance and Consultation

There has been considerable consultation with the applicant and the relevant teams of Council.

 

There has been no consultation with the wider community on the matter of the Licence to Occupy. A Licence to occupy can be issued for land held for a Public Work pursuant to Section 45 of the Public Works Act without the need for consultation. A Licence to occupy can also be issued for a paper road without consultation.

 

Consultation, affected parties and notification considerations under the Resource Management Act 1991 are separate to this process. Council’s Planning and Regulatory Team have confirmed that the application is being considered on a non-notified basis, which means that consultation, affected persons and public notification are not required.

 

Should the Council consider that consultation with the wider community (on matters pertaining to the Licence to Occupy for the area of Cemetery) was desirable (albeit not mandatory) this would need to be discussed and agreed to with the applicant. This would result in the applicant’s consent being placed on hold until such time as consultation was completed.

 

    

1.5     Implications

Financial

The applicant would be responsible for forming and maintaining the vehicle access.  The applicant would be responsible for forming the new pedestrian access but Council would be responsible for the ongoing maintenance.  This is consistent with the current situation.

 

The applicant would be charged an annual fee of $500.00 for the Licence to Occupy.

Social & Policy

N/A

Risk

No consultation has been undertaken with the community in respect of this matter and users of the areas may have concerns around changes to the amenity values as a result of the introduction of the vehicle access to this area.

 

1.6     Development of Options

Option 1

 

The area of cemetery over which the applicant requires a Licence to Occupy is highly unlikely to ever be used for the cemetery purposes. In the event that it is required for cemetery purposes the Licence to Occupy could be terminated giving 12 months notice.

 

It does however provide an important public access link between Cato Road and Fryer Road and has some passive recreation and amenity values. The applicant has agreed to providing a replacement pathway to ensure that the public access link between Cato Road and Fryer Road is maintained, this would be secured by way of a condition of resource consent.

 

Option 2

 

Cemeteries are sensitive sites. There has not been any wider community consultation undertaken on this matter.  In addition the access through this area is an important link for the wider community and the users and the realignment of the path and the introduction of the vehicles to this area may be of concern to the users of this area.

 

 

At the Meeting

General agreement was expressed that the presentation and concept for the child care centre were excellent but the lack of consultation with neighbouring residents and cemetery users was a risk to Council. Significant discussion was held as to appropriate forms of engagement with the community on the matter.

It was specified that parts a, b and c of the officer’s recommendation would be moved, with the original part d and replaced by a direction that community engagement to be undertaken by officers prior to the meeting of Council on 16 August 2017. 

 

1.7     Attachments

a       Plan showing accessway  

 



Maori Consultative Committee09 August 2017 Open Agenda


Maori Consultative Committee09 August 2017 Open Agenda

2.      Community Outcome, Activities and Activity Groups

Type of Report:

Legal and Operational

Legal Reference:

Local Government Act 2002

Document ID:

371697

Reporting Officer/s & Unit:

Elaine  Cooper, Corporate Planner

 

2.1     Purpose of Report

In preparation for the 2018–2028 Long Term Plan (LTP) a number of Policies, Strategies and building blocks are required to be adopted by Council. This report outlines the first set of building blocks to define Council’s overall direction for this LTP: Council’s Mission, Vision, Community Outcomes, Activities and Activity Groups through which Council will deliver on its outcomes. The report also identifies the community outcome to which each activity primarily contributes.

 

These statements provide the strategic direction for the preparation of activity and asset management plans and in the preparation of required policies and strategies.

 

Committee's Recommendation

Councillors Hague / Brosnan

a.       That Council adopt the Mission, Vision, Community Outcomes and Council’s Activities and Activity Groups to be used for the preparation of the 2018 – 2028 LTP and supporting plans, policies and strategies.

 

CARRIED

 

2.2     Background Summary

Council’s Mission defines its purpose and the Vision describes its desired future position. The community outcomes are the outcomes through which Council aims to achieve the Mission and Vision and the activities are the means by which Council delivers on the Community Outcomes.

 

For disclosure in the LTP, activities are consolidated into Activity Groups. These statements and structures define how Council will meet the current and future needs of the community for good-quality local infrastructure, local public services, and performance of regulatory functions, as required in the LGA.

 

Council has reviewed the 2012-25 LTP Mission, Vision, Community Outcomes and Activities in a series of working seminars to ensure these encompass the desired strategic direction for the 2018-28 LTP.

 

The Mission Statement remains unchanged from the 2015-2025 LTP. The Vision, Community Outcomes and Council’s Activities and Activity Groups have been amended to reflect Council’s desired direction of Sustainability, Excellence and Vibrancy. The activities are aligned to the Council’s structure for service delivery.

 

It is important that the outcomes and activity structure are confirmed for   Council management to continue with the next steps of preparation for the LTP.  Asset and Activity Management Plans are being prepared based on this structure and these plans will determine the detailed requirements for service delivery included in the LTP.

 

2.3     Issues

No issues

2.4     Significance and Consultation

Not applicable

2.5     Implications

Financial

Not applicable

 

Social & Policy

Not applicable

Risk

Not applicable

 

 

At the Meeting

Council were pleased that the vision and new mission are clearly outlined, as well as the five primary outcomes to be delivered.

 

2.6     Attachments

a       Council Community Outcomes and Activities  

 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda

3.      Civic and Library Building

Type of Report:

Legal and Operational

Legal Reference:

Building Act 2004

Document ID:

378350

Reporting Officer/s & Unit:

Adele  Henderson, Director Corporate Services

 

3.1     Purpose of Report

To formally receive the Detailed Seismic Assessment (DSA) undertaken on the Civic and Library buildings and to approve the decanting of staff into alternative locations until such time a fit for purpose Council building is available.

 

Item(s) of business to lie on the table

Councillors Brosnan / Jeffery

That pursuant to Standing Order 3.12.1 that Item 3 – Civic and Library Building lie on the table and will not be further discussed at this meeting but will be reconsidered at the Council meeting scheduled to be held on 16 August 2017.

Committee's Recommendation

Councillors Wise / Brosnan

That Council:

a.       Receive the Detailed Seismic Assessment report undertaken by Strata Group.

b.       Approve the relocation of staff to alternative locations within Napier that meet the due diligence requirements.

c.       Approve the capitalisation of improvement and lease costs associated with alternative premises to be funded from the building upgrade budget.

d.       Seek any variance in funding through the Long Term Plan 2018-28.

e.       Note that Council will undertake a Special Consultative Procedure on the proposed options for the Civic Building and potential Commercial development opportunities approximately October 2017.  A separate consultation on Library options will be undertaken once the Library Strategy has been completed.

f.       Provide the Chief Executive delegation up to $1m per annum to undertake and sign lease negotiations to accommodate staff, customer services and a library service centre for a period of 2/3 years with rights of renewals up to 5 years

g.       Provide the Chief Executive delegation up to $1m to undertake fitout requirements for staff, customer services and library service centre requirements

h.       That a DECISION OF COUNCIL is required urgently due to the timeframe within which lease agreements must be finalised to secure appropriate alternative office space.

i.        This will require the following resolution to be passed before the decision of Council is taken:

That, in terms of Section 82 (3) of the Local Government Act 2002, that the principles set out in that section have been observed in such manner that the Napier City Council considers, in its discretion, is appropriate to make decisions on the recommendation.

