AGENDA - Buller Districtbullerdc.govt.nz/wp-content/uploads/2018/10/181026-Council-Agend… ·...

AGENDA:Meeting of Buller District Council

Wednesday 31 October 2018,commencing at 5.00pm

at: Clocktower Chambers:Palmerston Street, Westport

Public Copy

BULLER DISTRICT COUNCIL31 OCTOBER 2018

INDEX

ITEM: PAGE:

Apologies .......................................................................................................................

1 Members Interest ............................................................................................1

2 CouncilPartnershipWithTeRūnangaONgātiWaewae .................................2

3 Conformation of Minutes ................................................................................4

4 Westport 2100 Working Group ......................................................................19

5 Assets & Infrastructure Work Plans – Utilities & Services – .........................26 2018-19 Baseline

6 Assets & Infrastructure Work Plans – Combined Baseline for 2018-19 ........66

7 SignificantProjects ........................................................................................85

8 Financial Performance ...................................................................................92

9 Annual Report 2018 – Westport Airport Authority and Buller Health Trust ....96

10 Annual Report 2018 – Buller District Council and Group .............................131

11 Mayors Report .............................................................................................135

12 Action List ....................................................................................................150

13 Public Excluded ...........................................................................................154

1Agenda: Buller District Council: Meeting - 31 October 2018


Agenda Item No 1

Prepared by - Keith Marshall -ChiefExecutiveOfficer

MEMBERS INTEREST ________________________________________________________________________

Councillorsareencouragedtoconsidertheitemsontheagendaanddisclosewhethertheybelievetheyhaveafinancialornon-financialinterestinanyoftheitemsintermsofCouncil’sCode of Conduct.

Councillors are encouraged to advise the Executive Assistant to CEO, ofany changes required to their declared Members Interest Register.

The following flowchart may assistCouncillors in making that determination (Appendix A from Code of Conduct).

DRAFT RECOMMENDATION

That Councillors disclose any financial or non-financial interest inany of the agenda items.

What is the matter being decided?

Do not discuss or vote.

No conflict. Can discuss and vote.



NO

YES

YES

NO

YES

NO

NO NO

YES YES

Declaration of InterestsGuidance for Elected Members

Who is to make a decision? Council, Council Committee or

Community Board?

Do I have a financial interest in the matter? That is, do I have a reasonable expectation of gain or loss of money as a result of any decision on this matter.

It my financial interest in the matter being decided an interest that is in

common with the public?

Do any of the other exceptions in the Act apply?

Pecuniary conflict of interest.

Could I apply for an exemption or declaration?

Application granted

Can discuss and vote.

2 Agenda: Buller District Council: Meeting - 31 Octoberr 2018

BULLER DISTRICT COUNCIL

31 OCTOBER 2018

Agenda Item No 2

Prepared by - Keith Marshall - Chief Executive Officer Reviewed by - Francois Tumahai - Chairman, Te Rūnanga o Ngāti Waewae - Garry Howard - Mayor COUNCIL PARTNERSHIP WITH TE RŪNANGA O NGĀTI WAEWAE

1. REPORT SUMMARY

This paper seeks to formally recognise the importance of the crucial relationship with Te Rūnanga o Ngāti Waewae. Te Rūnanga o Ngāti Waewae are already legally recognised as mana whenua by Council in regards to meeting its existing obligations under legislation around consenting. There is considerable room to further strengthen, develop and extend the Council relationship with Te Rūnanga o Ngāti Waewae especially across Council’s wider cultural, social, economic, environmental and legal interests in regard to its district obligations. In that regard, it is noteworthy that a number of other Councils have undertaken steps in respect to inviting a partnership with iwi through means such as iwi memberships of Council Committees and direct participation in Council meetings. Under the Crown’s obligations arising from Te Tiriti o Waitangi, Te Rūnanga o Ngāti Waewae as mana whenua are always going to be heavily engaged in future direction setting for the West Coast Te Tai Poutini in general, and also, specifically, for the Buller district. For Council then, a strong and positive relationship with Te Rūnanga Ngāti Waewae is important on every level. Therefore this paper proposes to formally progress Council’s desire to initiate, in partnership with Te Rūnanga o Ngāti Waewae, an exploration of how Buller District Council will work together with Te Rūnanga o Ngāti Waewae to strength and extend their existing relationship.

2. DRAFT RECOMMENDATION Tīhei mauri ora! In recognition of the importance of its relationship with

Te Rūnanga o Ngāti Waewae, Council:

1. Noted that it recognised that iwi as mana whenua were guaranteed equal partnership with the Crown under the 3 articles of Te Tiriti o


Waitangi and that Council would act accordingly to ensure those Treaty rights were fostered.

2. Noted that it already has formal processes for consultation and

engagement with iwi in place in respect to its consenting and local government obligations.

3. Noted that those existing obligations already recognise and

acknowledge Te Rūnanga o Ngāti Waewae as mana whenua of the areas covered by Council notwithstanding its wider obligations to iwi.

4. Noted that a strong and positive relationship with Te Rūnanga o Ngāti

Waewae is crucial to its wider interests on behalf of the district in respect to cultural, social, economic, environmental and legal matters.

5. Noted that it recognised that there is considerable room on its part to

further extend its existing relationship with Te Rūnanga o Ngāti Waewae in recognition of its wider obligations under the Local Government Act.

6. Noted that any further extension of the relationship with Te Rūnanga

o Ngāti Waewae needed to be developed through a genuine partnership in defining and describing how that relationship might be best expanded.

7. Noted that an expansion in the relationship would need to be open to

canvassing with Te Rūnanga o Ngāti Waewae an array of possible mechanisms for doing so, including consideration of how direct collaboration could be done in partnership between Council and iwi, and which might extend to potential Committee appointments and participation in Council meetings. In noting this, Council is also aware that it would need to be conscious of not acting in any way that could potentially compromise any of Te Rūnanga o Ngāti Waewae’s existing rights, nor in compromising Council’s obligations under its existing legal and consenting processes.

8. Authorised the Mayor and Chief Executive to formally engage with Te

Rūnanga o Ngāti Waewae on behalf of Council in order to prepare a formal proposal as to how an extended relationship could be best given effect.

9. Noted that it was likely that a joint session between Te Rūnanga o

Ngāti Waewae and Council would be held to further the development of the relationship, and that would be undertaken both in the manner and spirit needed to recognise the importance of the ongoing relationship.



Agenda Item No 3


CONFIRMATION OF MINUTES ________________________________________________________________________

1. REPORT SUMMARY

Minutes of the meeting held 26 September 2018.

