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Minutes of a meeting of the Whanganui District Council Property and Community Services Committee held at 1.00pm on Tuesday 14 February 2017 in the Council Chambers, 101 Guyton Street, Whanganui.

Present: Cr Helen Craig (Chair), Mayor Hamish McDouall, Crs Jenny Duncan,

Josh Chandulal-Mackay, Charlie Anderson, Philippa Baker-Hogan, Murray Cleveland, Kate Joblin, Hadleigh Reid, Alan Taylor, Rob Vinsen and Graeme Young.

In attendance: Leighton Toy (General Manager – Property), Bryan Nicholson (General Manager – Operations), Charlotte Almond (General Manager – Strategy), Greg Anderson (Director – Sarjeant Gallery), Stuart Hylton (Waste Management and Minimisation Advisor), Jo Meiklejohn (Business Improvement Analyst), Lyn Cheyne (Promotions and Marketing Manager). Secretary: Therese Zimmerman (Governance Services Officer).

Guest: Ms Doreen Hardy (Mainstreet Whanganui)

1. Apologies

An apology was accepted from Cr Cleveland for early departure.

2. Minutes of Previous Meeting

As this was the first meeting of a new committee, there were no minutes to confirm.

3. Actions Arising from Previous Minutes

As this was the first meeting of a new committee, there were no actions arising.

4. Property and Community Services Committee Terms of Reference

“Executive summary

This is an opportunity for the Chair and Committee members to note the Property and Community Services Committee’s Terms of Reference adopted by the Council at its meeting held on 5 December 2016.

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Background

The Local Government Act, section 41A, provides powers for the Mayor to determine the number of committees, their terms of reference, and to appoint committee chairs. The Council, at its meeting held 5 December 2016, adopted Terms of Reference for the Property and Community Services Committee as proposed by the Mayor. The Terms of Reference are:

To monitor acquisition or sale or lease of properties owned by the Council or any endowment properties.

To discuss and make recommendations to Council on: o Cultural facilities, activity and events. o Parks, sporting and recreational activities and facilities. o Waste minimisation activity. o Emergency Management (Civil Defence) matters. o Customer service related matters.

To monitor the progress and implementation of key strategic projects including: o Town Centre Regeneration. o Castlecliff Rejuvenation.

Key issues Nil

Next Steps Not applicable”

Discussion

The Committee agreed that the Sarjeant Gallery Redevelopment should be included as a key strategic project under the Terms of Reference.

Committee’s Resolution Proposed by Cr Craig, seconded by Cr Duncan:

4.1 THAT the Property and Community Services Committee Terms of Reference are noted.

CARRIED

Significance of decision – In terms of the Significance and Engagement Policy 2014, the decision is not significant.

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5. Sarjeant Gallery Redevelopment Project Update

Greg Anderson, Director, Sarjeant Gallery, reported:

“Executive summary

The purpose of this report is to update the Council on the progress of the Sarjeant Gallery Te Whare o Rehua Whanganui Redevelopment Project.

Background

The Sarjeant Gallery Te Whare o Rehua Whanganui has been an institution of national importance since its opening in September 1919. It is one of New Zealand’s most important heritage buildings but is earthquake-prone, rated at only 5% of the current New Building Standard. The Gallery’s art collection is also of national importance, with some 8,000 works ranging from 16th Century European pieces to modern New Zealand art works in the care of the Council’s curatorial staff. We are fortunate to have such a nationally-recognised art institution within our community. It acts as a catalyst for future economic growth and firmly anchors our arts reputation. 10-Year Plan 2015 –2025 Consultation Document, p12 In 2010, then Arts Minister, Chris Finlayson expressed strong support for the development of a capital programme of works to protect the building and to ensure the safety of the public, staff and the collections. The Council considered its options and resolved the following:

In October 2011, the Council resolved to submit an application to the Ministry for the Culture and Heritage Regional Museums Fund for Capital Construction Projects for $10M towards the costs of the redevelopment. o Completed: The application was submitted in May 2012. The Government

funding of $10M is required to be matched by other fundraising.

In December 2013, the Council resolved to undertake the developed design stage of the project at a cost of up to $1M, and to apply for Resource Consent for the Gallery redevelopment. o Completed: Resource consent was granted on 25 August 2014. o Completed: Developed design was completed in June 2014. The estimated total

cost of the redevelopment (including expenditure already incurred, contractor’s margin, consultant fees and contingency) was $32.4M.

An updated report from quantity surveyors Rider Levett Bucknall indicates that the estimated project cost is now $34.985 million.

Fundraising

By 7 July 2016 the fundraising programme had met the $10 million match funding target set by the Ministry for Culture & Heritage’s Regional Culture & Heritage Fund.

On 20 July 2016 a pledge of $600,000 towards the Redevelopment Project was received from Powerco Wanganui Trust.

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On 4 November 2016 the Redevelopment received a further $800,000 awarded by the Lottery Grants Board Environment and Heritage fund.

On 24 November 2016 Regional Culture & Heritage Fund formally committed $10 million towards the Redevelopment Project, conditional on all remaining funds being raised by 20 December 2017.

Total pledged and cash fundraising to date, including contributions from Whanganui District Council and the Regional Culture & Heritage Fund, stands at approximately $25.8 million (exclusive of a bequest of $1 million).

The Sarjeant Gallery Trust requires to raise approximately $9 million but will continue to pursue a sum greater than that in potential donations before December of 2017.

Fundraising Summary Source Amount

Secured Ministry for Culture & Heritage 10,000,000

Whanganui District Council 5,000,000

Lottery Grant Board 800,000

Community trusts 1,825,000

Private trusts 3,350,000

Individual philanthropy 4,430,000

Community fundraising (Stars and Business partners) 340,000

Total secured 25,745,000

To be raised Lottery Grants Board (Significant Projects Fund) 6,000,000

Individual & corporate philanthropy 2,080,000

Community fundraising 160,000

Total to be raised 8,240,000

Other funds Bequests 1,000,000

Total project cost 34,985,000

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Financial considerations

The following points should be noted:

o The Council has allocated a further $4 million towards seismic

strengthening of the Gallery in the 2015-2025 Ten Year Plan.

o Council has also allocated: $105,000 2015/2016; $95,000 2016/2017;

$80,000 2018/2019; $110,000 2019/2020 to support fundraising efforts

and prepare for re-opening events.

o The Regional Culture & Heritage Grant of $10 million, announced on 24

November 2017 is a time-limited offer expiring 5.00 pm 20 December

2017; and is subject to the conditions noted in the appended letter from

the Minister for Culture and Heritage.

Key issues

Identifying a provider to develop a procurement plan to illustrate final costs for the Sarjeant Gallery Redevelopment Project.

Next Steps

In order to obtain final costs for the project beyond the updated Rider Levett Bucknell QS report received in September 2016, it is necessary to commission a procurement plan. At the recommendation of Mark Hughes General Manager Infrastructure, staff will make contact with two potential providers and obtain a quotation for service.

• Once achieved, a report will be provided by the preferred company with the services they offer and associated costs.

• When retained, they will generate a report based on existing information provided by Rider Levett Bucknell and will deliver project costs in accordance with further decisions made such as the level of finish the building requires.

• As noted above, the current building estimate is $34.985 million of which approximately $17million is attributable to the redevelopment of the existing building.

• Staff will bring a paper back to Council once a provider has been shortlisted and their costs for services obtained

• Not until then will Council be asked to consider commissioning the procurement plan, thereby moving the Redevelopment Project to its final phase before making a decision about the process of retaining a principal contractor.

Legal compliance

Not applicable. Policy implications

The Sarjeant Gallery Te Whare o Rehua Whanganui is a core service as defined in the LGA 2002 s11A(e).

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Risks

Not applicable.

Significance In terms of the Significance and Engagement Policy, the recommended decision is not significant. Engagement Not applicable. Assessment of options Not applicable. Conclusion

This information is for noting only.”

Reference A Letter from Hon. Maggie Barry, Minister for Arts, Culture and Heritage.

Discussion It was clarified that the procurement plan will outline the options, details, costs and timelines for moving the redevelopment project from where it is now to the next construction phase. The request for procurement plan quotations has been by invitation-only because there are a limited number of reputable companies capable of delivering this service. A summary of the procurement proposals will be provided to Council by mid-year. Mr Anderson confirmed that the target date for re-opening the gallery is either 2019, or as may now be more likely, 2020. He also advised that the primary reason for the increase in total project costs from $32.4M to $34.985M is increased cost in the consultancy portion of the project. The scope of the project itself has not changed. It was agreed that a possible change of Government should not put the project at risk. To date, it has had the support of both major parties. It was also agreed that the Committee should be kept up to date on any changes to the expected operating expenditure (OPEX) for the project and that all previous documentation on the project (including an earlier report on OPEX) should be made available on the Councillors’ Lounge. ACTION: Greg Anderson/Governance. Mr Anderson was thanked for his report.

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Committee’s Resolution Proposed by Cr Taylor, seconded by Cr Cleveland

5.1 THAT the information is noted. CARRIED

6. Waste Management and Minimisation Working Party Report

Stuart Hylton, Waste Management and Minimisation Advisor, reports:

“Introduction The purpose of this report is to update the Committee on the activities of the Waste Management and Minimisation Working Party (WMMWP) and to consider recommendations from the WMMWP meeting held on 21st December 2016.

Background The WMMWP was set up during the last term of Council to oversee the Waste Management and Minimisation activity and generally give effect to Council’s Waste Management and Minimisation Plan 2015(WMMP).

The WMMWP is chaired by Cr Rob Vinsen and currently has a membership of Cr Josh

Chandulal-Mackay, Cr Alan Taylor, Cr Hadleigh Reid, Cr Philippa Baker-Hogan, Cr

Charlie Anderson and Community Board Member Michael Dick.

The WMMWP had its first meeting of this term on 21 December 2016 where the terms of reference were reviewed and confirmed as –

To investigate and keep abreast of waste management and minimisation and

issues and initiatives.

To monitor and develop initiatives to progress the Council’s Waste Management

and Minimisation Plan.

To administer the Council’s Waste Minimisation Fund including delegated

authority to determine applications.

To report minutes and key issues to Council’s Property and Community Services

Committee.

To receive, discuss and recommend ‘sustainability’ matters for Council

consideration.

It is intended that the minutes from the WMMWP meetings will be referred through this Committee for noting together with any recommendations.

Significance of decision – In terms of the Significance and Engagement Policy 2014, the decision is not significant.

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Waste Minimisation Fund A key role of the WMMWP is to hear and determine applications to Council’s Waste Minimisation Fund.

Council’s Waste Minimisation Fund came about following the passing of the Waste Management and Minimisation Act 2008 (WMA) which initiated a $10 per tonne levy on all waste entering landfills in NZ. This levy which is paid to and administered by the Ministry for the Environment, is to be used to address waste minimisation issues across the country. Levy monies are distributed by the Ministry for the Environment (MfE), with 50% going to a nationally contested waste minimisation fund with the remaining 50% going to Territorial Authorities on a pro rata per capita basis. Territorial Authorities receive their share of the levy quarterly and it amounts to approximately $140,000 per annum for Whanganui District Council. This levy must be spent to promote effective and efficient waste minimisation and management within our district in accordance with Council’s WMMP and within specific requirements under the WMA. Council reports annually to the Ministry for the Environment (MfE) on how it spends its funding and these reports are audited every two to three years.

The waste levy fund held by Council is ‘ring fenced’ within a special account to ensure it is used solely for waste minimisation initiatives with any unspent money accumulating within the fund. To assist with local waste minimisation initiatives Council introduced its own Waste Minimisation Fund which is administered within the confines of an associated policy. The fund allocates an undisclosed amount of Council’s levy funding to projects and initiatives that further our waste minimisation ideals. This includes seed funding, feasibility plans, business plans and capital spending. All successful applications determined by the WMWP must align with our WMMP and are administered through a contract with specific deliverables.