CARRIED

 

3.2     Background Summary

As part of the Long Term Plan 2015-25, Council signalled that the Civic Building in Hastings Street required an upgrade and that seismic work was required to strengthen the Council Chambers (based on the report that was completed 2011)

 

As part of the due diligence process for the proposed upgrade, a Detailed Seismic Assessment was commissioned.  The Christchurch and Kaikoura earthquake has resulted in significant changes in building requirements and standards which resulted in changes to methodology to assess buildings.

 

Strata Group Consulting Engineers Limited (SGL) was engaged by Napier City  

Council to undertake a Detailed Seismic Assessment of both buildings.  Following this assessment the building seismic ratings were identified as follows:

 

a.   Library Building, with Importance level 3 was identified at 15% New Building Standard (based on 1 in 1000 year event)

 

b.   Civic Building, with Importance level 3 was identified at 10% New Building Standard (based on 1 in 1000 year event)

 

Under current legislation, building owners have seven years to consider the findings and then years to improve and strengthen the building. However as a territorial authority it is recommended that we take a leadership position on this which we hope will give our staff and our community a sense of comfort.  We want our public to be able to continue to access democracy in a building that is safe for them to visit and for our staff to feel confident and secure while at work.

 

Until strengthening work is undertaken and given the seismic rating of the buildings, it is recommended that staff be decanted to alternative accommodation within Napier. 

 

There are three sites being considered to decant Councils administration staff to.  A site for a temporary Library Service centre (a substantially reduced service offering than the current library) is also being considered and due diligence work on the proposed site is currently being carried out.  The Library will remain open while this due diligence work is being undertaken, however, Council may need to consider whether a timeframe is made for the closure of the library in the short term until suitable alternative arrangements are made. 

 

Cost estimates are currently being compiled on strengthening and upgrades of both buildings and will be presented to council in the near future.

 

It is proposed that Consultation will be undertaken through a Special Consultative Procedure (approximately October 2017).  The preferred option will be approved via the consultation for the Long Term Plan. 

 

Council staff who are uncomfortable working from the current premises have been provided with alternative Council owned sites until the temporary office accommodation is established. 

 

3.3     Issues

1.   Civic Administration Site

Cost estimates prior to the receipt of the seismic information indicated that it would not be cost effective to upgrade the building.   Quantity surveyor costs are currently being prepared to ascertain the full cost of the building including seismic works however, it is unlikely to be cost effective to upgrade and remedy. 

Opportunities exist for alternative commercial development options for the site.  A Business case on the Civic Building is currently being developed and will require a Special Consultative procedure for the options available.

 

2.   Staff

The proposed scenario of housing staff in three locations is not ideal.  The proposed fitouts of the sites will provide for collaborative areas so that staff can move between the buildings and continue to work across the business.  Reducing the current footprint of staff from two buildings is likely to require new desks so that they can be accomodated in smaller work spaces.  These costs were not planned as part of the upgrade project. 

  

 

3.   Library Building and services

The seismic report will mean that Napier main library will close and a temporary premise will be required until an alternative site is developed.  Council officers are currently undertaking due diligence on temporary locations.  A Library strategy underway to determine the future needs and requirements for a library.  A business case will be developed including site options. A special consultative procedure will be undertaken with the public to determine a preferred option.

 

4.   Council committee meetings

Council committee meetings will be held within the community including Napier Conference Centre, School Halls, and the Taradale Town Hall until such time a Council facility is available.  Although this is not ideal, it will provide an opportunity for meetings to be within the community and to provide democracy differently in the short term.

 

3.4     Significance and Consultation

A Special Consultative procedure will be undertaken October 2017 on the Civic building and commercial opportunities options.  Consultation on the Library options will be undertaken on completion of the Library Strategy .

 

3.5     Implications

Financial

Costs associated with the lease and fitout will be capitalised to the project.  Once a full understanding of the seismic upgrade related costs and upgrade costs are known, any funding variance will be included in the Long Term Plan 2018-28

 

Social & Policy

N/A

Risk

That the current provision for funding allocated in the 2015-25 will be insufficient to meet the needs of the upgrade

3.6     Options

The options available to Council are as follows:

1.    Close offices and library effective immediately – not a viable option as it would significantly impact upon service delivery, difficult in terms of IT needs and meeting customer service requirements

2.    Negotiate leases for alternative locations that meet the  following requirements and move staff as soon as practicable once fitouts, and building consent requirements are met:

i. Seismic Performance

ii. Fire Safety

iii.  Toxins

iv. Accessibility

3.7     Development of Preferred Option

Option 2.  Move staff as soon as practicable once leases, fitout and regulatory requirements are met.  Legislation only requires the completion of seismic strengthening works to be undertaken within ten years.  The proposed timeline is a low risk approach for a Territorial Authority.  Any staff who are uncomfortable with working in the earthquake prone buildings have been provided with alternative Council sites from which to work from.

 

 

At the Meeting

Updated recommendations were tabled at the meeting (attachment A).

The Chief Executive spoke to the item, providing an update to information provided at a previous seminar on the topic. It was noted that the original intention to upgrade the library building in stages while staff were still in the building had been assessed by engineers as unfeasible due to noise and construction issues.

While the preference was to keep teams together as much as possible, there were also some key criteria that any building had to meet in order to be considered acceptable:

   A current seismic assessment, or recent strengthening work with an engineer’s assessment

   Fire safety certification

   Toxins certification (particularly but not limited to asbestos in keeping with regulations that will be implemented in the near future)

   A high standard of accessibility

Three smaller sites have been identified which meet the criteria and negotiations are underway to finalise likely costs. The sites are essentially empty ‘ shells’ and fit outs cannot begin until a lease is signed.

The need to act in the best interests of staff safety and wellbeing was reiterated strongly. This, as well as the timing of required fitouts and availability of contractors to complete the work, were some key considerations in the decision to present the recommendations for a Decision of Council at this meeting.

In response to questions from Councillors it was clarified that:

   The signage on buildings identifying them as earthquake prone is required under law.

   A business case on options for the Civic Building is currently being prepared by officers and will be brought to Council in the near future.