2. DRAFT RECOMMENDATION

1. ThatCouncilconfirmstheminutesfromthemeetingheld26September2018.


MEETING OF THE BULLER DISTRICT COUNCIL, COMMENCED AT 5pm, 26 SEPTEMBER 2018, AT CLOCKTOWER CHAMBERS, PALMERSTON STREET, WESTPORT PRESENT: Mayor G Howard, Councillors G Neylon, P Rutherford, R Sampson, J Cleine, S Barry E Miazga, S Roche, D Hawes, G Hart and R Nahr. IN ATTENDANCE: Chief Executive Officer (K Marshall), Group Manager Assets and Infrastructure (M Duff) Group Manager Community and Environmental Services (R Townrow), Group Manager Corporate Services (D Phibbs) and EA to CEO (G Martyn). PUBLIC FORUM: Nil. APOLOGIES: Nil LATE AGENDA ITEM: Chief Executive Officer (K Marshall), advised of a Late Agenda Item to be brought to the table for discussion and inclusion under Item 14, Public Excluded. This item requires to be considered due to statutory timeframes. 2 Garry Howard Buller Holdings Limited -

Directors Section 7 (2) (a) and (f) maintain the effective conduct of public affairs through - (a) protect the privacy of natural persons, including that of deceased natural persons; (i) the free and frank expression of opinions by or between or to members or officers or employees of any local authority, or any persons to whom section 2(5) applies, in the course of their duty;

This is to be considered under 9.12 of Buller District Council Standing Orders and the LGOMIA s.46 (7).

That council resolves that a late item will be received and will be considered under Item 14, matter 2 of public excluded regarding Buller Holdings Limited Directors.

Mayor G Howard / G Neylon Abstain: J Cleine

CARRIED


1. MEMBER’S INTEREST

Councillor J Cleine, declared an interest from Item 14, matter 2 of Public Excluded relating to Buller Holdings Limited. Councillor R Nahr, declared an interest in Item 14, matter 2 of Public Excluded relating to Buller Holdings Limited.

S Barry / S Roche CARRIED UNANIMOUSLY

2. CONFIRMATION OF MINUTES Discussion: Councillor P Rutherford referred to page 23, paragraph 4. To be amended to the

following:

“Councillor P Rutherford, asked if the depreciation that is calculated in the report are treated the same as all other council owned assets? Is their scope for the workshop to include variations in depreciation models in terms of affordability? Manager Corporate Services (D Phibbs), provided clarification.”

RESOLVED that the minutes of the 29 August 2018 meeting be confirmed with the amendment to page 23.

E Miazga / R Sampson CARRIED UNANIMOUSLY

3. ACTION LIST Discussion: Discussion was held regarding the way forward with the Action List and how this is

reported.

RESOLVED that the report be received for information.

D Hawes/ R Nahr CARRIED UNANIMOUSLY


4. SIGNIFICANT PROJECTS REPORT Discussion:

Discussion was held with regards to the expenditure of the Karamea 2010 project budget. RESOLVED that Council received the report for information and discussion.

R Nahr/ P Rutherford CARRIED UNANIMOUSLY

5. CAPITAL BUDGET CARRY OVERS Discussion: Mayor G Howard, advised of an amended handout to the report with regards to the

total amount having been corrected. Group Manager Corporate Services (D Phibbs), provided further background on

the amended information.

RESOLVED that Council approve the carry over budgets of $3,671,501 attached to this report (marked as Appendix A) to the 2018/19 Financial Year.

J Cleine / E Miazga CARRIED UNANIMOUSLY

6. ASSETS & INFRASTRUCTURE MAJOR PROJECTS - QUARTERLY STATUS

REPORT - SEPTEMBER 2018 Discussion: Councillor P Rutherford provided a brief updated on the Greater Punakiki master

plan. Group Manager Assets and Infrastructure (M Duff) thanked Councillor Rutherford

for his work around the Greater Punakiki mater plan. Councillor R Sampson, sought clarification on the date of the Westport Water

tender closure and also information on Karamea highway project and when Council might expect to have a report on this project. Group Manager Assets and Infrastructure (M Duff) advised that negotiations are still occurring in regards to the Tenders and all discussions have been positive. The closing date of 5 October 2018 is still very achievable. Group Manager Assets and Infrastructure (M Duff) advised the current process of the Special Purpose Road (Karamea Highway).


Councillor R Sampson, sought an update with regards to the Hector Dump Site Remediation. Mayor G Howard advised that an application to the Contaminated Site Remediation Fund seeking one hundred (100%) of funding in conjunction with WCRC.

Councillor G Neylon sought clarification on the Reefton Riverbank Erosion

Protection and how the development around site 3 was progressing. Group Manager Assets and Infrastructure (M Duff) advised that it is under active monitoring and at this point is not considered to be of urgency.

RESOLVED that Council received the report for information.

S Barry / G Hart CARRIED UNANIMOUSLY

7. BULLER DISTRICT WATER SUPPLIES - QUARTERLY STATUS REPORT -

SEPTEMBER 2018 Discussion: Discussions were held in regards to the high water usage currently in Reefton. Discussions were held around the Ngakawau-Hector water and updates were

provided of the status. Discussion held in regards to the Little Wanganui water and advised that staff are

looking at further options for this.


J Cleine / S Roche CARRIED UNANIMOUSLY

8. ASSETS & INFRASTRUCTURE WORK PLANS - CAPITAL WORKS

PORTFOLIO - 2018/19 BASELINE Discussion:

Discussions were held in regards to the racking of capital projects and how the prioritisation of this list. Group Manager Assets and Infrastructure (M Duff) outlined to council how this was assessed. Mayor G Howard advised that this report gives us a baseline to work with and thank you for the report. Chief Executive Officer (K Marshall) provided further information around the process around the timings of the work programs ensuring that these conversations happen early to allow consideration prior to Annual Plans.


Councillor S Barry believes that these work plans are going to be beneficial and would like to ensure that staff and councillors are involved in the creation of these programs. Councillor E Miazga, requested a breakdown of proposed expenditure across the district. Group Manager Assets and Infrastructure (M Duff) advised that year to year this spread will differ. RESOLVED that Council received the report for information.

R Nahr / D Hawes CARRIED UNANIMOUSLY

9. ASSETS & INFRASTRUCTURE WORK PLANS - PROPERTY PORTFOLIO -

2018/19 BASELINE Discussion: Group Manager Assets and Infrastructure (M Duff) spoke to report and advised that

this is one of our bigger portfolios and as we move into the new building compliance requirements over the next 3 years, there are many larger projects to be completed.

Mayor G Howard sort further clarification on the Karamea burial site and if this was

an extension to existing or new site. Group Manager Assets and Infrastructure (M Duff) will need to clarify with staff. Councillor R Sampson advised that current cemetery is near capacity.


S Barry / J Cleine CARRIED UNANIMOUSLY

10. REVIEW OF COUNCIL’S CLASS 4 GAMBLING AND TOTALISATOR AGENCY

BOARD (TAB) VENUE POLICY Discussion: Discussions were held regarding the Strategy to Prevent and Minimise Gambling

Harm 2019/20 to 2021/22 and the statutory obligations to review council’s policy every three (3) years. By reviewing Council’s policy when the national strategy is adopted, this will align us to review around the same time.

RESOLVED that Council:


1. confirm the review of the Buller District Council Class 4 Gambling and

Totalisator Agency Board (TAB) Venue Policy and continue the Policy unchanged.

Mayor G Howard /J Cleine

Against: G Hart CARRIED

2. will revisit this Policy following the Strategy to Prevent and Minimise

Gambling Harm 2019/20 to 2021/22 coming into effect.

Mayor G Howard /R Nahr Against: J Cleine

CARRIED 11. WEST COAST CIVIL DEFENCE AND EMERGENCY MANAGEMENT GROUP

UPDATE REPORT TO COUNCIL Discussion: Nil.