Working Party Minutes Minutes from the WMMWP meeting held on 21 December 2016 are tabled. Attachment “B”. Key matters discussed at the meeting included -

WMMWP Terms of Reference Review

Activity Overview

Waste Fund – MfE and WDC

Waste Levy Fund Application – Whanganui Resource Recovery Centre Trust

Waste Management and Minimisation Plan 2015

Proposed Satellite Recycling Stations

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Two matters that were recommended for further Committee/Council consideration were:

1. Waste Minimisation Plan (Services) for Events in Public Places: Council’s

Waste Management Plan 2015 states that Council needs to be leading the way

with event recycling by ensuring event organisers using public places or public

money, are made to submit and operate a waste minimisation plan during

their event. Currently event organisers are encouraged to offer recycling

services during events, with varying success. Events that receive Council

funding or a licence to use a public place, allows Council the ability to set

appropriate conditions.

The WMMWP recommended that all events receiving Council funding or

requiring a licence to use a public place, be required to submit and operate an

approved waste minimisation plan for the event. Council and the Whanganui

Resource Recovery Centre have developed a number of free resources to

assist organisers to operate zero waste events.

If this recommendation is passed, all events that apply for either Council

funding or Council ‘licence to occupy’, will be required to supply an event

waste minimisation plan. Once approved a condition is placed on the funding

grant or licence to use, to ensure event organisers implement an approved

waste minimisation plan.

2. Proposed Satellite Recycling Stations

Council’s Waste Management Plan 2015 also discusses the possibility of

developing Satellite Recycling Stations (SRS’s) for Whanganui. Whanganui has

an excellent Resource Recovery Centre (mothership) with established

processes and outlets for all the recycling products dropped off by the public.

It’s centrally located.

The opportunity now exits to broaden the drop off recycling centre concept

through satellite recycling stations to wider areas of the District in an effort to

encourage more people to recycle due to close proximity of the service. This is

an increased service level for those parts of the District that may receive a

satellite recycling station.

Depending on costs and logistics the initial concept is to supply a SRS in both

Castlecliff and Whanganui East. Additionally rural settlements are potential

sites for SRS with the River Road and Mowhanau Village being mentioned for

SRS consideration.

Planning for SRS’s needs careful consideration around placement,

functionality, servicing, ownership, funding and equity of service.

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A satellite recycling station will have some upfront capital costs to start with.

Depending on centre design, the capital costs to establish a satellite recycling

station would be in the region of $5k - $20k each. Council’s waste levy fund is

likely to cover new capital waste minimisation projects such as this.

There are also operational costs which will largely be servicing costs. This will

generally depend on the number of times a recycling centre has to be

serviced. Depending on frequency of servicing and complexity of service, the

operational costs could be anything from $10k to $30k/annum per SRS.

Operational costs will be a rate funded cost.

These matters are being worked through with the suggestion financial provision is made within the 2017/18 draft annual plan.

The WMMWP were generally supportive of the SRS concept with operational aspects still to be worked through. Members liked a Raetihi model on the grounds of aesthetics.

Community Board member Michael Dick discussed communications he had had with his community at Mowhanau around getting a SRS. This would be a non-public drop off facility overseen by local residents.

The WMMWP recommended that financial provision is made within the 2017/18 Draft Annual Plan for Satellite Recycling Stations operational costs.

Strategic context The guiding principles for this activity are driven by Council’s Waste Management and Minimisation Plan 2015. This Plan advocates for increasing waste minimisation services including event recycling services and satellite recycling stations. These services and associated costs need to be considered against Council’s other strategic initiatives, goals and budgets.

Factors to consider

Financial considerations Historically Council has only been involved in waste management and minimisation services where market provision fails. Whilst this limits the imposition on rates it does mean the community often pays more for user pays waste services.

Key to developing further waste minimisation services for Whanganui will be the judicious use of Council’s portion of the national landfill levy fees it receives. These levies, approximately $140k per annum, are dispensed to Council to be used towards waste minimisation initiatives identified within its Waste Management and Minimisation Plan.

The recommendation in relation to Satellite Recycling Stations will impose rate increases to cover their operational costs.

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Legal compliance

Council’s statutory compliance for this activity is governed by the Waste Minimisation Act 2008 which specifies that territorial authorities must promote effective and efficient waste management and minimisation within its district in accordance with its developed Waste Management and Minimisation Plan 2015.

Policy implications The issues and services discussed in this report are in compliance with Council’s Waste Management and Minimisation Plan 2015.

Risks There are no obvious potential strategic or operational risks associated with the recommendations contained within this item. Significance In terms of the Significance and Engagement Policy, the recommended decision is not significant.

Engagement To date all necessary internal/external stakeholders have been communicated with. Further consultation will be required once sites for satellite recycling stations are considered. The request to include funding within the 2017/18 Draft Annual Plan will result in the request proceeding through the annual planning process including consultative processes.

Assessment of options There are two matters for decision in this item. That Council requires all events receiving Council funding or requiring a licence to use a public place, to submit and operate an approved waste minimisation plan for the event.

The other option is to continue with voluntary encouragement for event recycling. This has worked with mixed success resulting in the view that for the best results event organisers need a ‘carrot and stick’ approach to achieve the desired outcome. With this recommendation Council will be supplying event organisers with the resources and equipment to complete a waste minimisation plan and have it implemented. Failure to do so will compromise the events funding grant from Council and/or compromise their future ability to obtain a licence to use the public space.

That financial provision of $30,000 is made within the 2017/18 Draft Annual Plan for Satellite Recycling Stations operational costs.

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Another option would be to make no provision for this in the draft annual plan, in which case organisations with an interest including the Waste Minimisation Working Party could still make written and oral submission to the annual plan process for Council’s further consideration. If Council is serious about waste minimisation through these activities then this is probably best signalled through early inclusion in the draft plan. Conclusion The WMMWP is set up to oversee Council’s Waste Management and Minimisation activity and generally give effect to Council’s Waste Management Plan. The minutes from the WMMWP’s first meeting of the term are attached for the Committee’s/Council’s information.

Two matters with recommendations are presented for the Committee to consider. Those matters are –

the consideration of compulsory Waste Minimisation Plans (Services) for Events receiving Council funding or in Public Places and

the inclusion of $30,000 opex funding within the proposed 2017/18 draft annual plan for Satellite Recycling Stations.”

Reference

B Minutes from the WMMWP meeting held on 21st December 2016 Discussion

Cr Vinsen, Chair of the WMMWP, and Stuart Hylton, Waste Management and Minimisation Advisor, spoke to the report. Cr Vinsen advised that the Working Party’s second recommendation, to include $30,000 OPEX funding within the proposed 2017/18 Draft Annual Plan, had been withdrawn. They were now investigating a one-year pilot scheme for the Satellite Recycling Stations, with OPEX to be funded from the waste levy. It was confirmed that delegated authority to determine applications to the waste levy fund rested with the Council until such time as the Waste Levy Fund Policy 2014 was reviewed or revoked. Some discussion was held on the best locations for the Satellite Recycling Stations, and it was noted that this needs further careful consideration. The Committee agreed there were good opportunities to discuss the issues of both kerbside and satellite recycling in more detail at the Councillors’ Expectations Meeting or as part of the Annual Plan discussions. Concerns about fly-tipping and dumping of rubbish in rural areas were other issues noted. Mr Hylton clarified that help would be available to event organisers if the Working Party’s proposal for compulsory waste minimisation plans was introduced. Assistance would include a pro-forma plan for applicant’s use, personal help with first-time applications and resources such as signage and bins. The Committee agreed it was

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important that regular events held in Council’s own facilities, such as rugby games at Cooks Gardens, also have waste minimisation plans in place. Mr Hylton and Cr Vinsen were thanked for their report.

Committee’s Resolutions Proposed by Cr Craig, seconded by Cr Anderson

6.1 THAT the information is noted.

6.2 THAT the Waste Management and Minimisation Working Party’s minutes from its meeting held on 21 December 2016, are received.

6.3 THAT it is recommended to Council that all events receiving Council funding or requiring a licence to use a public place, be required to submit and operate an approved waste minimisation plan for the event.

CARRIED

ACTION: Stuart Hylton

7. Animal Welfare Centre Update

Jo Meiklejohn, Business Improvement Analyst reports:

“Introduction The purpose of this report is to provide background on the need for a new animal welfare centre, to update Council on the changes to the original Animal Welfare Centre (AWC) proposal, and to obtain confirmation to proceed with the planning process, enabling development costs to be produced and assessed against the current budget.

Significance of decision – In terms of the Significance and Engagement Policy, the decisions are not significant.

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Background

The current pound, located in Ridgway Street, is long past its use by date being built in 1997. Premises are old and dilapidated and Council will be facing significant costs related to maintaining the pound in the next 10 Year Plan. The existing pound does not meet current animal welfare standards set by Ministry of Primary Industries (MPI) and is in breach of our own bylaws, especially noise. Situated in town and sharing a boundary with our closest neighbour, noise nuisance complaints have been an issue. In February 2014, Whanganui pound became the focus of national and international Animal Rights Groups (ARG) due to our method of euthanizing dogs by gas. Whanganui was in the news and all the major papers. The Council’s reputation was attacked on social media and customer service fielded nasty calls and emails. Protests were organised, officers faced threats against themselves and families. Security guards were offered to ensure officer safety. A petition with 66,000 national and international signatories was presented to Council and the change to lethal injection was made. Whanganui pound came to the attention of the Lower North Island ARG’s. It was brought to Council’s attention that it needed to improve the condition of the current pound or seek approval to build a new pound, which would be up to code. Approval was granted July 2015 in the 10-Year Plan for $450,000 across the 2016/17 and 2017/18 years for a new Animal Welfare Centre (AWC). The proposal was based on the use of Council owned land in Castlecliff. The Keeping of Animals, Poultry and Bees Bylaw 2015 escalated the need for a stock pound. As feed dried up horses started being grazed on reserves, in people’s backyards and in playgrounds. Owners who grazed their horses were leaving the droppings behind and the Castlecliff community was primarily affected. Animal Management had not had a stock pound since the mid 1990’s. Until a new AWC site is available, Montgomery Reserve was identified as an interim solution. The lower portion of Montgomery Reserve could be considered as a longer terms solution for short term grazing for larger animals.

An Airport Road location has now been identified as a potential site for the AWC and stock pound.

Site Whanganui District Council has 5,000 square metres available along Airport Road near the wastewater treatment plant. Vehicle entrance could be gained off the road to the wastewater treatment plant. There are currently no services to the site and locals state in the past it has been used as a dump site for construction materials.

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Until we know the site is clear of contaminates and whether a new water pipe is going ahead near the site, we should also investigate alternative sites. As the stock pound at Montgomery Reserve is now available there is no longer need for a stock grazing area as part of the AWC. This could open up opportunities for other sites to be suitable.

Strategic context National and international ARG via social media comment on conditions within territorial authority pounds. Currently Napier City Council is under inspection by the Ministry of Primary Industries for alleged cruelty to animal charges laid by a local ARG. In 2014 Whanganui District Council had a national and international outcry on the euthanizing of dogs by gas, resulting in a 66,000 on-line petition presented to Council. The new AWC will assist with maintaining our reputation, it will also ensure that Health and Safety issues officers and the public face with our current facility will be addressed. Some of these issues are:

No separation of animals from the public.

No exercise yards that dogs can access without being placed on lead or catch poled.

No separation between kennels for dog safety.

Drainage and kennel space not up to code.

Access to aggressive dogs once in kennel space places officers at risk. A new AWC will show Council is committed to providing the community with the services it needs and is not going to create a risk of negativity publicity for the community. It will provide environmental benefits with an opportunity to use smart sensor technology to save on power (night time walkway sensor LED lighting) and water (we have used 5,842 cubic metres in a six month period when cleaning during infectious outbreaks). It will also address health and safety concerns.

Factors to consider

Financial considerations The 2016/17 year has $150,000 allocated towards the AWC, the emphasis has changed from adaptation and additions to a building, to complete site development.

Until 31 December 2016 monies spent and committed was approximately $17,000. The next six months will see Council requesting quotes for the:

Cost to upgrade our current facility to meet welfare codes.

Cost to provide services to Airport Road.