Work is underway to better clarify the expected timeframes for the work on the Library Building. A motion was proposed that the decision lie on the table until the Council meeting of 16 August 2017.

 

3.8     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

4.      Remuneration of Elected Members

Type of Report:

Operational and Procedural

Legal Reference:

Local Government Act 2002

Document ID:

378660

Reporting Officer/s & Unit:

Adele  Henderson, Director Corporate Services

 

4.1     Purpose of Report

To advise Council of the proposed remuneration levels to apply for the 2017/2018 year, as received from the Remuneration Authority, and to seek Council approval of these.

 

Committee's Recommendation

Councillors Wright / White

a.       That the remuneration levels proposed by the Remuneration Authority for the 2017/18 year be adopted.

b.       That confirmation be sent to the Remuneration Authority that the adopted remuneration levels will be implemented from 1 July 2017.

 

CARRIED

 

4.2     Background Summary

The Remuneration Authority has set base remuneration (Local Government Act 2002, clause 7 of Schedule 7) for Councillor and community board remuneration, and provided for a remuneration increase of 1.7% which reflects the increase in the Labour Market Statistics across the board for the public sector in the year ending March 2017.  All councils have had their confirmed structures and allocation of additional duties gazetted by the Authority and it is the intention of the Authority to automatically gazette and approve increases to without any requirement for submissions or information by councils. 

 

The proposed annual remuneration levels for the period 1 July 2017 to 30 June 2018 year advised by the Authority are:

 

 

Current

2017/18

Mayor

$123,872 pa

$125,978 pa

Deputy Mayor

$47,300 pa

$48,104 pa

Committee Chair

$45,101 pa

$45,868 pa

Deputy Committee Chair

$42,000 pa

$42,714 pa

Councillor

$39,270 pa

$39,938 pa

 

4.3     Significance and Consultation

Not applicable.

4.4     Implications

Financial

Not applicable.

Social & Policy

Not applicable.

Risk

Not applicable.

 

 

At the Meeting

There was no discussion on this item.

 

4.5     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

5.      Electoral Systems for Elections

Type of Report:

Legal

Legal Reference:

Local Electoral Act 1991

Document ID:

377703

Reporting Officer/s & Unit:

Jane McLoughlin, Team Leader Governance

 

5.1     Purpose of Report

To outline the process for making any changes to the electoral system to be used for the 2019 elections. 

 

Committee's Recommendation

Councillors Price / McGrath

That Council

a.       Receive the report titled Electoral Systems for Elections.

b.       Note that if Council wishes to make a decision to change the electoral system to STV for the 2019 elections, a decision will need to be made by 12 September 2017. 

c.       Note that staff will undertake an education campaign and consultation process and report back to Council on the community’s views to inform Council’s decision-making.  A report back will be provided at the Strategy and Infrastructure Committee meeting on 30 August for Council to make a decision on the electoral system.    

 

CARRIED

 

5.2     Background Summary

In accordance with the Local Electoral Act 1991, Council has an opportunity to change the electoral system to be used in the 2019 election.  An electoral system is the system used for voting at a local authority election. 

 

A decision on which electoral systems to use is a precursor to a wider Representation Review that is required to be carried out by Napier City Council ahead of the 2019 local election.

 

There are two kinds of electoral systems available: First Past the Post (FPP) and Single Transferable Vote (STV) – Note: It is mandatory for elections for District Health Boards to use STV. 

 

To start building interest and involvement in the wider Representation Review process, Napier City Council intends to undertake a joint media “education and feedback” campaign on the electoral system in conjunction with Hawke’s Bay Regional Council. 

 

We are undertaking the education and feedback campaign for the following reasons:

   The decision of which electoral system is to be used is a decision which affects the whole community

   It is important that Council take all opportunities to consult with the community

   Council has not consulted on this decision since 2003 via a poll.

 

What is FPP and STV

 

FPP has traditionally been the only option for local authorities. In 2004, STV was introduced as an option as well.  In 2003, Napier City Council held a poll on the electoral system and the result of the poll was to retain FPP.  Since then, Council has resolved to continue with FPP each election.  In the 2016 elections, eight councils used STV, the rest remained with FPP.

 

The First Past the Post electoral system will be used in the 2019 election unless a decision is made to change it to STV. This decision will hold for two general elections 2019 and 2022, including any bi-elections.  There are three main ways the electoral system for the 2019 elections can be changed:

 

1)   Council may resolve to change the electoral system to take effect for the next two elections (no later than 12 September 2017).  Council must then issue a public notice by 19 September 2017 of the right for electors to demand an electoral system poll.

2)   5% of electors may demand a poll on a proposal that a specified electoral system be used at the election of a local authority before 21 February 2018.  Any poll must be held no later than 21 May 2018. 

3)   Council may resolve to hold an electoral system poll – no later than 21 February 2018.

           

If Council retains FPP for the 2019 election the next opportunity to change the electoral system is prior to the 2022 election.

 

FPP and STV have different ways of casting a vote: counting votes, and announcing results.  No electoral system is perfect, both FPP and STV have advantages and disadvantages.  Outlined below are some of the key differences between the two systems and some of the main advantages and disadvantages as referenced by academics (Janine Hayward, Senior Lecturer, Department of Politics, University of Otago.  For more detailed information refer to Attachments A and B on Choosing Electoral Systems in Local Government in New Zealand, and The Local Government Electoral Option.   

 

How do the two electoral systems work?

 

 

FPP

STV

Casting a vote

You place ticks equal to the number of vacancies next to the candidate(s) you wish to vote for.

 

In multi-member wards/constituencies you cast one vote for each vacancy to be filled, as above.

 

In single-member wards/constituencies you cast one vote. 

You cast one single vote regardless of the number of vacancies.

 

You cast this single vote by consecutively ‘ranking’ your preferred candidates beginning with your most preference candidate (‘1’) your next preferred candidates (‘2’) and so on.

 

In multi-member wards/constituencies you cast a single vote by ranking as few or as many candidate as you wish, as above.

 

In single-member wards/constituencies you case a single vote by ranking as few or as many candidates as you wish. 

Counting votes

The candidate (s) with the most votes win(s).  Each winning candidates is unlikely to have a majority of votes, just the largest number of votes cast.

The candidate(s) are elected by reaching the ‘quota’ (the number of votes required to be elected.  (The quote is calculated using the total number of valid votes cast and the number of vacancies). 

 

Vote counting is carried out by computer.

 

First preference votes (‘1s) are counted.  Candidates who reach the quote are elected.  The surplus votes for elected candidates are transferred according to voters’ second preferences.  Candidates who reach the quote by including second preferences are elected.  This process repeats until the required number of candidates is elected. 

 

In multi-member constituencies, despite voters casting only a single vote, a voter may influence the election of more than one representative (if their vote can be transferred to other candidates according to voters’ preferences). 