S Barry / E Miazga CARRIED UNANIMOUSLY

12. CHIEF EXECUTIVE REPORT - SEPTEMBER 2018 Discussion: Nil.


J Cleine / P Rutherford CARRIED UNANIMOUSLY

13. MAYOR’S REPORT - SEPTEMBER 2018 Discussion: Councillor P Rutherford advised the effort that has been put into the Freedom

Camping Bylaw and to meet the timeframes around this item, Council will be holding a special meeting on 10 October 2018.

Mayor G Howard provided a brief overview regarding the Tacks & Trails Strategy

Project meeting that was held in August 2018.



D Hawes / G Hart CARRIED UNANIMOUSLY

PUBLIC FORUM RESPONSE: Nil. 14. PUBLIC EXCLUDED

Discussion:

Nil. RESOLVED that the public be excluded from the following parts of the proceedings of this meeting noting that for item 3 that exclusion also extends to all council staff except the Chief Executive and further allows for the inclusion of L Buchanan and R Rothman as key advisors to the Council for this item only.

S Roche / G Neylon CARRIED UNANIMOUSLY


RESOLVED that Council revert to open meeting and the resolutions and disclosures made whilst the public were excluded remain confidential.

Mayor G Howard / G Neylon CARRIED UNANIMOUSLY

• There being no further business the meeting concluded at 9.45pm • Next meeting: Council Meeting 5pm, Wednesday 31 October 2018, Clocktower

Chambers, Westport.

Confirmed: ………………………………..…………………Date: ……………………..



31 OCTOBER 2018

Agenda Item No 4 Prepared by - Rachel Townrow - Group Manager Community and Environment Reviewed by - Keith Marshall - Chief Executive WESTPORT 2100 WORKING GROUP 1. REPORT SUMMARY On 3 October 2018 a workshop was held with elected members and staff of the

Buller District and West Coast Regional Councils to discuss a potential framework to address the natural hazard issues facing the Westport community.

The Regional Council has prepared the attached report for consideration by both

Councils. It outlines the work that has happened to date, and seeks endorsement for the next steps as discussed at the workshop

2. DRAFT RECOMMENDATION That:

1. Council adopt the draft Terms of Reference for the Westport 2100 Working Group;

2. Buller District Council and West Coast Regional Council advertise for

applications to the Westport 2100 Working Group; and 3. Council appoint two Councillors as representatives to the Westport

2100 Working Group.


BULLER DISTRICT COUNCIL & WEST COAST REGIONAL COUNCIL MEETINGS Prepared for: Buller District Council Meeting – 31 October 2018 West Coast Regional Council Meeting – 12 November 2018 Prepared by: Nichola Costley – Manager Strategy and Communications Subject: Westport 2100

Purpose To provide a framework in order to map a pathway forward for the Westport community for the benefit of future generations. Background The West Coast Regional Council (WCRC) and Buller District Council (BDC) met on 3 October 2018 and workshopped a potential framework to address the natural hazard issues facing the Westport community. There has been a lot happening in this space over the past two years which has resulted in delays, and communication around this has not been as effective as it should have been. This paper sets out the background as to what has been happening, and presents a framework for continuing this work for Westport, working in closely with the community. What has been happening? WCRC commenced work to review a range of potential Buller River protection measures with the Westport community in early 2017. At the end of this process there was no clear indication of a preferred option going forward. This slowed down this work to allow a working group to be established to work through the matters raised during the public debate. The working group has been partly convened with Terms of Reference established, however it has not yet met. A comprehensive evacuation plan for Westport has been discussed for several years, with some planning undertaken in this space. However, the current river flood forecast modelling available, and the existing infrastructure in place, is insufficient to adequately allow the West Coast Civil Defence & Emergency Management (CDEM) Group confidence in issuing appropriate evacuation directions to the residents of Westport. Investment in the telemetry systems is underway to capture additional data. Further installations are planned to take place over the next 4 years. Once these are in place, it will take approximately five years to undertake the modelling required to have enough data to provide much more accurate warnings. In the meantime, eight of the proposed eleven additional flood and data recorders are providing information for collation and eventual modelling. Additionally, a paper will be going to the WCRC meeting in November to explore options around accelerating the installation and flood modelling programme. Ex-tropical Cyclone Fehi in February 2018 emphasised the storm surge risk to Westport and surrounding areas when it severely impacted a number of residential properties. Future predictions make it clear that there will be an increase in the frequency and severity of weather events which is likely to include increased rainfall as well as ex-tropical cyclones and the associated storm surges. Recent advice from the Ministry for the Environment indicates that planning should take into account a continual forecasted rise in sea level over the next 100 years1. The Ministry will continue to provide guidance as new research occurs and predictions around what the West Coast is likely to experience. Flood modelling that was undertaken to inform the initial work WCRC were doing in regards to potential flood protection options is being redone to show what this will look like if the flooding occurred in conjunction with a Cyclone Fehi event and what it will look like with the slowly increasing rise in sea levels. This work is expected to be completed in December 2018.

1 The Ministry for the Environment have provided a range of projections for sea level rise based on various scenarios. These range from 0.4m to 1.4m. http://www.mfe.govt.nz/sites/default/files/media/MFE_Coastal_Fact%20Sheet%207.pdf


Much of the discussion to date around natural hazards has been focussed on the risk of flooding from the Buller and Orowaiti rivers. There has been little consideration in regards to all of the potential natural hazards posing a risk to the Westport community such as coastal erosion, tsunami, or geotechnical risk arising from earthquakes. An Alpine Fault earthquake, or other such localised event, has the potential to damage the current built environment and significantly exacerbate flooding through subsidence and liquefaction. This may be the time to consider other hazards and their potential effects as the above matters are addressed. Next steps The focus has changed from simply looking at potential flooding from the river to an all of hazards approach and finding the right way forward for the community. There is a need to take a planned approach to this work. This will set out what has to be done and who will do what. Both Councils believe that recommendations to decision-makers around how to holistically address hazard management should be led by the community. The community working group would be supported by civil defence along with both Councils. The Councils also support membership from the District Health Board and New Zealand Transport Agency to the working group to contribute to this planning work. Both Councils agree that any action should provide for the following, in this order: 1. The protection of life 2. The protection of assets 3. Enhancing the resilience of the community. There are short, medium and long term actions that will be identified and required when planning for the future and a wider working group, with a strong community focus, will be central to leading this. While a working group had been partly established by WCRC the membership and structure needs to be revisited to ensure that the representation will achieve the goals sought through this process. A similar model to the Reefton Airshed Committee is proposed to be established for this work. An application process will take place from mid-November (following the respective Council meetings) to establish the working group. Members from the community will have an opportunity to put their name forward with Councillors from BDC and WCRC selecting the final members. A draft terms of reference for the working group have been attached to this report. To be successful in this work the working group will need to: - Be informed about the hazards affecting Westport and what this means for the town in

the future - Be organised, with a common goal, a planned approach and clear roles and

responsibilities - Take dynamic action to proactively reduce exposure and vulnerability to the social,

cultural, environmental and economic consequences of these hazards. Future work streams Both Councils agree that there are some key work streams to be progressed. These include: - completion of the Westport response plan; - completion of the telemetry installation; and - the protection and enhancement of evacuation routes. The Westport 2100 Working Group will be central in seeing that this work is prioritised and progressed. The Working Group may potentially provide a staged series of recommendations back to the Councils for implementation as the work progresses in this space. The final suite of recommendations will be presented to the Councils by December 2019. Recommendations 1. That the Buller District Council and West Coast Regional Council receive this report; 2. That the Buller District Council and West Coast Regional Council adopt the draft Terms of