Cost of detailed drawings.

Expenditure will be on:

Airport Road site contamination tests, approximately $5,000.

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It is expected that less than $50,000 (minus officer time) would be spent this year. Any unspent funding from this financial year could be carried over to next financial year.

The 2017/18 budget has $300,000 allocated towards the AWC. It is during this period Council would be looking to begin site works. Once costings have been identified, Council will be in a better position to know the likely overall cost of the project.

Legal compliance The Dog Control Act 1996 gives responsibilities to territorial authorities to provide services under the Act to manage the dog issues within their district. This is a core service to Council. A safety risk analysis has been conducted on the pound and although the majority of hazards have been mitigated there are still outstanding identified hazards that can only be addressed when a new facility has been built.

The current location contravenes Council’s bylaws it breached noise and keeping of animals in the urban area.

Policy implications Council has already resolved that a new Animal Welfare Centre is required, consulted with the community and allocated funds through the 10-Year Plan. Any change to that decision would require community consultation in the next 10-Year Plan process.

Risks

The risks of not proceeding with a new AWC include:

Risks Risk rating

Legal: The Council comes under further scrutiny because the current pound does not meet animal welfare standards. We will continue to not comply with our own bylaws.

Significant

Customer/community: Community satisfaction with Council animal management services decreases.

Moderate

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Economic/financial: Opportunities to realise operational efficiencies will not be available e.g. water and power.

Significant

Environmental: Negative environmental effects on the surrounding environment will continue.

Moderate

Reputation/image/profile: Negative reputational impacts for Whanganui could arise.

Moderate

Political/governance: The Council could lose support from the community from those who wish to see the project proceed.

Moderate

Operational quality: The quality of Council operations will be substandard.

Moderate

Health and Safety: The staff, public and animals will be exposed to health and safety risks.

Moderate

Asset/facility: Expenditure required to bring the current facility up to code.

Significant

Asset/facility: Expenditure increases in keeping current facility operational.

Moderate

The risks associated with proceeding with the project are:

The costs of development and the need for additional funds to complete the project.

Any delays to the construction will increase the cost of building.

Significance This recommended decision is not significant in terms of the Council’s Significance and Engagement Policy. Engagement Community consultation took place through the 10-Year Plan process. Further engagement will take place with key stakeholders as part of the project. Resource

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consent is likely to be required and consultation with affected parties would be required. Officers are discussing with neighbouring local authorities to assess what interest they may have in the use of a welfare coded facilities as many of the other pounds in the region do not meet animal welfare standards and other councils are looking to upgrade. Assessment of options Option 1 – proceed with investigating and costing the facility at the Airport Road site

Benefits Costs

A compliant facility at suitable location. Potential high cost of providing services to the site (unknown).

Facility close to the community for easy access (still within biking distance).

Cost of checking for contaminates ($5,000).

Facility using new technology to minimise operating expenses.

Cost for detailed drawings (est $40,000).

Minimise community concerns of inadequate facilities for animals.

Possible objections from airport users.

Health and Safety concerns can be addressed.

Potential for shared services.

Option 2 – investigate alternative sites

Benefits Cost

A smaller site with closer services could cost less.

No monetary cost but officer time to investigate.

No change in design layout required so no duplication in work.

Potential for shared services.

Option 3 – Upgrade current pound

Benefits Cost

Allocated money can be used to upgrade current pound.

Environmental effects such as noise likely to still be an issue.

Size of site is restrictive.

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Option 4 – Do nothing

Benefits Cost

No capital costs to ratepayer. Environmental effects such as noise likely to still be an issue.

Health and safety risks still exist.

Animal Welfare Standards not met.

Operational costs likely to increase.

Conclusion The need for a new Animal Welfare Centre has not changed. However, it is important that the new Council understands that need and confirms its support for the project to enable further work to proceed. Funding of $450,000 was approved in the 10-Year Plan for a new Animal Welfare Centre that will meet welfare standards, be in a more appropriate location, and address Health and Safety risks. Council-owned land at Airport Road has been identified as a new potential location. Potential contamination and servicing still requires investigation. Concept drawings have been developed and now these need to be costed to identify the likely costs of the development. It is possible that additional funding will be required through the next 10-Year Plan. Alternative options are to continue to investigate other potential sites as well as costing an upgrade to the existing pound. Montgomery Reserve has been developed as a stock pound as well as still being used by the Riding for the Disabled Association’s horses. This opens up opportunities for alternative sites for the new pound as it potentially doesn’t have to cater for stock”.

References C1 Site map C2 Site plan C3 Proposed floor plan

Discussion Jo Meiklejohn, Business Improvement Analyst, advised that, supplemental to her report, the Council had resolved on 13 July 2016 to agree in principle to the relocation of the Animal Welfare Centre to Council-owned land at Airport Road, with a complete concept plan to come back to Council for sign-off. The Committee discussed the proposed Airport Road location, noting the following:

It was acknowledged that dog pounds generate noise and that barking can go on for hours.

Some concern was expressed that the first impression a visitor arriving at Whanganui Airport would get was the sound of barking dogs. This would also affect nearby residents.

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It was noted that noise is expected to be mitigated at the new site by the building design, as well as the reduction in human/dog interactions, cars and other urban distractions.

The concept incorporates landscaping to reduce visual impact from the road.

The location was considered by officers to be a suitable compromise between distance from urban areas and proximity for clients.

Further developed design, including the services of a Quantity Surveyor and architect would take approximately three months and cost approximately $40k.

It was suggested that hard data on the noise issue should be obtained either through testing or via evidence from other sources. It will be part of the resource consent process.

Public private partnership (PPP) for the AWC development, as well as the possibility of outsourcing the whole activity area, were both mentioned. It was noted that PPP was an option that had not been pursued by Council officers to date as it was felt this facility would be a good utilisation of Council land, incurring CAPEX in favour of increased OPEX. Discussions are to be held with regulatory colleagues from Rangitikei and Manawatu District Councils to determine if there is any potential for their use of the centre (on a user-pays basis). It was noted that no final decision could be made on the location until further work has been completed. Additional information would need to come back to the Committee on the costs of development at Airport Road and associated issues such as the use of Montgomery Reserve for larger animals on a longer-term basis. Ms Meiklejohn was thanked for her report.

Committee’s Resolutions Proposed by Cr Craig, seconded by Cr Reid

7.1 THAT the information is noted. CARRIED

Proposed by Cr Craig, seconded by Cr Anderson

7.2 THAT a further report is awaited on the suitability of Airport Road.

CARRIED ACTION: Jo Meiklejohn

Significance of decision – In terms of the Significance and Engagement Policy, the decision is not significant.

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8. Report on Dog Control Policy and Practices under Section 10A Dog Control Act 1996, for 2015/2016 year

Jo Meiklejohn, Business Improvement Analyst, reports:

“Executive summary

The purpose of this report is to present the Dog Control Policy and Practices report for the 2015/16 reporting year for adoption.

Background

The Dog Control Act 1996 under section 10A requires all territorial authorities to report each year to the Secretary for Local Government on dog control policy and practices. This report must be adopted by Council before it can be forwarded.

Key issues

Whanganui has a high number of request for services, wandering dogs are our biggest problem followed by barking dogs. These are known requests as logged by our call centre, not all requests are logged especially if people directly contact officers for assistance. Barking dog requests can be from multiple callers regarding a single instance.

Next Steps Once adopted Whanganui District Council must give public notice of the report”.

Reference D WDC Report on Dog Control Policy and Practices for the 2015/16 reporting year.

Committee’s Resolution Proposed by Cr Craig, seconded by Cr Anderson

8.1 THAT the Dog Control Policy and Practices report 2015/16 is adopted and sent to the Secretary of Local Government.

CARRIED ACTION: Jo Meiklejohn

Significance of decision – In terms of the Significance and Engagement Policy 2014, the decision is not significant.

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9. Financial Grant from Central Government for Dog Neutering

Jo Meiklejohn, Business Improvement Analyst, reports:

“Executive summary

In December 2015 Department of Internal Affairs requested applications from Local Authorities for grants to provide neutering of menacing dogs in their districts. Local Authorities had to prove they had the support of other agencies within their community and that they were able to ensure the information on the free neutering would reach remote communities. Whanganui was successful in obtaining a grant to neuter 250 menacing dogs. This could not have happened if Wanganui’s Vets had not provided a heavily discounted neutering rate and the commitment in the next six months to neuter 250 menacing dogs. The grant was approved late December 2016 and two bitches and two dogs were neutered prior to the New Year. January 2017 has a further six bitches and five dogs neutered and six bitches and three dogs booked in for neutering by the end of the month. An advertising strategy has been organised. For January 2017 officers are using social media and a poster drop to the Whanganui River Road community. Whanganui District Council will also be offering an amnesty to owners of menacing dogs who have never registered their dogs to come forward, and they will get free neutering, registration and microchipping. This will be for a limited period of time towards May/ June 2017.

Background

2017 will see changes made to the Dog Control Act, the Honourable Louise Upston has signalled owners of menacing dogs may need to be licensed and the dogs may also need to be neutered. A pool of $850,000 has been allocated across all Local Authorities for application of grants. Whanganui District Council was successful in obtaining just over $47,000 to go towards neutering and advertising. Administration, any free registration and microchipping cost will be our responsibility, and will be a cost to our current budget.

Key issues

This is an important opportunity for Whanganui District, the impact will not be felt for several years but Council will see a decline in menacing breed/types being registered. In the short term Council will see less puppies of menacing breed/type available on social media for sale or to give away.

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Next Steps

This item was for information only and updates will be provided”.

Committee’s Resolution Proposed by Cr Duncan, seconded by Cr Vinsen

9.1 THAT the information is noted. CARRIED

Proposed by Cr Craig, seconded by Cr Anderson

9.2 THAT Whanganui Vets be thanked for discounting their neutering rate. CARRIED

ACTION: Jo Meiklejohn Cr Cleveland left the meeting at 3pm. The Committee agreed to take Item 11. Property Group Activity Report – February 2017 next.

11. Property Group Activity Report – February 2017

Leighton Toy, General Manager Property, reports:

“Executive Summary The purpose of this report is to provide an update on the various projects that are being managed by the Property Group.

Progress Update This report provides an update on the following matters:

Property Divestment Strategy

Property General

Pensioner Housing

Parks and Reserves General

Energy Management

Sport and Recreation

Ports Group

Significance of decision – In terms of the Significance and Engagement Policy 2014, the decisions are not significant.

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Key Issues Property Divestment Programme WDC Property Investment Portfolio Strategy In December 2015 the Property Group in conjunction with Whanganui District Council Holdings Limited (Holdings) held a Councillor workshop to review progress with the draft Strategy. As part of the strategy’s development a Working Group was established comprising representatives from Holdings, Whanganui District Council (Council), Iwi, Local Business Owners and Council Property Officers. At a meeting in March 2016 Council approved a portion of the Strategy as it relates to investments, with the divestment part awaiting further consultation with Iwi. Throughout the second half of 2016 good progress was made with the development of the Strategy. A further workshop with Councillors has been scheduled for 17 February 2017 to review the progress with the Strategy, inclusive of a review of a draft ‘Property Divestments Iwi Engagement Decision Tree Matrix’. 1 Kirk (Morrison) Street – Cool Store Costs of subdivision have been ascertained to separate the drystore building adjacent to Wharf 1 from the coldstore building with frontage to Morrison Street. Negotiations are underway with short term tenants to extend their lease terms. Fencing has been repaired and erected to the boundary with Council owned grazing land. 101 Purnell Street The lessors’ interest (land) has been unconditionally sold. Council expects settlement, including valuation and legal costs incurred by Council to be made by the end of February 2017. Property General Seismic Upgrade Council is taking a proactive approach to its seismic upgrade programme which involves progressively upgrading our portfolio to at least 34% of the New Building Standard (NBS) on a priority basis. Below is a summary of progress on the seismic upgrade of the following six buildings:

Opera House - The building had a seismic rating of 10% NBS. - The seismic upgrade project increased the rating to +34% NBS with ability to

increase to 67% NBS. - Three construction phases. - Phase 1 – 4 May to 31 August 2015 – Completed. - Phase 2 – 19 October to 4 December 2015 – Completed. - Phase 3 – October/November 2016 – Completed.