Announcing results

FPP results can usually be announced soon after voting ends.

 

Results are announced and published showing the total votes received by each candidate. 

Because vote counting is multi-part, it is likely to take longer than for FPP election results.

 

Results are announced and published showing elected candidates in the order they reached the quota and unsuccessful candidates in the reverse order they were excluded.  All elected candidates will have the same share of the vote. 

 

What are the advantages and disadvantages of each system?

 

 

Advantages

Disadvantages

FPP

    Simplicity of process in ways votes are cast, counted and announced. 

 

    The results of the election, including the generally ‘less representative’ nature of FPP councils. 

    The obstacles to minority candidate election.

    The number of wasted votes.

    A ‘block’ of like-minded voters can determine the election of multiple candidates in multi-member wards/constituencies, without having a majority of the votes, thereby ‘over-representing’ themselves. 

    ‘Tactical’ voting is possible; votes can be used with a view to preventing a candidate from wining in certain circumstances.

STV

    STV may achieve broader proportionality (in multi-member wards/constituencies)

    Majority outcomes in single-member elections

    More equitable minority representation

    A reduction in the number of wasted votes. 

    It is virtually impossible to case a ‘tactical’ vote under STV.  As a result, voters are encouraged to express their true preferences.

    Public less familiar with the system and possibly finding it hard to understand

    Matters of process such as the way votes are cast and counted (for example perceived complexity may discourage some voters, and some voters might not fill out their forms correctly)

    The information conveyed in election results. 

 

 

5.3     Issues

SOLGM, Electoral Systems, Code of Good Practice, Electoral Systems paper highlights that STV is of most benefit when applied to a constituency of a minimum of 3-9 positions and the Local Government Commission Guidelines for local authorities undertaking representation reviews highlights that between 5-7 positions is where you see the most benefits with a minimum of 3 positions.

 

Napier’s current representation arrangements are six members elected at large and six members elected in wards.  It is likely that the benefits of STV would be seen for the voting of ‘at large’ members, but less so for the wards given traditionally there have been limited number of candidates for wards (sometimes only one) and there is only a maximum of 1 or 2 candidates elected per ward.

 

The Representation Review which occurs in 2018 may have an unknown impact on any perceived benefits of changing the electoral system.  For example, if Napier City moved from a mixed system of “at large” and “wards”, to a ward system, the number of positions available in the wards would increase to some degree, but it is unknown how many positions would be available in each ward and how many candidates there would be.

 

Conversely, a move to STV may encourage more candidates to apply as the STV system is reported as enabling more minority representation as the votes get distributed. 

5.4     Significance and Consultation

As it is felt that the advantages and disadvantages of FPP and STV are not widely known, Communications and Marketing will deliver a small education campaign.  There has been some discussion with other councils in the region whether this could be a joint campaign, and Hawke’s Bay Regional Council have agreed to undertake a joint campaign.  

 

Specifically, the following consultation will be undertaken:

   Media release announcing that we are getting ready to take a paper to our Councils and we need the public to have their say.

   A Talk To Us page on the Napier City Council website educating community on the two possible systems and what they mean – the public will be able to nominate which they choose.

   2 x half or quarter page ads in Napier Mail –9 August/16 August. 

   Various social media (Facebook) engagement across the two weeks.

 

Feedback from these channels will be collated and provided to Councillors to make a decision.

5.5     Implications

Financial

A change to STV would incur a slightly higher election cost (approximately $5,000) to Council due to the complexity of vote counting. 

 

There is currently no budget allocation for a poll.  A poll is likely to cost up to $100,000.  A cost effective way to hold a poll is to include a question during the vote for 2019 election.

Social & Policy

N/A

Risk

N/A

 

 

At the Meeting

There was no discussion on this item.

 

5.6     Attachments

a       Choosing Electoral Systems in Local Government in New Zealand 

b       The Local Government Electoral Option 2018  

 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda


 


 


 


 


 


 


 


 


 


 


Maori Consultative Committee09 August 2017 Open Agenda

6.      New Year's Eve Event - Funding Applications

Type of Report:

Operational

Legal Reference:

N/A

Document ID:

376879

Reporting Officer/s & Unit:

Belinda  McLeod, Community Funding Advisor

 

6.1     Purpose of Report

To seek approval to apply for external funding to support the New Year’s Eve event for 2017-18.

 

Committee's Recommendation

Councillors Wright / Taylor

a.       That the Council apply to external funders as outlined in Table a.

b.       That a DECISION OF COUNCIL is required urgently. This will require the following resolution to be passed before the decision of Council is taken:

That, in terms of Section 82 (3) of the Local Government Act 2002, that the principles set out in that section have been observed in such manner that the Napier City Council considers, in its discretion, is appropriate to make decisions on the recommendation.

 

CARRIED

 

 

Decision of Council

Councillors Price / Wright

That, in terms of Section 82 (3) of the Local Government Act 2002, that the principles set out in that section have been observed in such manner that the Napier City Council considers, in its discretion, is appropriate to make decisions on the recommendation.

CARRIED

 

 

Council Resolution

Councillors Wright / Brosnan

That the Council apply to external funders as outlined in Table a:

 

External Funder

Apply for funding up to:

Pub Charity Ltd

23,000

Eastern & Central Community Trust

14,000

Youthtown

6,000

North and South Trust

4,000

First Sovereign Trust

4,000

Infinity Foundation

10,000

Grassroots Trust

9,000

Total

$70,000

 

 

CARRIED

 

6.2     Background Summary

The New Year’s Eve event was initiated, in its current form, in 2000 by the Millennium Committee. The event is held at the Soundshell, and is organised by PM Event Management, a preferred provider. This family event is well attended by a range of people in the community, drawing around 23,000 people each year. The event draws a multi-generational crowd, and is promoted as alcohol and smoke free, so behavioural issues are minimal.

6.3     Issues

No Issues

6.4     Significance and Consultation

N/A

6.5     Implications

Financial

Council provides $40,000 for the event and seeks external funding for the remainder. In recent years due to the decline of funding available from external sources, costs have had to be cut back to enable to event to go ahead. The total cost of the event is between $72,000 and $76,000 each year.

Social & Policy

By offering an alcohol and smoke free events to the community and its young people, the New Year’s Eve event contributes to the Council’s Joint Alcohol Strategy, Smoke Free Policy and Youth Policy. It also contributes to the vibrancy of the city utilising an iconic community facility.

Risk

In the past, Community Development Funding has funded a small shortfall. However, should a significant shortfall occur Council reserves the right to cancel the event. Fees of $12,500 are not recoverable if this occurs. Grant applications are made early in order to secure funding well ahead of time. Multiple applications are made to funders if appropriate.