Reference for the Westport 2100 Working Group;


3. That the Buller District Council and West Coast Regional Council advertise for applications to the Westport 2100 Working Group; and

4. That the Buller District Council and West Coast Regional Council each appoint two representatives to the Westport 2100 Working Group

Mike Meehan Chief Executive


DRAFT Westport 2100 Working Group

Terms of Reference

Purpose and function The purpose of the Westport 2100 Working Group is to engage with the Westport community and work together, with Council staff, to identify a pathway forward for the town for the benefit of future generations. This project has a long term focus and will result in recommendations to the Buller District Council and West Coast Regional Council for future work programmes for civil defence, hydrology and operations. Group objectives The Westport 2100 Working Group will engage with the community and work together, with Council staff, to identify: - the work required to enhance the resilience, and protect, the Westport community - prioritise the projects within the work programme to deliver on this - how this work could be funded and resourced. All recommendations must take into account current statutory requirements including the New Zealand Coastal Policy Statement focus on planning for a 100 year timeframe. Establishment and status The Westport 2100 Working Group is established under the Local Government Act 2002. It has the status of an Advisory Committee of the Buller District Council and West Coast Regional Council with no decision-making powers. Council consideration of Westport 2100 Group recommendations The Councils will consider the Group’s recommendations. If any recommendations are inconsistent with the Council’s views or statutory requirements, these elements will be referred back to the Group for further consideration. The recommendations will be built into the respective Council work programmes as appropriate.

Group membership The Westport 2100 Working Group will be appointed by the Buller District Council and will have the following membership: Two members appointed by the Regional Council, who shall be elected members Two members appointed by the Buller District Council, who shall be elected members One member appointed by Te Rūnanga o Ngāti Waewae One member appointed by the District Health Board One member appointed by the New Zealand Transport Agency Up to 6 members from the community with a range of backgrounds to ensure a cross section of

values, understanding and perspectives in the community. The Council(s) may approve additional members if it determines their necessity to ensure appropriate representation of the community.

To be eligible for consideration for appointment to the Westport 2100 Working Group, a community applicant must live in, or be able to demonstrate a close connection with, the Westport area. Chairperson The Chairperson has additional responsibilities, including ensuring that the Group functions properly, there is full participation during meetings, all relevant matters are discussed and that effective decisions are made and carried out in a timely manner as per the Terms of Reference. West Coast Regional Council and Buller District Council staff will provide the chairperson and the group with administrative support including direction on civil defence, operations, hydrology and


communications. The Chairperson must provide leadership and ensure that the goals and objectives of the Group are met. The Chairperson may need to work between meetings to liaise with technical experts, and represent the Group at external meetings when required. The Chairperson is to be determined by the full Westport 2100 Group when all members have been appointed. The Group will be chaired by a Councillor from the Buller District Council in the interim. Quorum A quorum consists of: i. Half of the members if the number of members (including vacancies) is even; or

ii. A majority of members if the number of members (including vacancies) is odd. Proxies or alternates are not permitted to vote or provide input into group deliberations on behalf of a group member or organisation. The Group will at all times operate in accordance with the requirements of the Standing Orders of Council, under the Local Government Act (2002), and the Local Government Official Information and Meetings Act.

Reporting The Group will provide updates to the Buller District Council, West Coast Regional Council and the community via the Regional Council website, at least quarterly. Meetings and workshops The Group will meet monthly, with additional workshops and meetings as required. Some meetings will be open to the public to attend as observers with an allocated time slot for public questions. The public can request a speaking opportunity for any meeting but the meeting may go into committee following the public session. Meeting protocols General meeting protocols are to be agreed upon by the Group. Duration of the Westport 2100 Working Group The Westport 2100 Working Group shall exist for the duration of the development and implementation of the plan for Westport 2100, and shall cease to exist once this has been completed. The Working Group may potentially provide a staged series of recommendations back to the Councils for implementation as the work progresses in this space. The final suite of recommendations will be presented to the Councils by December 2019. General operating principles The Group is expected to: 1. Work in a collaborative and co-operative manner using its best endeavours to reach solutions

that take account of the interests of all sectors of the community 2. Seek consensus in its decision-making where possible 3. Seek assistance and exhaust all avenues to resolve matters where the Group encounters

fundamental disagreements 4. Report to the Councils the matters where agreement has been achieved and also matters

where disagreement has not been resolved, including whether there is a consensus or majority view on each matter.

Group support The Group will be supported by the Buller District Council and West Coast Regional Council, with the primary contact being Mark Crowe, Director Emergency Management and Natural Hazards..


A minimum of two Council staff (from either Council) will attend each meeting and will provide administrative support, minute taking, technical advice and information. Any additional investigation or data collection requested by the Group will require Council approval. Staff from various council departments will be invited to attend meetings, and provide technical advice and information where appropriate.



31 OCTOBER 2018

Agenda Item No 5

Prepared by - Mike Duff

- Group Manager Assets & Infrastructure Reviewed by - Tony Robertson

- Manager Utilities & Services ASSETS & INFRASTRUCTURE WORK PLANS – UTILITIES & SERVICES – 2018-19 BASELINE 1. REPORT SUMMARY

The process adopted by Assets & Infrastructure to drive improved transparency and service levels is through portfolio work plans. The purpose of this report is to provide Council with the Utilities & Services 2018-19 baselines for: • Roading • Three Waters • Waste Management

Setting the portfolio baselines and reporting ongoing status is critical for effective management, governance and keeping the community informed. Relevant budget line items from the approved plan are mapped (tagged) to the relevant portfolios and programs. This budget reconciliation process requires Finance approval as a quality control hold-point to ensure alignment with the general ledger. Refer to Attachment C for the 2018/19 approved baseline budgets. Progress updates and performance measurement including forecasts to identify deviations (trends and changes) enables intervention for recovery as well as change management procedures to reflect the current status.

2. DRAFT RECOMMENDATION That the report be received for information.


3. ISSUES AND DISCUSSION

Context Work plans will become an organisational initiative for whole-of-Council, directly linked to management’s Key Performance Indicators (KPI’s) and ‘customer experience’ in terms of improved transparency and service delivery standards. This includes better interactions between Council and our community, enabled by an increased level of detail (what are we doing?), opportunity for feedback (have we got this right?) and regular progress updates (how are we going?). By establishing clear roles and responsibilities, aligned performance expectations and valuing everyone’s contribution towards everyone’s success, a positive and motivated culture will develop. Continuous Improvement The functionality and service delivery standards will evolve and develop over time as continuous improvement (plan, do, check, act) steps are applied. The work plan process has been built ‘ground up’ based on fundamental program management principles, including scope definition, budget alignment, schedule planning and quality assurance. By incorporating improvements identified by the Assets & Infrastructure team during the implementation phase, this initial start-up process will be further refined and improved. Roading, Three Waters & Waste Management Roading, Three Waters and Waste Management are key portfolios for Council and represent a significant proportion of annual plan expenditure. Together with Transport, these portfolios comprise the Utilities & Services function which delivers many of the essential Council services for the community. The portfolios and their discrete programs are illustrated below.