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Alexander Heritage & Research Library - The building had a seismic rating of 20-25% NBS. - The seismic upgrade project increases the rating to +67% NBS. - November 2015 to December 2016 – Completed. - Alexander Library relocated back to Queens Park from 60 Ridgway Street in

September 2016.

Whanganui Regional Museum - The building has a seismic rating of 6% NBS and seismic project will increase

this rating to +34% NBS. - The project commenced in January 2017 and is due for completion around

June / August 2017. - The Museum Activity have temporarily relocated to Ridgway Street where the

temporary Alexander Library was located. - Additional off-site storage space will was also secured on Wilson Street for

certain artefacts.

War Memorial Centre - The building has a seismic rating of 25% NBS. - The specification of the seismic upgrade and the proposed new NBS rating is

to be confirmed. - The seismic project is due to commence in 2018 to accommodate hosting of

Masters Games.

Wakefield Chambers - The building has a seismic rating of 9% NBS. - Rough order of cost to strengthen to 67% NBS estimated within the region of

$2.5M-$3M. Engineers advise there is little variance in the scope between a 34% and 67% of NBS upgrade.

- Strategic review under consideration.

101 Guyton Street – 3rd floor - Currently 57% NBS. - Seismic upgrade as close to 100% NBS as possible as this is Council’s

Emergency Operation Centre. Earthquake-prone Buildings Legislation – Update The Building (Earthquake-prone Buildings) Amendment Bill has completed the parliamentary process and is now the Building (Earthquake-prone Buildings) Amendment Act 2016. In December 2016 Council provided a submission to the Ministry of Business, Innovation and Employment on ‘Proposals for a methodology to identify earthquake-prone buildings’ and ‘Proposals for Regulations under the Building (Earthquake-prone Buildings) Amendment Act 2016).’

Both proposals outline that the new provisions of the Amendment Act are anticipated to come into effect in July 2017. The new arrangements involve significant changes to the current processes and procedures for managing earthquake-prone buildings. The new regulations will take effect on the commencement date of the Amendment Act,

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which will either be on 12 May 2018 or an earlier date appointed by the Governor-General by Order in Council. It is currently envisaged that the new Amendment Act will commence on 1 July 2018.

The Whanganui Region has been categorised as Medium Seismic Risk which has the following timeframes for compliance:

Building must be assessed within five years for priority buildings and 10 years for other buildings. If an Earthquake-prone Building notice is issued, remedial work must be completed within 12 years and six months for a priority building and 25 years for any other building.

Examples of Priority Buildings include:

Hospitals and other buildings used by the emergency services.

Schools and other buildings which are regularly inhabited by 20 or more people.

Buildings where collapse could lead to masonry falling onto public roads or footpaths.

Whanganui Airport Control Tower – Weather Tightness Project The Whanganui Airport Control Tower is listed as Class A Built Heritage item in Council’s District Plan. As part of the Stage 1 restoration Council contributed $35,000 towards the restoration, and allowed a further $40,000 as a contribution towards Stage 2. During the 2016/17 Annual Plan process the Whanganui Airport Control Tower Restoration Group, who have been championing the restoration, applied for and had approved a further funding request of $72,000 for Stage 2. The Group secured $265,000 of funds (inclusive of the already allocated $40,000 from Council) for the Stage 2 weather tightness phase which had a total project cost estimate of $337,000. The project has recently gone out to tender and the tender returns have the total project cost being in excess of the $337,000 of funds raised. The Project Team are in discussions with the preferred contractor to investigate areas for cost savings before entering into a contract. Community Organisation Leases 39 Fox Road – Taranaki Education Trust. Rental Review, 40% subsidy. Rental $3,645 per annum.

35 Fox Road – Wanganui Play Centre Association (Springvale Play Centre). Rental Review, 90% subsidy. Rental $200 per annum. 0 Seafront Road – Wanganui Lifeguard Service. New Ground Lease, 90% subsidy. Rental $200 per annum.

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14 Windsor Terrace – Durie Hill Bowling Club. Rental Review, 65% subsidy. Rental $2,336 per annum.

68 Gilberd Street – Wanganui Sailing Club Incorporated New Ground Lease, 90% subsidy. Rental $200 per annum.

198 Somme Parade – Aramoho Wanganui Rowing Club Incorporated. Rental Review, 65% subsidy. Rental $219.13 per annum.

14 Wilkie Street – Wanganui Football Charitable Trust. Rental Review, 90% subsidy. Rental $287.44 per annum.

14 Wilkie Street – Wanganui Archery Club New Ground Lease, 90% subsidy. Rental $200 per annum.

1E Bell Street – Wanganui Highland Pipe Band New Ground Lease, 90% subsidy. Rental $270 per annum. 5 Airport Road – Silhouette Handgun Club Rental Review, 90% subsidy. Rental $200 per annum. 84 Alma Road – Hockey Wanganui Rental Review, 90% subsidy. Rental $1,185 per annum. 0 Kaitoke Road – Wanganui Sailing Club New Ground Lease, 90% subsidy. Rental $200 per annum.

Repertory Theatre Council is holding ongoing discussions with the users of the Repertory Theatre regarding the transfer of ownership of the building. A decision is needed from the Trust to either take ownership of the building for $1 and enter into a Community Organisation ground lease or enter into a Community Organisation Lease for the improvements and ground. The bank to the rear of the building has been temporarily stabilised by small retaining walls. After consulting with several engineers and contractors a permanent solution to fix the erosion issue is not financially viable. Women’s Network An interior upgrade of the premises is complete with new carpet, blinds, locks and an oven. The refurbishment project is due to be completed by August 2017. Further upgrades will include insulation and a heating system.

Duncan Pavilion Exterior repaint of the building is complete. Progress Castlecliff approached Council for funding assistance to upgrade the kitchen. It was proposed to allocate some funding from the Castlecliff Rejuvenation Fund however Progress Castlecliff decided they would rather see the money invested on upgrading Rangiora Street. Kitchen upgrade is underway.

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Mangamahu Play Centre Building The building has been flood damaged, vacant for many years and is currently in an un-tenantable condition. The Property Group is working with Andy Collins (Wanganui Rural Community Board Member) to ascertain what the Mangamahu Community would like to happen with this building. Options discussed so far include demolishing by way of a rural fire exercise, removal or a community group restoration project.

Castlecliff Town Hall The current lessee (Tuarahere Marae) have submitted an offer to purchase the building for $1, however investigation into this proposal is on hold until they have cleared their rental arrears. The building is owned by Freehold who leases the land from Harbour Endowment. If the building was to be sold from Freehold, Harbour would still require a market return on the land. The Community Organisation Lease subsidy is not applicable to Harbour Endowment properties.

Hyltons Pit The Council’s Forestry Consultant, Ian Moore, and the Property Group continue to work with the Mountain Bike Club post the harvest of Hyltons Pit. Significant tracks have been built by the Mountain Bike Club in conjunction with the replant project. Hyltons Pit is currently closed to the public.

88 Duncan Street – Scouts The Scouts who own the improvements at 88 Duncan Street are a lessee under a Community Organisation Ground Lease. The improvements consist of a large hall, a garage and a few small sheds. Scouts have breached the lease by subletting to The Koha Shed without landlord consent. The Koha Shed has expanded its footprint beyond the ground lease area and increased the vehicle and foot traffic to the hall via a driveway shared with the neighbouring property owner. Present discussions may see the improvements gifted from the Scouts to The Koha Shed, and Council entering into a new Community Organisation Ground Lease with The Koha Shed.

45 Carson Street – Castlecliff Community Charitable Trust Castlecliff Community Charitable Trust lease land from Council under a Community Organisation Lease. The Trust owns the improvements which is a medical centre that they lease to Castlecliff Health – a primary health provider with over 2,500 registered patients, 70% of who are Castlecliff residents. Castlecliff Health would like to purchase the building from the Trust and the land from Council. The divestment of any Council property is currently under review by Council.

Licence to Operate Foodstall Officers have reviewed and updated the Licence to Operate a Foodstall on a Reserve to be compliant with the current Health and Safety legislation. Two new Licences have been set up for Kowhai Park and for Mowhanau Beach in the new form.

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Pensioner Housing Operational With the exception of the past six months, the Pensioner Housing portfolio has had a vacancy rate within the region of 10-12%. With the portfolio containing 275 single bedroom units across 16 complexes, this represents vacancies sitting in the region of 27 to 33 at any one given time. In the past six months Council has seen an increase in Pensioner Housing activity, and there is presently only 14 vacant units (5% vacancy rate) and a strong level of tenant inquiry. There is a waiting list of two approved applicants for Council’s Parson Street Complex. The Property Group believes that this recent surge of interest in the portfolio is reflective of the moving residential market, in terms of sales and rental prices. Exterior decoration work is occurring over six complexes and driveway reseals at a further two. Strategic

During the 2015-25 10 Year Planning process Council consulted with the community on the long term strategic position for the Council’s Pensioner Housing portfolio, outlining that consideration was being given to sell all or part of the portfolio. The feedback provided by the community was varied.

Post the consultation process Council made the decision to form a Community Housing Working Group (CHWG) made up from a variety of sectors. The CHWP recommendation to Council was that before Council made a long term strategic decision on the Pensioner Housing portfolio, they should firstly understand the ‘social housing needs’ of our community. Subsequently a working paper was commissioned by the CHWG which was undertaken by Massey University. The paper highlighted a number of social issues in the community. The methodology of addressing those issues through the utilisation of Council’s portfolio while not placing additional costs on the ratepayer is the major concern of the CHWG and, therefore, its report to Councillors.

A Council workshop was held in August 2016 and covered the following items.

A general background of Local Government involvement in Pensioner Housing.

An overview of the physical condition and financial performance of the portfolio.

Feedback from Working Group attendance at a national Social Housing workshop.

Feedback from officer discussions with national funding agencies and central government.

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A discussion around the changing funding model for social housing and in particular qualification for various subsidies.

A definition of ‘what success looks like’ for Council and how to get there.

The resolution from the workshop was for Council to further explore funding models for social housing. With the Local Body Elections occurring during the second half of 2016, and a relatively new group of Elected Members, a further workshop has been scheduled for 17 February 2017 so that Council Officers’ can provide a brief history of the work undertaken over the past two to three years, with a greater emphasis on the work undertaken in the past six months. Parks and Reserves Visitor numbers Despite the changeable weather this summer, visitor numbers to parks have been higher than last year. The Whanganui Rocks game has seen a noticeable increase in families out searching for rocks around various parks and reserves and not just the Premier parks, but smaller reserves such as Westmere Lake, which has had an influx of people.

Total visitors for the year - 57 945.

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Total visitors for the year – 99,161 Graffiti Statistics There continues to be a downward trend overall of incidences of graffiti. However, there continue to be spikes in the amount of graffiti reported, particularly during the school holiday period.

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Projects: Peat Park – new toilet A new toilet facility has been installed and opened at Peat Park. This was a budgeted project for 2016 and has come about as a result of requests from residents over a number of years. The toilet will be locked each night. Toilet Upgrades Toilet upgrades continued through the second half of last year. So far Kowhai Park, Winter Gardens, Virginia Lake east and west, Townville Domain, Lake Wiritoa, Bason Botanic Gardens (lower), have all had some upgrade work completed ranging from flooring renewals to full painting. Rangiora Street and St Hill Street men’s toilets are still to have some work done on them during February/March 2017. Riverfront lighting There has been some delay in getting the ground lights to complete this project. The fittings have just arrived, and work should commence shortly. Riverbank repairs Prior to Christmas 2016 there was a washout of the bank close to the PS Waimarie docking area. The river had scoured out an area under the tarseal. It was opened up and repaired with geo-cloth and backfilled with stone. Park Check Survey The annual intercept survey is due to commence. This is an intercept survey of park users over a number of our parks and reserves. There will be approximately 200 surveys completed based on importance and satisfaction questions. This survey is run through the NZRA (New Zealand Recreation Association), with results to benchmark performance against other Councils’.