6.6     Options

The options available to Council are as follows:

1.    Scale Back –do not apply for external funding, retain Council contribution of $40,000, and reduce the scope of the event.

2.    Increase Council contribution - to enable to event to go ahead in its current form, with no external funding.

3.    Status Quo (preferred option) - apply for external funding, to top up Council’s contribution to enable the event to go ahead in its current form.

6.7     Development of Preferred Option

Continue Council support and apply for external funding to enable the event to go ahead in its current form. Apply for external funding as follows in Table a.

 

Table a

 

External Funder

Apply for funding up to:

Pub Charity Ltd

23,000

Eastern & Central Community Trust

14,000

Youthtown

6,000

North and South Trust

4,000

First Sovereign Trust

4,000

Infinity Foundation

10,000

Grassroots Trust

9,000

Total

$70,000

 

 

 

At the Meeting

There was no discussion on this item.

 

6.8     Attachments

Nil

 


Maori Consultative Committee09 August 2017 Open Agenda

Reports from Community Services Committee
held 2 August 2017

 

1.      Napier Social Monitor report - 2017

Type of Report:

Enter Significance of Report

Legal Reference:

Enter Legal Reference

Document ID:

377356

Reporting Officer/s & Unit:

Michele Grigg, Senior Advisor Policy

 

1.1     Purpose of Report

To provide a summary of findings from the Napier Social Monitor report 2017.

 

Committee's Recommendation

Councillors Jeffery / Taylor

That Council

a.   receives the Napier Social Monitor report 2017.

 

CARRIED

 

1.2     Background Summary

The Napier Social Monitor is a social monitoring tool for Napier City, conducted by APR Consultants Limited. The survey has been undertaken for Council since 1998. It was initially conducted annually, and moved to a two-yearly cycle in 2007. The questionnaire has changed minimally to ensure comparability over time. Questions cover: housing, health, safety, employment, education and training, community relationships, quality of life, input into Napier’s direction, and vehicle, internet and smartphone access.

 

Survey objectives

The objectives of the Napier Social Monitor are to establish:

   Satisfaction with living in Napier

   Satisfaction with housing

   Satisfaction with overall health and access to healthcare facilities

   Perception of safety for oneself and other family members

   Current employment (type of employment, hours worked, gross annual household income)

   Involvement in education and training (training provider, barriers to training)

   Access to a car, the internet, and smartphones

   Nature of the community (how well the Napier community takes care of each other)

   Community work and volunteer work undertaken

   Community relationships between different ethnic groups

   Perception of quality of life

   Degree of opportunity to express view about the future direction of Napier City and New Zealand.

 

Survey methodology

The 2017 survey was conducted during April and May 2017. The survey was largely conducted by telephone (randomly generated residential telephone numbers) and online.  Face-to-face interviews also took place to achieve adequate levels of participation reflecting Napier’s demographics. The link for the online survey was promoted via social media channels and we approached residents at local events to complete the survey using mobile tablets.

 

A stratified sampling approach was used to achieve a final sample of 400 residents. This sample size is adequate to make generalisations to the wider community. The survey reflects the population of Napier aged 15+ years as at the 2013 Census, including good representation of Maori, males and females, and place of residence, with a reasonable representation of age groups (but with slightly fewer young people). The margin of error for the 2017 survey was +/-4.88% at the 95% level of confidence.

 

Survey findings

Key results from the 2017 survey are listed below. Full detailed analysis is provided in the report attached.

 

Housing

   Most respondents own their own home (83%), 17% rent.

   57% of renters state they rent because house prices are too expensive and 16% state renting is their preferred option.

   The majority (94%) are either very or fairly satisfied with their current housing.

 

Health

   Almost nine out of ten people rate their health as excellent, very good, or good (89%).

   The majority of those seeking health care from a doctor or medical health service report no problems with the service (86%). The most common problems specified were delays getting treatment.

   Most people who sought health care from the Hawke’s Bay Hospital report no problems with the service (82%). Of the 16% reporting problems, most involved delays in getting treatment – 39% faced delays when visiting the facility, and 30% faced long waits to visit the facility.

 

Safety

   Almost all respondents rate their feeling of safety for themselves and other family members as average or better (94%). Most (69%) say they feel very or fairly safe, with a further 25% rating their safety as average.

   A large number of comments were received about safety concerns – largely focusing on burglary (29% of all respondents), going out at night (10%), and attacks/abuse/violence (10%).

 

 

 

Education and training

   Nearly one in five respondents (18%) have been involved in post-secondary education or training in the last 12 months from a range of providers both within the region and nationally. The Eastern Institute of Technology (32%) and employers (23%) were the most likely to provide training.

   Seventy-eight percent report success with the training or education they’ve undertaken. 

 

Employment

   Just over a third of respondents are employed full-time (39%), 17% are employed part-time, and 27% are parenting, doing home duties or retired.

   Twenty percent of those not working stated they would like a job.

   Of those currently working, 10% have more than one job.

 

Napier community

   Over half of residents rate the current relationship between different ethnic groups in Napier as either very or fairly satisfactory (57%). A further 26% rate it as ‘sometimes satisfactory and sometimes not’, with the remaining (6.5%) rating the relationship as not very or not at all satisfactory.

   The majority of people (88%) view Napier as excellent, very good or good at being a caring community.

   Over a quarter of respondents (28%) do regular volunteer community work and 12% are members of social service groups.

 

Quality of life

   Over half of respondents state their quality of life has improved in the last five years (56%); an additional 40% report no improvement.

 

Views about future direction

   Almost one in three people report they have plenty or quite a lot of opportunity to express their views about the future direction of Napier City (30%). Twenty-four percent say they have just enough of a say, and 41% say they have very little, none or virtually no opportunity.

   In comparison, 12% of respondents report they have plenty or quite a lot of opportunity to express their views about the future direction of New Zealand. Twenty-three percent say they have just enough of a say, and 60% say they have very little, none or virtually no opportunity.

 

Access

   A total of 94% of respondents have access to a vehicle during the day.

   A total of 93% of respondents have access to the internet in some way (at home, school, work etc) and 80% have access to a smartphone in some way.

 

Compared to 2014

   A higher proportion of residents who are renting feel that house prices are too high (57% in 2017 vs 40% in 2014)

   Fewer residents reported problems obtaining health care at Hawke’s Bay hospital (16% in 2017 vs 23% in 2014)

   More residents said a course had provided them with the training they needed (78% in 2017 vs 71% in 2014)

   Slightly more residents were employed full-time (39% in 2017 vs 33% in 2014)

   Slightly more residents reported an improved quality of life over the previous five years (56% in 2017 vs 51% in 2014).