Council acknowledges that there are important opportunities that need to be assessed, coordinated and reported effectively. Refer to Attachment A for portfolio performance summary for the baseline case and Attachment B for the itemised programs within Roading, Three Waters and Waste Management.


Portfolio Summaries – Roading, Three Waters & Waste Management Report Card Status Comment/Action Required Overall: Baseline set Safety: Systems in place Risk: Systems in place Scope: Defined in work plan Budget: Defined in work plan Schedule: Defined in work plan Resources: Resourcing in place Quality: Performing well Key Code for Status

Blue Excellent result, ahead of target or expectation Green Good result, met target, in place or performing well ⏳ Purple Work in progress, on track to complete

⚠ Amber Monitor, behind target, unsustainable or at risk Red Poor, requires urgent action or intervention

Narrative

• Overall Performance: Good, in place • Critical Issues: N/A • Critical Risks: N/A

Current Status

• Baselines set for 2018/19

Achieved this Period

• Budget reconciliation approved • Programs developed, tasks prioritised and ranked • Works commenced

Planned next Period

• Progress works • Update progress • Approve carry-overs


Key Milestones/Deliverables ID # Description Target Date Actual Date

1 Carry-overs approved for 2018/19 Sep 2018 Sep 2018 2 Baselines set for 2018/19 Oct 2018 Oct 2018 3 Complete delivery of Work Plans Jun 2019

Schedule Recovery ID # Description Explanation/Action

Not applicable

Budgets Roading ID # Description Last Period This Period

A Baseline $0 $5,352,893 B Current Approved $0 $5,352,893 C Earned Value (Actuals + Accruals) $0 $0 D To Finish (Estimate to Complete) $0 $5,352,893 E Forecast (Estimate at Completion) = C + D $0 $5,352,893 F Variance = E – B $0 $0

Three Waters ID # Description Last Period This Period


Waste Management ID # Description Last Period This Period

A Baseline $0 $801,538 B Current Approved $0 $801,538 C Earned Value (Actuals + Accruals) $0 $0 D To Finish (Estimate to Complete) $0 $801,538 E Forecast (Estimate at Completion) = C + D $0 $801,538 F Variance = E – B $0 $0


Critical Issues, Risks & Opportunities Critical Issues ID # Date Raised Description Resp. Action/Timing

Not applicable

Risks ID # Date Raised Description Resp. Action/Timing

Not applicable

Opportunities ID # Date Raised Description Resp. Action/Timing

Not applicable

Change Management Trend/Change Notices ID # Date Raised Description Status Action/Timing

Not applicable

Contract Variations ID # Date Raised Description Status Action/Timing

Not applicable


4. CONSIDERATIONS

4.1 Strategic Impact The successful delivery of work plans is in accordance with our LTP and is critical to the success of our district. 4.2 Significance Assessment Work plans are considered highly significant in terms of capital and operating expenditure, complexity, impact to levels of service and community benefit. 4.3 Risk Analysis Major risks are managed in accordance with Council’s risk management processes including a “what could go wrong?” approach to ensure all practicable steps are being taken to assess, control and monitor identified risks. 4.4 Policy/Legal Considerations Council must comply with the relevant policy and legal requirements including the Public Works Act 1981, the Health and Safety at Work Act 2015, the Resource Management Act 1991, Local Government Act 2002 and Council’s own Procurement Policy. 4.5 Tangata Whenua Considerations Nil noted. 4.6 Views of Those Affected Affected parties and stakeholders including community members, private sector, government ministries, agencies and authorities are consulted throughout the service delivery process. 4.7 Costs Costs for delivering services are expended against cost codes in our Annual Plan. Deviations (trends and changes) from approved control baselines will be indicated as budget variances and reported to Council accordingly. 4.8 Benefits Benefits of improved service delivery are in accordance with our LTP and aligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability. 4.9 Media/Publicity Publicity is expected with levels of service, not all of which will be positive. However, this should not deter from the reasons for delivering important assets and infrastructure for the community.


Attachment A – Portfolio Performance for:

- Roading - Three Waters - Waste Management


Portfolio Performance R ‐ RoadingS‐Curve

Results TablePeriod Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Baseline Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $575,054 $340,627Baseline Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,912,266 $5,252,893

Current Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $575,054 $340,627Current Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,912,266 $5,252,893

Actual MonthActual Cumulative

Earned MonthEarned Cumulative

Forecast Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $625,054 $390,627Forecast Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,962,266 $5,352,893

Performance Indicators Traffic Light RangeCost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5%

Schedule Variance SV% = 0.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10%*Update formulas to correct month column Action = Variance < ‐10%

Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $R ‐ Roading $5,352,893 $0 $5,352,893 $5,252,893 $5,352,893 $5,352,893 $0 $0 $0 $5,352,893 $5,352,893 $0

A ‐ Risks & Opportunitie $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $0 $0 $25,000 $25,000 $0R ‐ Local Roads $3,391,700 $0 $3,391,700 $3,391,700 $3,391,700 $3,391,700 $0 $0 $0 $3,391,700 $3,391,700 $0R ‐ Special Purpose Roa $1,509,193 $0 $1,509,193 $1,509,193 $1,509,193 $1,509,193 $0 $0 $0 $1,509,193 $1,509,193 $0R ‐ Planning, Investmen $327,000 $0 $327,000 $327,000 $327,000 $327,000 $0 $0 $0 $327,000 $327,000 $0

Grand Total $5,352,893 $0 $5,352,893 $5,252,893 $5,352,893 $5,352,893 $0 $0 $0 $5,352,893 $5,352,893 $0

Comments

Comments

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19

Expe

nditu

re

Annual Plan

Baseline Month Current Month Actual Month Earned Month Forecast Month

Baseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative


Portfolio Performance 3 ‐ Three WatersS‐Curve


Baseline Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $465,335 $183,180

Baseline Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,288,225 $4,471,405

Current Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $465,335 $183,180

Current Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,288,225 $4,471,405



Forecast Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $515,335 $233,180

Forecast Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,338,225 $4,571,405

Performance Indicators Traffic Light Range

Cost Variance CV% = 0.0% OK (Actual ‐ Earned)/Current [‐ve = under, +ve = over] OK = Variance > ‐5%

Schedule Variance SV% = 0.0% OK (Earned ‐ Planned)/Current [‐ve = behind, +ve = ahead] Monitor = Variance between ‐5% & ‐10%

*Update formulas to correct month column Action = Variance < ‐10%

Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $

3 ‐ Three Waters $4,571,405 $0 $4,571,405 $4,471,405 $4,571,405 $4,571,405 $0 $0 $0 $4,571,405 $4,571,405 $0

A ‐ Risks & Opportunitie $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0

A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

A ‐ Value Add $28,000 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $0 $28,000 $28,000 $0