Volunteers Thankyou A small function was held for the Virginia Lake Trust working bee prior to Christmas which was attended by the Mayor. There are approximately 12 regular attendees in this group which meets on the 1st and 3rd Thursdays of each month. The group do a variety of jobs including planting, track work and weeding etc. all of which help to keep maintenance to a high standard. Morning tea was provided for the volunteers at Westmere Lake who work under the auspices of Forest and Bird and are led by Mike Sigley. This group meets on Wednesday mornings. The Bason Botanic Trust host a function for the volunteers who work in the succulent garden at Bason Botanic Gardens.

The Parks Group will look to organise a combined function this year to thank the various volunteer groups.

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Hipango Park

The Community Projects Team (CPT) went up to Hipango Park to undertake maintenance prior to Christmas 2016 and have been up again during January 2017 in preparation for the Summer Programme boat trip. Up until 2016 there was a local farmer/contractor close to the park who completed the required maintenance. This contractor is no longer available which has seen the need for the CPT to travel by boat to undertake the required maintenance. Bason Botanic Gardens The gardens were assessed late 2016 and the Bason has again been awarded a 4 star rating which indicates a Significant Garden. The assessment is undertaken by the New Zealand Gardens Trust (NZGT) every three years. The judges were impressed by the sculpture and BBQ additions, and were also impressed with the improved orchid displays. As part of reviewing operational costs at Bason, the heating was turned off in two display houses and the tunnel house. While they are still to run a full year without this heating, it would appear that the cost savings in this area are likely to be around $5,000 to $10,000. It has meant a re-think of the displays to include plants that can handle the colder conditions, but to date this seems to have gone well. A suggestion was made to improve pedestrian access to the Japanese Tea House. This is a project that the Bason Botanic Gardens Trust had already started. The Trust has secured funding to improve the pedestrian access from the BBQ area by the lake to the Japanese Tea House. At present, people have to walk out onto the road to get to this area. Upokongaro Jetty Work has commenced on repairs. The piles have been stabilised, and work has started on the strengthening of the structure. Work is expected to be completed by the middle of February 2017. Public Toilets A budget allowance of $128,000 was carried over from the 2015/16 year for a Riverfront Toilet. Subsequently the ‘Ex-dangerous goods store’ at 33 Taupo Quay

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which sits close to the Tram Shed building was considered a good restoration project that could be converted into a 24/7 public toilet facility. Refer to the tabled copy of the plans (E). The project has, however, received less favourable feedback from some Elected Members, and further consideration by Elected Members is required before Council Officers’ either progress with this project or remove this from Council’s works programme. Energy Management

Current time of use contract expires in 2018

Current non-time of use contract expires in April 2017

Current Gas Supply contract expires in August 2018

The Gas contract was renewed effective 1 September 2016 and the contractor is now Genesis Energy. Smart Power managed the tender process. The contract is for two years to align with the current time of use contract expiry. The intention is to complete a full review in 2018 for all three contracts to evaluate potential savings in a collective contract or retention of separate contracts for the supply.

Smart Power is being engaged to manage the tendering for the non-time of use contract which expires in April 2017. Sport and Recreation Sport and Recreation Strategy Sport Whanganui in partnership with Council and Sport New Zealand are developing a Sport and Recreation Strategy. This work includes the following: Stage 1: A Facilities submission process was developed. This creates a pathway for the community to engage with Council around sport and sport facility support that is fair and transparent. Stage 2: An independent review of key facilities in Council’s portfolio and the wider community was undertaken by Global Leisure Group. Public consultation was conducted on some of the recommendations that arose from that review. Completion of Stage 2 of this strategy has been deferred until Stage 3 has been completed which refers to Sport Development. It has proved useful undertaking the exercise of assessing what facilities Council has within the community, the condition of these assets and how these assets compare to other regions, however before this part of the strategy can be completed, further engagement is needed with the sporting bodies to understand their needs. Stage 3: Significant engagement is now underway with Whanganui’s sporting community to create a picture of where sports clubs are and what they might look like

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in the longer term enabling Council to be able to ensure appropriate support for the community and their future needs. Sport Whanganui has engaged with individual clubs as well as regional organisations representing golf, lawn bowls, cricket and softball. Engagement will continue through the first half of 2017 with a view to presenting a draft Sport and Recreation Strategy to Council by September 2017. Whanganui East Pool For the 2016/17 summer season, agreement was reached with the Wanganui East Pool Trust for the Splash Centre to manage the operational aspects of the pool. The Contract is on an ‘open book’ basis with the base subsidy set at $60,000. A reconciliation of the financial position will be undertaken at the end of the season, with a debit or credit processed based on the actual financial result. It is deemed that an open book contract is a fair and equitable tool for managing this community facility. The Trust has retained an active role with the pool which is centred on governance and the ability to attract community funding. This year the Trust has raised funding for equipment such as shade sails, picnic tables and a new diving board which is due to be installed shortly. The toddler’s pool was demolished and the area converted into a safe area for toddlers. Significant trip hazard mitigation work was carried out prior to the complex opening. The learners and main pool had crack repair work completed in order to limit water loss. At the end of the 2016/17 season Council will commence the capital works programme to upgrade the two main pools. Council has budgeted $75,000 of CAPEX for five years to undertake this capital works programme. Stage 1 will involve the utilisation of $225,000 of this expenditure, or three years of the capital allowance, with the remaining works being undertaken within the next two years. Attendance numbers for the 2016/17 season have been low, however this is a direct reflection of the adverse weather so far this summer. Booking numbers for schools is good once the term starts. Velodrome Roof The Manawatu-Whanganui Region has an exciting opportunity to realise the full potential of an upgraded Whanganui Velodrome. The Velodrome is a strategic asset for the region and the opportunity to have it ‘roofed’ will allow this region to achieve status as a Regional Cycling Performance Hub, hold international speed skating events and attract other non-sporting uses. The Velodrome Roof project is strongly supported by Raise the Velo Roof Group. This Group is made up of local businessmen who have a passion to see this facility enhanced. The Group has been working closely with Council on the development of a

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Business Plan which is currently in draft and the resource consent application which is currently being processed. The Group has also been instrumental in the promotion of this project and fundraising. Council is in the process of developing a Memorandum of Understanding with the Group that will outline how this project will progress. In March 2016 Minister Jonathan Coleman visited the Velodrome, and this visit was followed by the then Prime Minister John Key in August 2016. Both visits were supported by the tireless efforts of Whanganui MP Chester Borrows. At the present time Government support for this project is apparent, and both Council and the Raise the Velo Roof Group continue to lobby Government for financial support. Community Bike Park The Community Bike Park project is an excellent example of Council working closely with community organisation to develop a parcel of underutilised Council land at no cost to the ratepayer due to the generosity of the community and various local businesses. Sport Whanganui has been instrumental in engaging with the various interest parties and making this project happen. The proposed concept layout has been completed and the junior track has been constructed. Sport Whanganui is working on a project timeline for works to occur in 2017. Some work identified includes park signage, drinking water fountain, shade sail poles and further bike track development that will be occurring throughout February 2017 (weather permitted). River Activity Hub Work continues on the development of a River Activity Hub. Initially after the June 2015 flood many river users had a collective vision of creating a multi-purpose river activity hub. This project falls out of the work undertaken by Sport Whanganui on the Sport and Recreation Strategy, where many projects will promote the combined use of facilities as opposed to each sporting body having their own assets. Recent meetings with the River Activity Hub Working Group has seen their emphasis move from ‘bricks and mortar’ as the number one concern, to initially creating a ‘virtual’ administrative hub. Sport NZ who are a part funder of this study have raised concerns with the direction that this project is taking, and further consideration and consultation with the Working Group is required.

Upokongaro Cycleway Tenders for the Upokongaro to Whanganui cycleway were called for in 2016, however due to a number of circumstances, which included but were not limited to a change to the cycleway classification, all tenders were declined. Council amended the tender documentation and re-invited only those tenderers who submitted in 2016 to re-submit a tender. The revised tender opened in January 2017 and is due to close on 2 March 2017.

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The final funding arrangements between Council, Ministry of Business, Innovation and Employment (MBIE) and the New Zealand Transport Agency (NZTA) will be formalised upon analysis of the tender returns.

Ports Group

Port and Airport Business Restructure As part of the Executive Leadership team review of ensuring Council divisions are performing optimally (best practice) and in alignment to the organisation’s goals and objectives, Council completed a review of the Ports Group – being the Airport and Port business structures. The review highlighted a need to create synergies that will enable the Council’s Ports Group to work cohesively, establish consistent processes and systems, enable the sharing of information to provide opportunities for further growth and empowerment with clear lines of communication.

Whilst the South Beach Café is challenged from a financial operation point of view (small provincial airport challenges), the team in itself meet key performance indicators and offer a valuable service for this activity. As part of the Ports Group restructure, Council is not proposing any reorganisation of this team. The outcomes of the review and the employee consultation process which commenced in November 2016 is:

Port Manager: it is proposed that this role will be disestablished and that the management duties be reviewed and reassigned to two newly created positions for the Port and Airport businesses.

Airport Manager: it is proposed that this role will be disestablished and that the management duties be reviewed and reassigned to two newly created positions for the Port and Airport businesses.

Airport Maintenance and Security Officer: it is proposed that this role will be disestablished and the functions of this role outsourced to a contracted service provider, with parts of the role incorporated within the two newly created positions for the Port and Airport business.

Compliance Manager: it is proposed that this role will be disestablished and that the functions of this role will be incorporated within the two newly created positions for the Port and Airport business.

The two newly created positions are:

ManagerPorts: core focus on strategic operations, industry best practice management and sourcing of business growth opportunities. This position will report to the Group Manager Property and is a fixed term employee to 22 December 2017.

Ports Operations Officer: core focus on business finance and administration, health and safety, compliance and day-to-day business operations. This

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position will report to the ManagerPorts and is a full-time permanent employee.

The internal recruitment process has been undertaken and Council will be looking to appoint the two newly created positions in February 2017.

Risks All relevant risks have been identified within this report.”

Reference

E Riverfront Toilet Plans.

Discussion Riverfront Public Toilet Mayor McDouall advised the Committee he had a conflict of interest with the Riverfront Toilet item. He did not take any part in the following discussion. The Chair invited Doreen Hardy, Mainstreet Whanganui, and Lyn Cheyne, Promotions and Marketing Manager, Whanganui & Partners, to speak to the Committee about the proposed Riverfront Toilet facility. Ms Hardy explained that Mainstreet supported the proposal, both as an additional daily public toilet and as a 24-hour facility. The area is designated for campervans, and presently there are no toilets at the location open at night. Ms Cheyne spoke to a PowerPoint Presentation titled ‘Geozone NZ Whanganui Data Visualisation 1 November 2016 – 30 January 2017.’ The research indicated that Moutua Quay was a popular area for freedom campers to stay overnight. As such, she also supported the proposal for a 24-hour toilet in this location. The Committee discussed concerns the previous Council had with the proposal, which centred on whether there were better potential uses for the existing building and/or greater needs for public toilet facilities in other locations. Annette Main, who was in attendance, was asked by the Chair for her opinion as a member of the community trust running the River Traders Market. She advised that, although she was only one member of the Trust, the market was not a catalyst for the proposal and she did not particularly support using the ‘ex-Dangerous Goods Store’ as a 24/7 public toilet facility when it had potential as a small business premises. The Committee was advised by Ms Cheyne that funding may be available through a Ministry of Industry and Enterprise (MBIE) scheme to assist with the project costs. Any project applying to this fund would, however, need to be ‘shovel-ready.’ The requirement for a shower in addition to a 24/7 public toilet was discussed, but no consensus was reached on whether this was necessary. Leighton Toy, General

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Manager Property, advised that the current proposed design could be retrofitted to include a shower if needed. The Committee noted there was no Whanganui District Council ‘Freedom Camping’ policy or bylaw in place that could be used to inform this decision. The suggestion was made that a strategy should be developed before any final decisions were made. Wharf St Toilet Cr Anderson asked for an update on when this would be installed. ACTION: Leighton Toy Community Organisation Leases Advice was requested on whether there were any Community Organisation leases operating on Harbour Endowment Land. ACTION: Leighton Toy Repertory Theatre Mr Toy informed that Committee that advice from a structural engineer had been obtained on the stability of the bank at the rear of this building. The advice was that there was a medium risk of damage to the building but a low risk to occupants. Port and Airport Business Restructuring Mr Toy advised that appointments to the Manager – Ports and Ports Operations Officer roles had been made and would be publically advised at the end of the week. The Committee noted that the Airport Café was closed over the Christmas/New Year period and on Sundays, and suggested that alternative options (such as a vending machine) be considered for airport customers over these closed periods. Mr Toy was thanked for his report.