 

1.3     Issues

There was little change to overall feelings of safety – 94% rated their feeling of safety for themselves and other family members and their possessions as average or better in 2017; also 94% in 2014. However, the percent of residents feeling very or fairly safe declined by almost seven percentage points in 2017 (more people rated their safety as ‘average’ compared to 2014). Lower safety ratings in the 2017 survey point to residents’ concerns about burglary in particular (29%).

 

Levels of overall safety are still high at 94%.

 

1.4     Significance and Consultation

N/A

1.5     Implications

Financial

N/A

Social & Policy

Findings support the focus areas of the Safer Napier programme and service agreements held by Council with community organisations. Key findings will be provided to Safer Napier Strategic Group members.

Risk

N/A

1.6     Options

The options available to Council are as follows:

1.    To receive the Social Monitor 2017 report.

 

 

At the Meeting

In response to questions from councillors, it was clarified that:

   Information from the report is available to other agencies via our public website but is not directly shared.

   No other agencies contribute towards the cost of the report.

   The type of information included in the report is under review. This is because many matters, while interesting as an indicator of shifts in themes for the community, are not within the scope of Council to make changes if required.

It was suggested that the report may only need to be produced triennially as a useful tool for incoming councillors. The statistics reported may also be useful to provide a more balanced picture to issues of debate within the community where the majority may feel differently to submitters through other channels.

 

1.7     Attachments

a       FINAL Napier Social Monitor Report 2017.pdf (Under Separate Cover)  

 

 


NAPIER CITY COUNCIL

Civic Building

231 Hastings Street, Napier

Phone:  (06) 835 7579

www.napier.govt.nz

 

 

 

Māori Consultative Committee

 

 

Open

MINUTES

 

 

Meeting Date:

Wednesday 10 May 2017

Time:

3pm-4pm

Venue:

Main Committee Room
3rd floor Civic Building
231 Hastings Street
Napier

 

 

Present:

Piri Prentice (in the Chair), Cr Api Tapine, Tiwana Aranui

In Attendance:

Mayor Dalton, Chief Executive, Director Community Services, Director City Infrastructure, Manager Community Strategies, Maori Engagement, MTG Hawke’s Bay, Cr Maxine Boag

Administration:

Governance Team

 

 

 


Maori Consultative Committee09 August 2017 Open Agenda

 

KARAKIA

Apologies

Apologies

MĀori Consultative Committee's Recommendation

Councillors Tapine / Prentice

That the Committee:

 

Accept the apology from Liz Ratima and George Reti

Accept the apology from Tiwana Aranui for lateness.

CARRIED

CONFLICTS OF INTEREST

Nil

Public forum

Nil

Announcements by the Chairperson

The Chair presented his completed Register of Interests form and noted that other members of the committee should be presented with their forms to complete. 

 

In response to the Chair’s concern on a proposal for a sinking trawler to be positioned in the reef for the use of diving, it was clarified that:

-       Any consents of this nature do not fall under Napier City Council’s purview, but are likely to fall under Hawke’s Bay Regional Council.

-       The Mayor shares similar concerns including of retaining cleanliness of the dive site.

-       Cr. Tapine as a newly appointed member on the Hawke’s Bay Regional Council planning committee will find out more about the consent and report back to the Committee.

 

Announcements by the Management

Quorum

The Mayor noted that it was often difficult to achieve quorum with the current number of members on this committee and proposed that appointing a further member may help address this. Cr Tapine advised that he anticipated that the process of reviewing the Terms of Reference of the committee, with the requisite consultation involved, may well bring the committee to the attention of more whanau and spark renewed interest in participation. It was also suggested that the meeting time could be adjusted to better meet the needs of the committee members; 3pm could be difficult to navigate with work and other commitments.

 

Tiwana Aranui joined the meeting at 3.15pm

 

Cemetery Hours

The Director City Infrastructure responded to a query regarding the cemetery operating hours that had been raised at the previous meeting.

The cemetery is open 8am – 4pm Monday to Friday, and 8am-12noon on Saturdays. It is not open on Sundays or public holidays. Burials outside of these times may take place by arrangement with the Sexton, however this will incur extra charges to cover the costs of providing the services.

It was noted that Saturdays and public holidays are particularly difficult for whanau, as the practices appropriate to a tangi take some time.

 

The Director City Infrastructure noted that no extra charges are incurred for bookings that have been made for times within normal cemetery hours and happen to take longer than the usual hours, or where parties are late as long as they arrive within the opening hours.

 

The Director will email the current cemetery hours and charges to the Committee.

 

It was agreed that the Chair and Tiwana Aranui would confirm the specific issues (for example, weighing up the costs to the marae of hosting mourners for a longer period of time compared with the extra costs of a burial out of ordinary hours).

 

Confirmation of Minutes

Councillor Tapine / Mayor Dalton

That the Minutes of the meeting held on 29 March 2017 were taken as a true and accurate record of the meeting.

CARRIED

 

 

New Items for MĀori Consultative Committee

1.      Update on proposed process for reviewing the Terms of Reference of the  MĀori Consultative Committee

Type of Report:

Information

Legal Reference:

Local Government Act 2002

Document ID:

352298

Reporting Officer/s & Unit:

Jane McLoughlin, Team Leader Governance

 

1.1     Purpose of Report

To review the notes from the Terms of Reference (‘TOR’) intersessional meeting and agree the next steps and time frame for the TOR.

 

At the Meeting

Cr Tapine advised that research has been undertaken into the processes that other similar organisations have been through to review their own TOR.

It is anticipated that the process of reviewing the TOR will contribute in its own right to building engagement and creating new or greater interest in participating in and with this Committee.

Representatives from Wairoa District Council have agreed to meet with this Committee to go through their own recent experiences with their equivalent Committee and renewing its TOR.

 

 

MĀori Consultative Committee's Recommendation

Mayor Dalton / Tiwana Aranui

The Committee:

a.       Discuss the proposed Terms of Reference for reviewing the Māori Consultative Committee. 

b.       Agree to the proposed Terms of Reference for reviewing the Māori Consultative committee, including the proposed timeframe.     

c.       Note the invitation by Wairoa’s Standing Committee to speak to the Committee about the changes they have implemented and lessons learnt.

 

CARRIED

 

 

REPORTS FROM STANDING COMMITTEES

 

 

MĀORI CONSULTATIVE COMMITTEE RECOMMENDATION

 

T Aranui / Mayor Dalton

 

That the Māori Consultative Recommendations arising from the discussion of the Committee reports, be submitted to the Council meeting for consideration.

CARRIED

 

 

 

Reports from Strategy and Infrastructure Committee
held 19 April 2017

 

1.      Park Island Master Plan Review

Type of Report:

Legal and Operational

Legal Reference:

Resource Management Act 1991

Document ID:

347334

Reporting Officer/s & Unit:

Antoinette  Campbell, Director Community Services

 

1.1     Purpose of Report

To outline the process undertaken in reviewing the 2013 Park Island Master Plan and provide the updated Park Island Master Plan 2016 for Council’s consideration.