3 ‐ Water Supply $2,508,358 $0 $2,508,358 $2,508,358 $2,508,358 $2,508,358 $0 $0 $0 $2,508,358 $2,508,358 $0

3 ‐ Sewerage, Trade & W $1,446,183 $0 $1,446,183 $1,446,183 $1,446,183 $1,446,183 $0 $0 $0 $1,446,183 $1,446,183 $0

3 ‐ Stormwater & Drain $488,864 $0 $488,864 $488,864 $488,864 $488,864 $0 $0 $0 $488,864 $488,864 $0

Grand Total $4,571,405 $0 $4,571,405 $4,471,405 $4,571,405 $4,571,405 $0 $0 $0 $4,571,405 $4,571,405 $0

Comments

Comments

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000


Expe

nditu

re

Annual Plan




Portfolio Performance W ‐ Waste ManagementS‐Curve


Baseline Month $58,669 $74,317 $61,617 $60,775 $63,266 $93,218 $61,217 $63,617 $64,438 $60,318 $62,366 $65,080Baseline Cumulative $58,669 $132,986 $194,603 $255,378 $318,644 $411,862 $473,079 $536,696 $601,134 $661,452 $723,818 $788,898

Current Month $58,669 $74,317 $61,617 $60,775 $63,266 $93,218 $61,217 $63,617 $64,438 $60,318 $62,366 $65,080Current Cumulative $58,669 $132,986 $194,603 $255,378 $318,644 $411,862 $473,079 $536,696 $601,134 $661,452 $723,818 $788,898



Forecast Month $58,669 $74,317 $61,617 $60,775 $63,266 $93,218 $61,217 $63,617 $64,438 $60,318 $68,366 $71,780Forecast Cumulative $58,669 $132,986 $194,603 $255,378 $318,644 $411,862 $473,079 $536,696 $601,134 $661,452 $729,818 $801,598



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $W ‐ Waste Management $801,598 $0 $801,598 $788,898 $801,598 $801,598 $0 $0 $0 $801,598 $801,598 $0

W ‐ Landfill Operations $68,038 $0 $68,038 $68,038 $68,038 $68,038 $0 $0 $0 $68,038 $68,038 $0W ‐ Transfer Facilities $32,500 $0 $32,500 $32,500 $32,500 $32,500 $0 $0 $0 $32,500 $32,500 $0W ‐ Waste Collection $624,500 $0 $624,500 $624,500 $624,500 $624,500 $0 $0 $0 $624,500 $624,500 $0W ‐ Public Refuse Dispo $52,000 $0 $52,000 $52,000 $52,000 $52,000 $0 $0 $0 $52,000 $52,000 $0W ‐ Waste Minimisation $11,500 $0 $11,500 $11,500 $11,500 $11,500 $0 $0 $0 $11,500 $11,500 $0W ‐ Resource Diversion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Risks & Opportunitie $12,700 $0 $12,700 $0 $12,700 $12,700 $0 $0 $0 $12,700 $12,700 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $360 $0 $360 $360 $360 $360 $0 $0 $0 $360 $360 $0

Grand Total $801,598 $0 $801,598 $788,898 $801,598 $801,598 $0 $0 $0 $801,598 $801,598 $0

Comments

Comments

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000


Expe

nditu

re

Annual Plan

Baseline Month Current Month Actual Month Earned Month Forecast MonthBaseline Cumulative Current Cumulative Actual Cumulative Earned Cumulative Forecast Cumulative


Attachment B – Portfolio Programs for:


38Agenda: Buller D

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eeting - 31 Octoberr 2018

Portfolio Work Plan R ‐ Roading $0 $5,352,893 $0 $5,352,893 $5,352,893 $0 $0 $5,352,893Coordinator Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Brian Murphy R ‐ Roading R ‐ Local Roads All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $3,391,700 $3,391,700 $3,391,700 $0 $0 $3,391,700Brian Murphy R ‐ Roading R ‐ Special Purpose Roads All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $1,509,193 $1,509,193 $1,509,193 $0 $0 $1,509,193Brian Murphy R ‐ Roading R ‐ Planning, Investment & Safety All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $327,000 $327,000 $327,000 $0 $0 $327,000Brian Murphy R ‐ Roading A ‐ Risks & Opportunities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $100,000 $100,000 $100,000 $0 $0 $100,000Brian Murphy R ‐ Roading A ‐ Growth Account All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Brian Murphy R ‐ Roading A ‐ Value Add All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $25,000 $25,000 $25,000 $0 $0 $25,000

39Agenda: Buller D

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eeting - 31 October 2018

R ‐ Roading R ‐ Local Roads $3,391,700 $3,391,700Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide R ‐ Maintenance Routine R ‐ Sealed Pavement Maintenance Operating Internal General Maintenance Sealed Pavement Maintenance 01/07/18 30/06/19 43052837 $375,000 $375,000District‐wide R ‐ Maintenance Routine R ‐ Unsealed Pavement MaintenanceOperating Internal General Maintenance Unsealed Pavement Maintenance 01/07/18 30/06/19 43062837 $350,000 $350,000District‐wide R ‐ Maintenance Routine R ‐ Routine Drainage Maintenance Operating Internal General Maintenance Drainage Maintenance 01/07/18 30/06/19 43072837 $301,510 $301,510District‐wide R ‐ Maintenance Routine R ‐ Routine Drainage Maintenance Operating Internal General Maintenance Street Cleaning 01/07/18 30/06/19 4307283701 $28,490 $28,490District‐wide R ‐ Maintenance Routine R ‐ Structures Maintenance Operating Internal General Maintenance Structures Maintenance 01/07/18 30/06/19 43082837 $62,000 $62,000District‐wide R ‐ Maintenance Routine R ‐ Environmental Maintenance Operating Internal General Maintenance Enviromental Maintenance 01/07/18 30/06/19 43092837 $220,000 $220,000District‐wide R ‐ Maintenance Routine R ‐ Environmental Maintenance Operating Internal General Maintenance Enviromental Maintenance 01/07/18 30/06/19 43092847 $130,000 $130,000District‐wide R ‐ Maintenance Routine R ‐ Traffic Services Maintenance Operating Internal General Maintenance Traffic signs Maintenance 01/07/18 30/06/19 43102837 $35,000 $35,000District‐wide R ‐ Maintenance Routine R ‐ Traffic Services Maintenance Operating Internal General Maintenance Street lighting and repairs 01/07/18 30/06/19 43102847 $153,000 $153,000District‐wide R ‐ Maintenance Routine R ‐ Traffic Services Maintenance Operating Internal General Maintenance Pavement Marking 01/07/18 30/06/19 43102847 $62,000 $62,000District‐wide R ‐ Maintenance Routine R ‐ Operational Traffic Management Operating Internal General Maintenance Operational Traffic Management 01/07/18 30/06/19 43112837 $1,200 $1,200District‐wide R ‐ Maintenance Routine R ‐ Level Crossings Operating Internal General Maintenance Railway Crossings 01/07/18 30/06/19 43122847 $4,000 $4,000District‐wide R ‐ Maintenance Routine R ‐ Minor Works/Events Operating Internal General Maintenance Minor Storm events 01/07/18 30/06/19 43192837 $200,000 $200,000District‐wide R ‐ Maintenance Routine R ‐ Minor Works/Events Operating Internal PSBU Administration & Professional Services 01/07/18 30/06/19 43134505 $312,500 $312,500District‐wide R ‐ Maintenance Routine R ‐ Network & Asset Management Operating Internal Others Administration & Professional Services 01/07/18 30/06/19 43132601 $50,000 $50,000District‐wide R ‐ Maintenance Routine R ‐ Network & Asset Management Operating Internal Consultants Administration & Professional Services 01/07/18 30/06/19 43132847 $50,000 $50,000District‐wide R ‐ Renewals & Upgrades R ‐ Unsealed Road Metalling Capital Internal Local Roads Capital Works Unsealed Road Metalling 01/07/18 30/06/19 43205566 $150,000 $150,000District‐wide R ‐ Renewals & Upgrades R ‐ Sealed Road Resurfacing Capital Internal Local Roads Capital Works Sealed Road Resurfacing 01/07/18 30/06/19 43215566 $450,000 $450,000District‐wide R ‐ Renewals & Upgrades R ‐ Drainage Renewals Capital Internal Local Roads Capital Works Drainage Renewals 01/07/18 30/06/19 43225566 $145,000 $145,000District‐wide R ‐ Renewals & Upgrades R ‐ Structures Component ReplacemeCapital Internal Local Roads Capital Works Structures Component Replacements 01/07/18 30/06/19 43245566 $30,000 $30,000District‐wide R ‐ Renewals & Upgrades R ‐ Traffic Services Renewals Capital Internal Local Roads Capital Works Traffic Services Renewals 01/07/18 30/06/19 43255566 $42,000 $42,000District‐wide R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Local Roads Capital Works Mirfins Bridge Protection Works 01/07/18 30/06/19 43275566 $197,000 $197,000District‐wide R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Local Roads Capital Works Market Cross Intersection Impovements 01/07/18 30/06/19 43275566 $10,000 $10,000District‐wide R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Local Roads Capital Works Marine Parade Parking/Pedestrian 01/07/18 30/06/19 43275566 $33,000 $33,000