Committee’s Resolutions Proposed by Cr Craig, seconded by Cr Anderson

11.1 THAT the Riverfront Toilet Facility issue lay on the table for further discussion to take place directly between interested Councillors and the relevant Council officer(s).

CARRIED

It was agreed that all Councillors should be informed of when discussions were to occur so that everyone who was interested could contribute or submit an opinion. ACTION: Leighton Toy

Significance of decision – In terms of the Significance and Engagement Policy, the decisions are not significant.

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Proposed by Cr Craig, seconded by Cr Taylor

11.2 THAT the information is noted.

CARRIED

10. Regulatory and Customer Services Activity Report Charlotte Almond, General Manager Strategy, reports:

“Executive Summary The purpose of this report is to provide the Property and Community Services Committee with an update on the Regulatory and Customer Services activity for the six months to December 2016.

Progress Update Environmental Standards Team Land Information Memorandum (LIM) applications continue to trend higher than over the same period in previous years with 326 LIMS for the six months year to date. The statutory processing stand down period for LIMs was 25 December – 15 January 2017. However, staff continued to process LIMS as and when resources permitted over that period. The statutory processing time is 10 working days. Urgent LIMS (three day processing) were not accepted during December 2016 or January 2017 due to resourcing capacity. Table 1 – LIM application numbers

Quarter 1 LIMs

Quarter 2 LIMs

Quarter 3 LIMs

Quarter 4 LIMs

Total LIMs in Year

2014-2015 88 78 74 89 329

2015-2016 103 114 131 154 502

July 2016 – Dec 2016 172 154 326 ytd

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JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

2014 22 27 40 15 20 23 18 31 29 29 46 15

2015 24 25 31 29 20 32 31 31 31 48 41 25

2016 30 35 59 50 45 55 61 63 48 51 62 41

0

10

20

30

40

50

60

70

LIM

N

UM

BER

S

ISSUED LIMS

Building Control

Table 2 – Building Control activity

ACTION July-Dec 2016 2015/16 2014/15

Number of consents 398 758 759

Value of consents $40,575,000 $46,159, 026 $62,647,829

Revenue received $566,062 $834,877.42 $932,564.98

Consent days <20 (%) 99.75% 95.4% 82.48%

Code Compliance Certificates (CCC)

332 708

630

CCC days <20 (%) 98.8% 93.8% 91.75%

Of the 398 building consents issued for the six months year to date, 99.75% were processed within the statutory 20 working day timeframe. Of the 332 Code Compliance Certificates (CCC) issued for the six months year to date, 98.8% were processed within the statutory 20 working day timeframe. The new CCC process implemented is working extremely well and is ensuring that projects are not ‘forgotten’ and regular follow-ups are implemented. 100% were processed within statutory timeframes in December 2016. The dollar value of the consents for the six months year to date is tracking high compared to previous years. Building Consent fees are higher than previous years and tracking well ahead of budget.

2016 2015 2014

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The six months year to date has seen a significant increase in performance and compliance with the 20 working day statutory processing time. This is an excellent effort from staff considering the number of consents. Staff have worked extra hours in an attempt to alleviate the influx of applications pre-Christmas 2016.

There has been strong levels of development in new housing with 66 new houses built in the 6 months year to date.

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Building Consent Authority (BCA) Accreditation update: Our BCA Accreditation is current (next assessment due January 2018), however the accreditation system is currently under review by MBIE with changes mooted. Online building consents update: Online consenting is underway with applications fully digital by 1 February 2017. A dedicated kiosk is available to assist customers if required. Generally feedback has been good with the ability to use the system 24/7.

Environmental Health

Of the 1029 calls received 93% were attended within the required 30 minutes. In general delays are caused by awaiting the arrival of Police, contractor attending an alarm first, or in some cases a delay in the enforcement officer being advised of the call. The performance is reviewed every month and issues are taken up with the relevant personnel. Council’s Noise Policy is due for review with the Policy Team (to include all stakeholders). All food and health premises are to be inspected once per year. The percentage of the total premises inspected as at December 2016 was 35% (Food Control Plan transition is not included in this result).

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Table 3 Environmental Health activity July-December 2016

Noise call outs Food control plans and audits

Food and health premise inspections

Number 1029 155 97

Percentage 93% within 30 mins

N/A 35% of premises inspected

Compliance Team Warrick Zander, Team Leader Compliance, started on 30 January 2017 and Sandra Woodhead, Compliance Officer, started on 24 January 2017. The Compliance team covers alcohol licencing, animal management, parking services and general nuisances.

Alcohol licensing To date during this financial year there have been 151 alcohol licence applications (new, special and renewals). 95% were processed within Council’s required time frame of 20 working days.

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Nuisances A wide variety of nuisance calls and complaints are responded to. Some work is undertaken for Horizons Regional Council and charged on a 50/50 share basis. Examples are dead stock on the riverbank and the recent clean-up of rubbish around various areas.

Table 5 – nuisance related activity July-December 2016

Calls/Complaints Incidents during period under review

Abandoned Vehicles 36

Animal Related (Miscellaneous) 24

Bylaw Related (Miscellaneous) 64

Camping Ground related 2

Dead Animals 11

Dog Bin lid replacements 1

Litter Control 85

Nuisances – Smokey Fires 48

Nuisances – Other 25

Overgrown/Untidy sections 3

Overhanging Trees 7

Pool inspections 44

Private Water Sampling 8

Rat traps 8

Water leak investigations (Private Property) 2

Total 368

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Animal Management Impounding 283 dogs were impounded for the six months year to date. Of those 126 were returned to their owner, 153 were euthanised and 40 were rehomed. Council’s rehoming statistics continue to improve. Last year 49 dogs were rehomed. Officers have worked with an animal behaviourist to assist with expanding their knowledge on assessing a dog’s behaviour for adoption. Officers are using the Council’s web page to identify dogs impounded without a known owner and dogs assessed suitable for adoption. The main reasons for impounding is wandering, and male dogs are the predominant gender, and Pitbull/Pitbull cross the most common breed of dog impounded at 25%. As at 31 January 2017, 95% of all known dogs were registered.

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Parking Services Parking revenue is behind budget but infringement income is increasing so looking to meet target for the year. One of the main impacts on parking revenue has been the free parking in the old Briscoes car park and the new parking at Farmers. Free parking was also provided leading up to Christmas 2016. From January 2017 Council are no longer offering bank card or Vodafone text a park options on the Metro meters. These were located in some car parks on street at Drews Avenue and Taupo Quay. This option has not increased usage and the damage to meters has been expensive. The license fee money is better spent elsewhere. Parking is working towards eliminating the Global meter which are located in two off-street car parks. Once done the ‘h’ can be place in Whanganui for all receipts printed.

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Planning Team Resource Management For the six months July-December 2016 44 resource consent applications were approved compared to 33 for the same period in 2015.

Table 6 Number of Consents Approved

LAND USE SUBDIVISIONS

2016 2015 2016 2015

July 9 1 6 4

August 10 8 3 3

September 8 4 6 5

October 11 4 3 2

November 4 7 8 2

December 2 9 1 5

Total 44 33 28 22

Statutory processing time for resource consent applications is 20 working days. Section 37 of the Resource Management Act (RMA) allows local authorities to extend the time limits. This was only applied four times in the last six months. There have been applications this year that were not completed within the statutory timeframe and therefore partial refunds in accordance with the RMA limits have been issued. It is noted that the percentage of consents completed on time in November and December 2016 were significantly low. This is due to errors that were found during this time within the reporting process. These have been corrected. Table 7 Percentage of consent applications processed on time

LAND USE SUBDIVISIONS

2016 2015 2016 2015

July 89% 100% 83% 100%

August 100% 78% 100% 100%

September 100% 100% 100% 100%

October 100% 100% 100% 100%

November 25% 100% 88% 100%

December 50% 89% 0% 100%

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The following table shows the average number of days taken to process a resource consent to completion.

Table 8 Average Number of Days Taken to process Resource Consents

LAND USE SUBDIVISIONS

2016 2015 2016 2015

July 29 20 17 12

August 15 16 18 19

September 11 15 15 18

October 13 16 20 16

November 33 15 22 19

December 21 15 22 14

Total 20 16 19 16

District Plan update

Plan Change 50 Tangata Whenua Notified 10 December 2016, submissions closed 31 January 2017. Submissions received from Nga Tianga Tiaki, Tupoho, Nga Rauru and Horizons Regional Council as well as Whanganui District Council’s District Plan Working Party.

Plan Change 46 Otamatea West Endorsed by Council at its meeting held 5 December 2016.

Plan Change 48 Outstanding Natural Landscapes Officers continue to assist the Tamaupoko and Tupoho Engagement Project members to engage with Hapu.

Plan Change 49 Town Centre Guidelines Statutory Management Committee hearing conducted and minutes confirmed by Council on 7 February 2017, decisions notified 11 February 2017 and effective from 13 February 2017. Appeal period closes 27 March 2017.

PC51 Miscellaneous, PC52 NZS4404:2010 update Hearing minutes and decision report completed. Minutes confirmed by Council 7 February 2017 and Decisions notified 11 February 2017 and effective from 13 February 2017. Appeal period closes 27 March 2017”.

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Discussion Ms Almond was thanked for her report. The following points were noted during the discussion:

It was requested that, where applicable, trend lines be overlaid on the activity graphs to highlight general changes over time.

The low number of resource consents processed during November 2016 and December 2016 was noted. Ms Almond agreed that these numbers were not acceptable and advised that the situation was being addressed.

The Noise Control Policy will be reviewed. It was suggested that a revised policy should include an independent way to measure sound volume.

The Traffic Bylaw and Parking Management Plan will be coming to the Committee/Council for review within the next couple of months.

Committee’s Recommendation Proposed by Cr Craig, seconded Cr Chandulal-Mackay

10.1 THAT the information is noted.

CARRIED

12. Operations Group Activity Report

Bryan Nicholson, General Manager Operations, reports:

“Executive Summary The purpose of this report is to provide the Council with an update on the District Library, Whanganui Regional Museum, Sarjeant Gallery, NZ Glassworks, Whanganui Venues & Events, Arts Facilitation, Emergency Management, Safer Whanganui, and Health & Safety, which form the Operations Group, for the period 1 August 2016 to 31 December 2016.

Progress Update District Library Library & Archives Staffing In the last quarter of 2016 the staffing make-up of the Library was reviewed and a new staffing structure was implemented for the Library and Archives activity in December 2016. The object of the restructure was threefold:

Significance of decision – In terms of the Significance and Engagement Policy, the decision is not significant.

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1. To set in place a straightforward reporting structure and the appropriate roles to

enable the library to meet the community’s and council’s expectations and to

deliver the outcomes set out in the strategic plan.

2. To provide a clear and obvious hierarchy of responsibility, so that library staff at all

levels understand their individual roles, authority and responsibilities.

3. To establish roles that provide a career progression path through the organisation

and facilitate effective succession planning.

Part of the review involved analysis of Library customer activity which revealed that

Gonville Café Library’s Saturday opening hours are broadly similar to any other four

hour period in the week (slightly fewer visits, slightly more issues); and that the late

evening opening at the Davis Central City Library (6.00pm to 7.00pm on Thursdays)

accounted for only 0.4% of weekly activity. In view of this latter finding, from

Thursday 2 March 2017 the Davis will close at 6.00pm, as it does on other weekdays.