 

 

 

At the Māori Consultative Committee meeting

The Director Community Services advised that the Park Island Master Plan was reviewed in 2016 and the updated document taken to the recent Strategy and Infrastructure Committee meeting. Multiple new artificial turfs are proposed, along with increased lighting, which will improve the longevity of the fields and increase the times of day available for training.  There will also be an overall increase in the amount of sports space.

Since that meeting further updates have been made following new information from the Hawke’s Bay Rugby Union regarding the structure and layout of their fields and club building.

 

MĀori Consultative Committee's Recommendation

Councillor Tapine / Tiwana Aranui

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Brosnan / Councillor Hague

That Council

     a.      Adopt the Park Island Master Plan 2016 and

b.       That a District Plan Change is initiated to rezone Park Island’s Northern Sports Hub to meet the Master Plan objectives.

CARRIED

 

 

2.      McLean Park Re-turf Project

Type of Report:

Operational and Procedural

Legal Reference:

Enter Legal Reference

Document ID:

348170

Reporting Officer/s & Unit:

Debra Stewart, Team Leader Parks, Reserves, Sportsgrounds

 

2.1     Purpose of Report

The purpose of this report is to update Council on the Mclean Park Re-turf Project and seek approval for an additional $330,000 to be transferred from the Sportsground Renewal fund to enable the hybrid turf to be secured this (2016/17) financial year.

 

 

At the Māori Consultative Committee meeting

The Director City Infrastructure provided a brief overview of the status of the McLean Park re-turfing project and associated works.

 

MĀori Consultative Committee's Recommendation

Councillor Tapine / Tiwana Aranui

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

 

 

 

Committee's Recommendation

Councillors Jeffery / Wise

That Council:

a.       receive the report titled McLean Park Re-Turf Project.

b.       approve an additional $330,000 to be transferred to the McLean Park Re-turf Project from the Sportsground Renewal fund to be spent in the 2016/2017 financial year.

CARRIED

 

 

3.      Ground lease - Hawke's Bay Speedway Club Incorporated

Type of Report:

Legal

Legal Reference:

Reserves Act 1977

Document ID:

347418

Reporting Officer/s & Unit:

Bryan  Faulknor, Manager Property 

 

3.1     Purpose of Report

To obtain Council approval to grant a new ground lease to the Hawke’s Bay Speedway Club Incorporated for the land occupied by the Club’s racetrack and buildings at Papakura Domain for a term of ten years with one ten year right of renewal.

 

 

At the Māori Consultative Committee meeting

No discussion was had on this item.

MĀori Consultative Committee's Recommendation

Councillor Tapine / Tiwana Aranui

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Brosnan / Councillor McGrath

That Council

a.       Grant a new ground lease to the Hawke’s Bay Speedway Club Incorporated for the land occupied by the Club’s racetrack and buildings at Papakura Domain for a term of ten years with one ten year right of renewal; and

b.       That the terms and conditions of the lease will be as per Council’s standard terms for leases on Reserve land to community groups.

 

CARRIED

 

 

4.      Ground lease - hawke's bay seafarers welfare society incorporated

Type of Report:

Legal

Legal Reference:

Reserves Act 1977

Document ID:

347419

Reporting Officer/s & Unit:

Bryan  Faulknor, Manager Property 

 

4.1     Purpose of Report

To obtain Council approval to grant a new ground lease to the Hawke’s Bay Seafarers Welfare Society Incorporated, for the land occupied by the Seafarers Centre on Marine Parade, for a term of 15 years with one fifteen year right of renewal.

 

 

At the Māori Consultative Committee meeting

No discussion was had on this item.

MĀori Consultative Committee's Recommendation

Councillor Tapine / Tiwana Aranui

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Brosnan / Councillor Wise

That Council

a.       Grant a new ground lease to the Hawke’s Bay Seafarers Society Incorporated, for the land occupied by the Seafarers Centre on Marine Parade, for a term of 15 years  with one 15 year right of renewal; and

b.       That the terms and conditions of the lease will be as per Council’s standard terms for leases on Reserve land to community groups.

CARRIED

 

 

5.      Omarunui Refuse Landfill Joint Committee Minutes, 17 March 2017

Type of Report:

Information

Legal Reference:

Local Government Act 2002

Document ID:

347158

Reporting Officer/s & Unit:

Jon  Kingsford, Director Infrastructure Services

 

5.1     Purpose of Report

To provide key points of interest and a copy of the minutes from the Omarunui Refuse Landfill Joint Committee meeting held on 17 March 2017.

 

 

At the Māori Consultative Committee meeting

No discussion was had on this item.

MĀori Consultative Committee's Recommendation

Councillor Tapine / Tiwana Aranui

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Wise / Councillor White

That Council:

a.       receive the minutes from the Omarunui Refuse Landfill Joint Committee held on 17 March 2017.

 

CARRIED

 

 

Reports from Regulatory Committee
held 19 April 2017

 

1.      Adoption of the 2016 Review of the Heretaunga Plains Urban Development Strategy

Type of Report:

Enter Significance of Report

Legal Reference:

Enter Legal Reference

Document ID:

344792

Reporting Officer/s & Unit:

Dean Moriarity, Team Leader Policy Planning

 

1.1     Purpose of Report

The purpose of this report is for the Council to adopt the 2016 Review of the Heretaunga Plains Urban Development Strategy (HPUDS2016).

 

At the Māori Consultative Committee meeting

Mayor Dalton provided a brief overview of the intentions of the HPUD strategy.

MĀori Consultative Committee's Recommendation

Mayor Dalton / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillors Jeffery / White

That Council:

a.       receives and notes the HPUDS Implementation Working Groups Hearing meeting record and the recommendation reports

b.       adopts the Review of the Heretaunga Plains Urban Development Strategy (HPUDS2016) in accordance with the Joint Working Group’s recommendations on submissions, as set out in the appendices attached to this report, as the regional strategy to direct urban development from 2015 to 2045.

c.       appoints Councillor White as the second elected member (in addition to Councillor Jeffery) on the Implementation Working Group of HPUDS to represent Napier City Council’s interest.

d.       approves the Terms of Reference for the Heretaunga Plains Urban Development Strategy Implementation Working Group for the 2016-19 Triennium, conditional on the other two partner councils (Hawkes Bay regional Council and Hastings District Council) also agreeing to the same Terms of Reference.