40Agenda: Buller D

istrict Council: M


R ‐ Roading R ‐ Special Purpose Roads $1,509,193 $1,509,193Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Northern Buller R ‐ Maintenance Routine R ‐ Sealed Pavement Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43302837 $132,000 $132,000Northern Buller R ‐ Maintenance Routine R ‐ Unsealed Pavement MaintenanceOperating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43312837 $9,000 $9,000Northern Buller R ‐ Maintenance Routine R ‐ Routine Drainage Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43322837 $60,000 $60,000Northern Buller R ‐ Maintenance Routine R ‐ Structures Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43332837 $13,000 $13,000Northern Buller R ‐ Maintenance Routine R ‐ Environmental Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43342837 $100,000 $100,000Northern Buller R ‐ Maintenance Routine R ‐ Traffic Services Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43352847 $2,000 $2,000Northern Buller R ‐ Maintenance Routine R ‐ Traffic Services Maintenance Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43352847 $8,000 $8,000Northern Buller R ‐ Maintenance Routine R ‐ Minor Works/Events Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43392837 $100,000 $100,000Northern Buller R ‐ Maintenance Routine R ‐ Network & Asset Management Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43374505 $31,644 $31,644Northern Buller R ‐ Maintenance Routine R ‐ Network & Asset Management Operating Internal Karamea SPR Maintenance Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43372601 $67,856 $67,856Northern Buller R ‐ Renewals & Upgrades R ‐ Unsealed Road Metalling Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43405566 $12,200 $12,200Northern Buller R ‐ Renewals & Upgrades R ‐ Sealed Road Resurfacing Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43415566 $117,000 $117,000Northern Buller R ‐ Renewals & Upgrades R ‐ Drainage Renewals Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43425566 $31,600 $31,600Northern Buller R ‐ Renewals & Upgrades R ‐ Sealed Road Pavement RehabilitaCapital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43435566 $99,900 $99,900Northern Buller R ‐ Renewals & Upgrades R ‐ Structures Component ReplacemeCapital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43445566 $3,000 $3,000Northern Buller R ‐ Renewals & Upgrades R ‐ Traffic Services Renewals Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43455566 $30,100 $30,100Northern Buller R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43465566 $206,893 $206,893Northern Buller R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43465566 $30,000 $30,000Northern Buller R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43465566 $100,000 $100,000Northern Buller R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43465566 $30,000 $30,000Northern Buller R ‐ Renewals & Upgrades R ‐ Low Cost Low Risk Capital Internal Karamea SPR Capital Works Mokihinui to Karamea (49km) to Kohaihai (1 1/7/18 30/6/19 43465566 $325,000 $325,000

41Agenda: Buller D

istrict Council: M


R ‐ Roading R ‐ Planning, Investment & Safety $327,000 $327,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide R ‐ Renewals & Upgrades R ‐ Structures Component ReplacemeOperating Internal LED Street Lighting NZTA 85% FAR 1/7/18 30/6/19 $275,000 $275,000District‐wide R ‐ Investment ManagemenR ‐ Network & Asset Management Operating Internal ONRC Initiatives Activity Managament Plan Improvements 1/7/18 30/6/19 4317 $20,000 $20,000District‐wide R ‐ Road Safety A ‐ Safety Improvements Operating External Road Safety Promotion Education & Community Programs 1/7/18 30/6/19 4315 $32,000 $32,000

42Agenda: Buller D

istrict Council: M


R ‐ Roading A ‐ Risks & Opportunities $100,000 $100,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Joint Funding A ‐ Allowance All All Provisional allowance Access joint funding opportunities 1/07/18 30/06/19 All $25,000 $25,000All A ‐ Portfolio Contingency A ‐ Allowance All All Known portfolio risks (assessed) Specific esitimate or event uncertainties 1/07/18 30/06/19 All $25,000 $25,000All A ‐ Portfolio Reserve A ‐ Undistributed All All Unknown portfolio risks (%) Overall portfolio uncertainties ‐ 5% 1/07/18 30/06/19 All $25,000 $25,000All A ‐ Portfolio Urgent A ‐ Emergency Works All All Unplanned urgent work ‐ Coordinator Coordinator approval (if within budget) 1/07/18 30/06/19 All $25,000 $25,000

43Agenda: Buller D

istrict Council: M


R ‐ Roading A ‐ Growth Account $0 $0Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Internal Transfer A ‐ Program Transfer All All Inter‐program transfers Coordinator approval (if within budget) 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Portfolio Transfer All All Inter‐portfolio transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Internal Transfer A ‐ Department Transfer All All Inter‐department transfers Manager approval required 1/07/18 30/06/19 All $0 $0All A ‐ Change Management A ‐ External Change All All Council approved external changes Project Change Notice (PCN) required 1/07/18 30/06/19 All $0 $0

44Agenda: Buller D

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R ‐ Roading A ‐ Value Add $25,000 $25,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Portfolio Development A ‐ Business Improvement All All Strategy, systems, processes, tools Targeting program management 1/07/18 30/06/19 All $25,000 $25,000