As a consequence of the restructure the total number of Full Time Equivalents (FTE) in

the Library and Archives operation reduced from just over 29 FTE to just under 24

FTE.

Implementing Radio Frequency Identification (RFID) Over the next few months the Library will be replacing the current bar-code based system for checking items out and back in to the library with one that uses RFID chips. Amongst other things, RFID will enable easier and faster check-in and checkout – by customers as well as staff.

RFID allows customers to checkout, return, query, renew and track their own items

without staff or organisational input.

RFID strengthens customer privacy – members can checkout and return library

items without fear of embarrassment or compromised privacy.

RFID has a higher degree of accuracy – minimising error and making it easier for

community members to locate and track collections.

RFID streamlines back-of-house processes allowing the library team to be on the

floor with customers, helping and responding to community need.

Davis Library refurbishment The Davis Library has undergone a facelift: the planned internal re-painting and re-carpeting has hugely improved the appearance – and the public experience – of the building. During this work the Library operated in a reduced form at the Alexander Library. Further changes – to the entrance and the issues/returns/café area – have opened up the space and made it much more welcoming, as well as improving the efficiency of the front-of-house operation by removing physical barriers to the staff’s ability to work effectively.

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Alexander Library Te Rerenga Mai o Te Kāuru The earthquake strengthening was completed in August 2016 and the Library, with its new bilingual name Alexander Heritage & Research Library Te Rerenga Mai o Te Kāuru, was opened on 12 September 2016. The improved visitor numbers seen at the temporary venue on Ridgway Street have been sustained. Council’s longest-serving employee, Heritage Librarian Lynley Fowler, celebrates 50 years of employment with the Library on 6 February 2017.

Mobile Library Refurbishment

After ten years of service, the Mobile Library underwent an exterior refurbishment (carried out by the original manufactures of the bus) in June/July 2016. Extensive body repair and new graphics have refreshed the look and made it more roadworthy for the next ten years.

District Library Strategic Plan Update The Library’s Strategic Plan is under review. A new Plan for the period 2017-2020, with a strong focus on core activity, will be presented to Council later in the third quarter of 2017.

Archives The launch of Felicity Campbell’s book Town Hall took place in December 2016 at the Alexander Library. The book outlines the history of the independent years of Castlecliff, Gonville and Wanganui East, when they were governed by their own Town Boards (1907 – 1924). The extensive collection of WDC Archive Maps, Plans and Drawings is being moved to the current Archives location, on the ground floor at 179 St Hill Street. Archive requests for information from both staff and members of the public continue to grow, as a result of having Council’s Archive listings, available on line, via the Archives Central website.

The District Library activity dashboard for December 2016 is tabled. (Ref F1)

Whanganui Regional Museum

Whakahoutanga The Whakahoutanga project to renovate and rejuvenate the Museum is now fully under way. Wells & Wadsworth Construction (W&W) was awarded the contract to undertake seismic strengthening work for the Council in November 2016 with a confirmed start date on 9 January 2017. Preliminary discussions to integrate the W&W’s work programme with that of the Museum are already well advanced.

Funding bids by the Museum to the Lottery Grants Board and the Ministry for Arts, Culture and Heritage were successful, bringing in a total of $690,000 of extra investment in the upgrade work, with particular emphasis on the storage conditions. Plans include the establishment of five climate-controlled vaults within the storage areas, substantial improvement of the exhibition galleries and fittings and the

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establishment of a public archive and reading room area. A further $165,000 has been raised from philanthropic sources, with around $85,000 still required for the full project budget. With the help of the Museum’s contract team of Collection Assistants, a large proportion of the Natural History and Cultural History collection was moved to off-site storage by the beginning of October 2016. Following the Museum’s closure on 4 September 2016, all the collection items on public display were packed and removed to the storage areas, culminating in the complete clearance of the 1928 and 1968 buildings by mid-December 2016, in readiness for the contractors’ arrival on-site. Particularly large and valuable items were encased in situ with protective structures.

Operations The Museum’s temporary site in Ridgway Street has been operating since late September 2016, featuring an exhibition called Te Matapihi: looking into the museum, designed to sum up 120 years of Museum history, alongside the ongoing retail operation, a general information service and a variety of education and public programmes. Temporary accommodation for three staff has also been established. Visitation to the Ridgway Street site has been good and public programmes have also

continued to attract large audiences with special events such as the annual Halloween programme helping to push overall visitation to over 26,000 by year’s end. As a result visitor numbers are considerably ahead of the revised target agreed under the 2016 - 2017 Service Level Agreement.

Education The Museum has reached agreement with the Ministry of Education over the Learning Experiences Outside the Classroom contract for 2017 and 2018. Despite the risks posed by the shut-down period the Museum’s strong record of achievement ensured that the contract was renewed. It is very important that the Museum continues to deliver high quality, well supported school programmes throughout 2017 and 2018 in a variety of venues throughout the community. Service Level Agreement (SLA) Museum and District Council Operations staff have begun discussions on the 2017-2018 SLA, in conjunction with the Museum’s development of a new five-year strategic plan and in recognition of the short and medium-term changes to the relationship arising from the Whakahoutanga project and the associated shut-down. The 2016-2017 Agreement requires the Council and Museum to work together as a matter of urgency on the formulation of an occupancy agreement to clarify the rights and obligations of both parties in respect of the Museum buildings.

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Curatorial Staff are working on concepts for the Museum reopening in 2018. The plans are expected to strongly emphasise the Museum’s role in the wider region and include significant elements of the Taonga Māori and natural history collections. Collections The relocation project has enabled staff to make major progress on cataloguing and conserving collection objects from both the Social History and Natural History collections. In total over 150,000 collection items have been moved and many of them received significant conservation, packaging, photography and data entry as a consequence.

The Whanganui Regional Museum activity dashboard for December 2016 is tabled. Sarjeant Gallery Te Whare o Rehua Whanganui The period 1 August 2016 through 31 December 2016 saw 25,025 visitors. This comprised:

International visitors: 950

National visitors: 3,144

Local visitors: 6,908

i-SITE Gallery visitors: 6,689

Website: 7,334

Brief highlights for this period include:

Glen Hayward: Super ordinary new and selected wood carvings by Glen Hayward

who was artist-in-residence at Tylee Cottage in late 2014; REVEALED: Collection

discoveries from the gallery’s recent move; SEE WHAT I CAN SEE: Discovering New

Zealand Photography; SAM MITCHELL AND GAVIN HURLEY: Beards, Boys, Platters,

Shattered Dreams ceramics and collage portraits by former Tylee Cottage artists-

in-residence; FRANCES STACHL: Fiction in the space between Contemporary

jewellery made in response to objects precious, found and borrowed; BLOOM:

Floral works from the Collection; RICHARD WOTTON: Marking time portraits of

the inked black and white photographs capturing the art of contemporary tattoo;

VIGNETTES: 30 Years at Tylee Cottage 1986-2016 - An exhibition celebrating thirty

years of the Sarjeant Gallery's artist-in-residence programme at Tylee Cottage;

Motorcycle Display A display of four motorcycles on loan from local enthusiasts,

to coincide with the 2017 Cemetery Circuit.

In addition to the exhibitions the Gallery hosted 51 tours, public, private and

outreach events, at 38 Taupo Quay, the i-SITE Gallery and beyond.

In October 2016 the Gallery was also thrilled to once again play host to the Latin

America and Spain Film Festival opened by Mayor Hamish McDouall and attended

by His Excellency the Ambassador of Chile.

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On 5 October 2016 the Gallery received a grant of nearly $125,000 from the Stout

Trust to cover costs of conservation work to be carried out on the canvas and

frame of Frederick Goodall’s ‘Flight into Egypt’, as well as the frame of ‘The

Fountain of Youth’ by Edward Burne-Jones. Two of the most significant works in

the Sarjeant’s collection.

The Curator of Collections has successfully dealt with over 40 collection related

queries during this period; and the number of items in the collection catalogued to

best practice international standard now stands at 1,906.

On 11 and 12 November 2016 many people turn out to listen to architects from

Warren & Mahoney Architects Ltd, along with the lead engineer from Pacific

Consultants, speak about the technical aspects of the Redevelopment Project. This

was followed the next day by tours of the existing Gallery and the areas to the

north surveyed in accordance with the proposed layout of the new wing.

Sunday 20 November 2016 marked the centenary of Henry Sarjeant’s birth. This

was commemorated with a ceremony rededicating his (expertly conserved) grave;

and followed that afternoon with a memorial lecture by renowned historian Jock

Phillips discussing the nature of philanthropy in New Zealand and those who had

given funds to establish public art galleries.

24 November 2016 was a milestone for the Sarjeant Gallery as Attorney General

the Hon. Chris Finlayson visited Whanganui, on behalf of Hon. Maggie Barry,

Minister for Culture & Heritage, to announce the Government’s conditional

commitment of $10 million towards the Redevelopment Project.

The Progress against the Strategic Plan 2015-2019 Objectives report and the Sarjeant Gallery activity dashboard for the above period are tabled. (Ref F3) New Zealand Glassworks The new gallery at New Zealand Glassworks (NZG) has been very well received. People have been impressed with the new look and broad range of high quality art works on display. Sales have been positive with a large number of tourists and locals alike visiting the facility. NZG will continue to expand the range of works available in the gallery, as well as the development of an online store.

New Zealand Glassworks has almost completed the studio fit out. Installation of equipment has taken longer than anticipated to meet all of the new requirements for safety systems and to meet the new Health and Safety at Work Act 2015 (HSWA). The equipment in the hot shop area is now all fully automated and can be turned on by the flick of a switch or push of a button. This now means any user of the hot shop has safe operating procedures reducing the risk of injury and ensures ease of use.

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The main furnace at NZG has been refurbished including a new crucible, crown, front face and door. Additional to the equipment upgrade the hot shop area has also been required to install an air curtain running the length of the canopy which will provide air flow for a thermally comfortable working environment. It will also ensure that there is ample oxygen for the safe operation of the combustion equipment. In conjunction with the new air curtain, a new flue for the furnace, extraction fan in the existing flue canopy and the replacement of one existing extraction fan in the roof has been installed. Once all works have been reviewed, tested and signed off by the Independent Certifier, the furnace will be turned back on and the hot shop will be ready to hire. NZG is setting the bench mark for a glass facility here in New Zealand and it will be one of the compliant and safest facilities in the world.

Whanganui Venues & Events In the last quarter of 2016 the staffing make-up of the Royal Wanganui Opera House (RWOH), and War Memorial Centre (WMC) was reviewed, and a new staffing structure was implemented for the Whanganui Venues & Events activity in December 2016. The object of the restructure was to bring together the Royal Wanganui Opera House (RWOH), War Memorial Centre (WMC), and Cooks Gardens under one operating model, to strengthen how they operate, and address resourcing needs at each location. As a consequence of the restructure the roles of the RWOH and WMC Venue Managers and Technicians were disestablished, and three new appointments were made; Manager Whanganui Venues & Events, Team Leader, and Technical Lead.

Key Focus Looking Forward Under the newly formed Whanganui Venues & Events (WVE), the future focus will include consolidation of the booking process, including a pricing review, for all WVE venues. The key focus will be on consistency, transparency and customer centric solutions. Running alongside this project will sit the development of WVE brand and supporting collateral, key messages, and tactical and marketing strategy. Development of products offered at each venue is underway, including ‘Behind the Scenes Tours’, Open Concerts, and High Teas. The investigation into a Food and Beverage service will be recommenced, with a view to a consolidated Food and Beverage service, including liquor licence across all WVE venues.

Royal Wanganui Opera House This period saw 12 events hosted at the Opera House, comprising four new promoters and eight returning. The facilities were hired for 22 days over the period; the low venue usage was due to final building works to allow completion of the seismic upgrade works.