 

CARRIED

 

 

2.      Freedom Camping Working Group Update

Type of Report:

Procedural

Legal Reference:

N/A

Document ID:

347883

Reporting Officer/s & Unit:

Kim Anstey, Planner Policy/Analyst

Paulina Wilhelm, Manager City Development

 

2.1     Purpose of Report

The purpose of this report is update Council on the progress of the Freedom Camping Working Group and present the terms of reference (ToR) that the group have adopted.

 

 

At the Māori Consultative Committee meeting

Cr Tapine provided a short update on the status of the Freedom Camping Working Party.

MĀori Consultative Committee's Recommendation

Mayor Dalton / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillors White / Wise

That Council

a.       Approve the Freedom Camping Working Group Terms of Reference.

 

CARRIED

 

 

 

 

3.      Street Naming - Te Awa Estate

Type of Report:

Procedural

Legal Reference:

N/A

Document ID:

347705

Reporting Officer/s & Unit:

Paul O'Shaughnessy, Team Leader Resource Consents

 

3.1     Purpose of Report

The purpose of this report is obtain Council approval for three new street names within stages X, XI, XII and XIII of the Te Awa Estates residential subdivision

 

 

At the Māori Consultative Committee meeting

The Mayor advised that it had been noted by councilors that there were no local rivers in the three proposed names. The list that the names were chosen from has already been carefully researched and brought to both Council and this Committee some years ago. It was also noted that many local rivers have already been recognised in existing street names and duplication was important to avoid, particularly for emergency services.

 

MĀori Consultative Committee's Recommendation

Mayor Dalton / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Mayor Dalton / Councillor White

That the Council

a.       Approve three new streets within the Te Awa Estates subdivision (consent plan 09067 approved in August 2010) as follows:

Road 3 (stages XI and XII) - Hurunui Drive

Road 12 (stage X) - Kaituna Place

Road 11 (stage XIII) - Arrow Place

 

CARRIED

 

 


 

Reports from Finance Committee
held 3 May 2017

 

1.      HB LASS Limited - Draft Statement of Intent

Type of Report:

Operational and Procedural

Legal Reference:

Local Government Act 2002

Reporting Officer/s & Unit:

Adele  Henderson, Director Corporate Services

 

11.1   Purpose of Report

To provide the draft Statement of Intent 2017/18 for Hawke’s Bay Local Authority Shared Services Limited (HB LASS Ltd) to Council for its consideration as part of the reporting requirements for council-controlled organisations.    

 

 

At the Māori Consultative Committee meeting

The Chief Executive provided a brief update on HBLASS and the draft Statement of Intent.

MĀori Consultative Committee's Recommendation

Tiwana Aranui / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Hague / Councillor Jeffery

That Council:

a.   Receive the Draft Statement of Intent for 2017/18 for HB LASS Limited (HB LASS Ltd) and provide any feedback to the HB LASS board by 31 May 2017.

 

CARRIED

 

 

2.      Quarterly Report to 31 March 2017

Type of Report:

Operational

Legal Reference:

Local Government Act 2002

Document ID:

347953

Reporting Officer/s & Unit:

Mary  Quinn, Senior Management Accountant

Caroline Thomson, Chief Financial Officer

 

2.1     Purpose of Report

To consider the Quarterly Report on performance by Activity Group for the period 1 January 2017 to 31 March 2017 and the Health and Safety Report to March 2017.

 

 

 

 

 

 

At the Māori Consultative Committee meeting

The Chief Executive provided a brief overview of the report from the third quarter, noting that a surplus had been returned due to greater tourist revenue than forecast.

MĀori Consultative Committee's Recommendation

Tiwana Aranui / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillor Taylor / Councillor Hague

That Council:

a.       Receive the Quarterly Report for the period 1 January 2017 to 31 March 2017.

b.       Receive the Health and Safety Report to March 2017.

 

CARRIED

 

3.      Joint Waste Futures Project Committee - Terms of Reference

Type of Report:

Procedural

Legal Reference:

Local Government Act 2002

Document ID:

349973

Reporting Officer/s & Unit:

Deborah Smith, Governance Advisor

 

3.1     Purpose of Report

The purpose of this report is to obtain approval from Council for the amended Terms of Reference (ToR) for the Joint Waste Futures Project Steering Committee.

 

 

At the Māori Consultative Committee meeting

It was noted that a large amount of work is going into waste minimisation and there has been a significant reduction in waste tonnage over the year.

MĀori Consultative Committee's Recommendation

Tiwana Aranui / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

 

 

 

 

 

 

 

Committee's Recommendation

Councillors Dallimore / Tapine

That Council

a.       Approve the updated Terms of Reference for the Joint Waste Futures Project Steering Committee.

b.       Appoint Cr Brosnan as the third Napier City Council representative to the Committee.

CARRIED

 

4.      Hawke's Bay Crematorium Committee - Minutes of Meeting 10 April 2017

Type of Report:

Information

Legal Reference:

Local Government Act 2002

Document ID:

350013

Reporting Officer/s & Unit:

Deborah Smith, Governance Advisor

 

4.1     Purpose of Report

To provide the minutes from the Hawke’s Bay Crematorium Committee to Council.

 

 

At the Māori Consultative Committee meeting

No discussion was had on this item.

MĀori Consultative Committee's Recommendation

Tiwana Aranui / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillors Taylor / McGrath

That Council

a.       Receive the draft minutes of the Hawke’s Bay Crematorium Committee from the meeting on 10 April 2017

CARRIED

 

 


 

 

5.      Coastal Hazards Joint Committee - draft minutes 28 February 2017

Type of Report:

Procedural

Legal Reference:

Local Government Act 2002

Document ID:

350014

Reporting Officer/s & Unit:

Deborah Smith, Governance Advisor

 

5.1     Purpose of Report

To provide Council with the draft minutes from the meeting of the Coastal Hazards Joint committee on 28 February 2017.

 

 

At the Māori Consultative Committee meeting

No discussion was had on this item.

MĀori Consultative Committee's Recommendation

Tiwana Aranui / Councillor Tapine

That the Council resolve that the Committee’s recommendation be adopted.

CARRIED

Committee's Recommendation

Councillors Dallimore / Jeffery

That Council

a.       Receive the draft minutes from the Coastal Hazards Joint Committee meeting held on 28 February 2017.

CARRIED

 

 

 A brief round table korero was held where attendees noted pieces of work that are currently key within their own spheres.

 

The meeting closed at 4pm.

 

 

APPROVED AND ADOPTED AS A TRUE AND ACCURATE RECORD OF THE MEETING

 

 

 

 

CHAIRPERSON:_____________________________

 

DATE OF APPROVAL:____________________

 

 

 



[1] Note: The Governance Board does not report to the Matatiki Forum but is responsible for regular communication updates and liaison.

[2] This figure represents a funding shortfall (differential between current state and the proposed structure). Assumptions include additional council funding (11.5k), MBIE funding (40.0K) and TBA  (38.0k).