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Venue attendance was 7,203, comprising 7,035 patrons (show attendance) and 168 visitors. The Friends of the Opera House Disbursement Fund was closed 31 December 2016; the account used to receive direct payments from Promoters for Friends labour costs, and distribute monies to Friends in lieu of wages. Despite, the closure of the Disbursement Account, a further five bank accounts comprise the operational trading of the RWOH. A project to streamline the financial function, in conjunction with bringing the RWOH into WDC systems, will commence in 2017.

War Memorial Centre War Memorial Centre usage is measured across the three facilities – Pioneer Room, Main Hall and Concert Chamber. This period saw 48 events hosted, comprising 14 new event organisers and 34 returning. The facilities were hired for 90 days compared to 103 in the same period in 2015, and 111 in 2014. This level of decline is concerning and needs to be an area of regeneration for the new WVE team. Venue attendance was 22,193, not including visitors; a 70% uplift from the same period 2015. Installation of the curtain in the Main Hall was completed this period; the venue is currently working with Whanganui District Council Property team on installing appropriate storage for the curtains when not in use. The Whanganui Venues & Events Activity Dashboard for August to December 2016 is tabled. (Ref F4)

Arts Facilitation

The Arts Facilitator’s role continues to manage arts related correspondence for Council including funding advice and applications; preparing contracts and invoicing; public art maintenance and creation; facilitation of marketing and promotion; and handling arts related inquiries.

This period saw many opportunities for the community arise, including the funding from the New Zealand Transport Authority for a bike parade, Whanganui Regional Film Office and a visiting Panamanian Musician. The Arts Facilitator’s role continues to capture these opportunities, which arise ad hoc for the community benefit.

The main arts projects for this period were the Christmas Parade, Wanganui Opera Week, and Vintage Weekend.

The main focus is the creation of an Arts Strategy.

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Health and Safety

People Safe

Notification for ‘Manage Users’ is partially complete as restructuring is taking place within Whanganui District Council. Considerable background work is required before the notification structure with ‘Manage Users’ (reporting lines) can be concluded. People Safe co-ordinators have been advised to double check that the notification alert is correct before assigning it to the worker’s manager.

As of 1 February 2017, in the last three months 16 stories have been reported. One

accident, two pain & discomfort, one Threatening Behaviour, six Injury, one

Damage, one nice job and four near misses.

WDC achieved ACC tertiary accreditation in October 2016, with an external

auditor. Three internal audits completed, and one external workplace assessment.

Sam Koronui and Kevin Cate from Worksafe NZ visited NZ Glassworks on 10

January 2016. Recommendation to start an inventory for all hazardous

substances along with the New Zealand Safety Data Sheets (including 16 sections),

the product must be issued within the last five years and be disposed of or to use

up any random products lying around. Note that this inventory request is new

legislation due for release mid-2017 and will be a requirement for all workplaces.

This was a productive and positive visit with good feedback received from

Worksafe NZ.

Health and Safety Committee

The last meeting was held on 26 January 2017.

Members are working with Whanganui District Council (WDC) Business Analysts,

David Perkins and Graeme Paulger, to develop one consistent register to capture

all workplace hazards / risk factors for WDC.

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Emergency Management

Civil Defence and Emergency Management (CDEM)

Matthew Smith has moved on to a role at Horizons Regional Council, and the

position of Emergency Manager was taken up by Timothy Crowe. Mr Crowe’s

previous position of Senior Emergency Management Officer was disestablished

with the CDEM cell reducing in number by one. As a result of ongoing

restructuring in other areas of Council, a number of experienced council staff

volunteers are no longer available for Emergency Operation Centre (EOC) duties;

training and reallocation of these duties to new staff is underway.

The recent Kaikoura earthquake has awakened considerable public interest in

Civil Defence matters and personal preparedness. This has led to a surge in

public education sessions as well as business continuity advice around the City.

Training: Exercise Tangaroa (National CDEM Tsunami exercise) was conducted in

August and September 2016, involving WDC EOC staff and multiple other

government agencies. The first day was a simulated response to a national

emergency, followed by a workshop focussing on longer term response and

recovery issues. The training involved interagency cooperation, testing the

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existing tsunami plan, and the use of Emergency Management Information

System (EMIS) in an evolving event.

Whanganui Tsunami Signage project. All signs have been emplaced around the

District, an informative mail drop undertaken in those areas identified as at risk,

and an online public information portal detailing individual address risks and

messaging has been established on the Council webpage. Feedback to date has

been very positive.

Anthony Edwards, Robin Mackie, Darryl Couper, Graeme Paulger, Scott Wylie

and Matthew Smith attended the Integrated Training Framework –

Intermediate (ITF-I) course in Feilding in September 2016. This course is

designed for EOC staff and focusses on intelligence, planning and logistics.

Consolidation and expansion of the Neighbourhood Support (NSG) backed

welfare team initiative is ongoing with up to 25 volunteers undergoing training.

Support has also been given to the development of a team in Marton.

The Brian FM 91.2 emergency broadcast system is now in place at CDHQ. It allows emergency messaging to be transmitted in real time across the District’s urban and rural (in part) areas as well as across to Taihape, Waiouru and Waitotara. The intent is to extend the range to include those inland locations not currently receiving the signal, although it is noted that these areas can receive internet coverage of the signal.

Rural Fire

The position of Principal Rural Fire Officer is now held by the Emergency Manager. The Deputy Principal Rural Fire Officer (DPRFO) became a full time role with effect from January 2016 and is filled by Gavin Pryce, one of Whanganui’s Rural Fire Officers. This role covers the operational command and day-to-day management of the Rural Fire team as well as the increasing administrative and information required as part of the transition to ‘Fire and Emergency New Zealand’ (FENZ).

Ongoing work includes the administrative arrangements for the transition to ‘Fire and Emergency New Zealand’ planned for July 2017. Planning and resourcing to ensure the Whanganui Rural Fire Crew transitions to the new organisation in the best possible condition is underway. The relevant legislation on the new organisation is still passing through the parliamentary process and is on track to become law. Council has been receiving considerable information requests from the FENZ transition team in regards to all aspects of WDC Rural Fire. Multiple areas of uncertainty remain about how the process of transition will be implemented. These knowledge gaps should begin to be addressed in the next few months.

Training: The summer training programme has been initiated with fortnightly training sessions occurring.

The Rural Fire team have been on call since early December 2016, and have attended or provided support to a number of incidents over the last month including several driftwood fires at South; Castlecliff; and Kai Iwi Beaches, in addition to car and roadside fires.

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Additionally Rural Fire responded to a recent Level 2 fire at Marangai Road on 17 January 2017. Fire suppression involved a two-day campaign utilising multiple assets from Whanganui, Rangitikei and Manawatu Districts as well as two monsoon helicopters and a digger. The fire was the largest in the District for the last three years. A formal investigation as to its cause is ongoing and results, along with compiled costs ($55,000), will be forwarded on to the National Rural Fire Authority for recovery action.

Safer Whanganui Nationally

Completed final wrap-up and evaluation of Results Based Accountability (RBA) pilot that Safer Whanganui was part of with Safe Community Foundation NZ (SCFNZ). Safer Whanganui Project Leader, Lauren Tamehana, presented on the final stages of the pilot and recommendations on behalf of the pilot group at the SCFNZ national forum in August 2016.

Participated in a telephone interview on reaccreditation from the co-ordinators perspective with an aim to streamline future reaccreditation processes.

Completed an online survey to test the new template for SCFNZ annual report.

Local Activity

Safer Whanganui supported the Dignity Whanganui 2016 Conference at which Lauren Tamehana attended the powhiri and was a keynote speaker on day one. The attendance from the community and the speakers on the first day were inspirational.

Alcohol Control Bylaw – a number of meetings were held with the Police and Policy team to develop the draft bylaw – this went to Council in November 2016 with submissions and final draft to Council in December. The Alcohol Control Bylaw was approved by Council resolution on 13 December 2016.

Alcohol and other Drug reference group meeting the group has worked on the Draft Alcohol Control Bylaw and is working with the WDC policy team on the Local Alcohol Policy. This was due to go to Council in December 2016 but was deferred until February 2017.

Safety & Wellbeing reference group meets monthly, looking at opportunities to work together to support change – the main focus has been working with the Fire Service on the online smoke alarm project.

A meeting was facilitated between Mainstreet, Mental Health services and Police regarding concerns over homeless people ‘hanging around’ Victoria Avenue. A number of the concerns have come about due to a misunderstanding of the issues. Mainstreet has been offered mental health training for their members.

Safer Whanganui and the Police have sent another letter to the schools encouraging the students and their whanau to not jump off the area directly by the slipway into the river. Meetings have been held with some of the property and port development team and officers are looking into an alternate option for this summer although we are fast running out of time.

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Needs Assessment

Accident Compensation Corporation (ACC) and Safer Whanganui have engaged two researchers to complete a comprehensive needs assessment. Currently there is a large amount of data for the community, but no-one is really sure what the true picture of the injury burden is for the community. The researchers have been completing this type of needs assessment in Taranaki for the past 15 years. The aim is to get a clear understanding of what the real injury issues are for our community and then focus on target interventions to get a reduction. Data is being sourced from a number of agencies across the region with the draft data available in December 2016. Focus group and one-on-one meetings with key representatives across the sector will be interviewed in early 2017 and a final report is due in June / July 2017. This report will provide Safer Whanganui with key focus areas for the next strategic plan. The report will be shared once complete.

Healthy Families

The prevention network is involved in scoping some work looking at co-ordinated planning and data collection across the region. Everyone working towards the same outcome. The team has engaged Andrew Tripe of Samepage to facilitate this process.

Community Contracts

Council meeting and deliberations were held – 30 applications were received and 27 were approved for funding. Contract negotiation meetings were held with all 27 organisations. Where applicable these organisations are asked to link in, if they are not already, with one of the Safer Whanganui Reference Groups. Progress reports for all contracts valued at $5,000 or more are due January 2017 and full project reports July 2017.

Welfare

Safer Whanganui participated in Exercise Tangaroa (Tsunami) day 1 planning was focused on getting 7,000 people out of the Castlecliff area and to safe ground before the wave hit. Welfare was then tasked with registering all the people evacuated and finding accommodation for those that required it for the first 48 hours.

Lauren Tamehana is currently working on welfare projects to build capacity in the Welfare area of Civil Defence. Additional support for the Welfare Manager’s role and Civil Defence Centres is required. Neighbourhood Support and Child, Youth and Family have come on board and Council will be offering training for others in the community to be part of the support team.

Key Issues Nil

Risks Not applicable”.

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References FI Whanganui District Library – Activity Dashboard December 2016. F2 Whanganui Regional Museum/Sarjeant Gallery – Activity Dashboard December

2016. F3 Sarjeant Gallery – Progress against the Strategic Plan 2015-2019 Objectives. F4 Whanganui Venues & Events – Activity Dashboard August to December 2016.

Discussion Bryan Nicholson, General Manager – Operations, spoke to his report, indicating he would be happy to receive any questions or feedback. The following points were noted during the discussion:

It was confirmed that the hosting of the Awa City Clubhouse had now been transferred to Nga Tai O Te Awa.

It was noted there was quite a fluctuation in library attendance numbers – more information on the reasons for this will be sought. ACTION: Bryan Nicholson

It was requested that when the Sarjeant Gallery reports on visitor numbers it shows the breakdown of visitor category. A number of these visits are to the website (not physical visits) which could be misleading if not made clear.

There was some discussion on the appropriate level of Health and Safety (H & S) reporting to the Committee, noting that a detailed H & S report will go to the Audit and Risk Committee. It was agreed that the Property and Community Services Committee receive a high level overview only (with sufficient information to determine whether the Council is acting as a good employer in terms of H & S). A more detailed report will then be provided to the Audit and Risk Committee.

It was agreed that on a six-monthly rotating basis senior managers should come to the Committee directly to present their reports.

Mr Nicholson was thanked for his report.

Committee’s Resolution Proposed by Cr Craig, seconded by Cr Anderson

12.1 THAT the information is noted.

CARRIED The meeting closed at 5pm. Confirmed: ......................................................... ...................................................... Chair Date

Significance of decision – In terms of the Significance and Engagement Policy, the decision is not significant.