45Agenda: Buller D

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Portfolio Work Plan 3 ‐ Three Waters $0 $4,571,405 $0 $4,571,405 $4,571,405 $0 $0 $4,571,405Coordinator Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Sam Murphy 3 ‐ Three Waters 3 ‐ Water Supply All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $2,508,358 $2,508,358 $2,508,358 $0 $0 $2,508,358Sam Murphy 3 ‐ Three Waters 3 ‐ Sewerage, Trade & Waste Water All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $1,446,183 $1,446,183 $1,446,183 $0 $0 $1,446,183Sam Murphy 3 ‐ Three Waters 3 ‐ Stormwater & Drainage All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $488,864 $488,864 $488,864 $0 $0 $488,864Sam Murphy 3 ‐ Three Waters A ‐ Risks & Opportunities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $100,000 $100,000 $100,000 $0 $0 $100,000Sam Murphy 3 ‐ Three Waters A ‐ Growth Account All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Sam Murphy 3 ‐ Three Waters A ‐ Value Add All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $28,000 $28,000 $28,000 $0 $0 $28,000

46Agenda: Buller D

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3 ‐ Three Waters 3 ‐ Water Supply $2,508,358 $2,573,058Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Internal Water Treatment Plant (Reservoir junction tNew trunkmain pipe section 28/02/19 30/06/19 7301556004 $418,550 $450,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Internal Backflow Prevention Install Backflow devices to high risk connect 1/01/19 30/03/19 7301556010 $20,000 $20,000Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73012837 $427,866 $481,116Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73012847 $280,000 $280,000Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital External WTP ‐ (UV System Upgrade) Upgrade UV system at Reefton WTP 1/12/18 28/02/19 7311556008 $40,000 $40,000Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital External WTP ‐ (Misc Upgrades) Misc WTP upgrade as required 1/01/19 30/06/19 7311556008 $20,000 $20,000Reefton 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73112837 $83,500 $83,500Reefton 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73112847 $17,500 $17,500Little Wanganui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73212837 $7,500 $7,500Little Wanganui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73212847 $2,500 $2,500Mokihinui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73312837 $2,000 $2,000Mokihinui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73312847 $1,000 $1,000Ngakawau 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73412837 $7,500 $7,500Ngakawau 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73412847 $5,000 $5,000Waimangaroa 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Water Supply Upgrade New bore and treatment plant 31/01/19 30/06/19 7351556005 $473,692 $473,692Waimangaroa 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73512837 $15,000 $15,000Waimangaroa 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73512847 $3,000 $3,000Cape Foulwind 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73612837 $10,000 $10,000Cape Foulwind 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73612847 $1,500 $1,500Punakaiki 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Supply Improvements (tanks) Install additional treated water storage 1/09/18 15/12/18 7371556004 $175,000 $175,000Punakaiki 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73712837 $15,000 $15,000Punakaiki 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73712847 $20,000 $20,000Inangahua 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73812837 $2,500 $2,500Inangahua 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73812847 $5,500 $5,500Cape Foulwind 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 73912837 $500 $500Cape Foulwind 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 73912847 $500 $500Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Trunkmain Renewal Purchase spare trunkmain pipe 1/01/19 31/01/19 7301556007 $50,000 $50,000Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Reticulation Valves Reticulation valves as required 1/01/19 30/06/19 7301556008 $35,000 $35,000Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Internal Buller Rd (Elisabeth St ‐ Plaskett St) New watermain 31/01/19 15/03/19 7311556002 $95,000 $75,000Reefton 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Reticulation Valves Reticulation valves as required 1/02/19 30/03/19 7311556008 $10,000 $10,000Reefton 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7311556001 $30,000 $30,000Little Wanganui 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7321556001 $1,500 $1,500Mokihinui 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7331556001 $1,000 $1,000Ngakawau 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital (Ngakawau/Hector) Misc minor capital 1/07/18 30/06/19 7341556001 $2,100 $2,100Waimangaroa 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7351556001 $3,000 $3,000Cape Foulwind 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7361556001 $2,500 $2,500Punakaiki 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7371556001 $7,500 $7,500Inangahua 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7381556001 $650 $650Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7301556001 $180,000 $180,000Waimangaroa 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal McGill Street (SH 67) (24 McGill FH ‐ 12 McGNew watermain 30/03/19 30/05/19 7351556004 $35,000 $35,000

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3 ‐ Three Waters 3 ‐ Sewerage, Trade & Waste Water $1,446,183 $1,471,183Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport 3 ‐ Renewals A ‐ FEL Studies Capital External Sewer modelling Sewer modelling for stormwater infiltration 1/09/18 30/06/19 7101556306 $25,000 $25,000Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Manufacturing Compost Produce compost at Wpt WWTP 1/07/18 30/06/19 71012818 $65,004 $65,004Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 71012837 $170,000 $170,000Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 71012847 $280,000 $300,000Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Victory St (Kelly St ‐ Shaw St) New sewer main 1/07/18 15/10/18 7131556304 $35,000 $35,000Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Broadway (133 Broadway ‐ 107 Broadway) New sewer main 15/11/18 15/12/18 7131556304 $60,000 $65,000Reefton 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 71312837 $35,000 $35,000Reefton 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 71312847 $50,000 $50,000Little Wanganui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 71412837 $5,250 $5,250Little Wanganui 3 ‐ Operations A ‐ Repairs & Maintenance Operating Internal Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 71412847 $4,500 $4,500Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Adderley St (Wakefield St ‐ Brougham St) New sewer main 31/03/19 30/06/19 7101556305 $100,000 $100,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Adderley St (Brougham St ‐ Wakefield St) New sewer main 31/03/19 30/06/19 7101556305 $130,000 $130,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Romilly St (Cobden St ‐ Pakington St) New sewer main 15/01/19 15/02/19 7101556305 $68,250 $68,250Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Hunter St (No.8 ‐ Henley St (new)) New sewer main 30/01/19 28/02/19 7101556305 $17,875 $17,875Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Lyndhurst St (Domett St ‐ Harkness Pl) New sewer main 28/02/19 30/03/19 7101556305 $35,770 $35,770Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Peel St (Bentham St ‐ Disraeli St) New sewer main 30/03/19 15/04/19 7101556305 $73,000 $73,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Peel St (150 Peel St ‐ End) New sewer main 15/04/19 30/04/19 7101556305 $19,710 $19,710Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7101556301 $67,296 $67,296Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Treatment Plant Centrifuge overhaul 31/03/19 30/04/19 7101556302 $25,000 $25,000Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Pipeline and Pumpstations Misc pump station capital as required 1/07/18 30/06/19 7101556303 $28,500 $28,500Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Critical spares Misc critical spare as required 1/02/19 30/04/19 7101556308 $33,500 $33,500Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Crampton Rd (Sheil St ‐ Church St) New sewer main 15/11/18 15/12/18 7131556304 $20,000 $20,000Reefton 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7131556301 $26,028 $26,028Reefton 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Install additional manholes New manholes for new sewer mains 15/11/18 31/03/19 7131556303 $35,000 $35,000Little Wanganui 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7141556301 $1,500 $1,500Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Misc Sewer replacement New sewer main as required 1/07/18 30/06/19 7101556305 $35,000 $35,000

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3 ‐ Three Waters 3 ‐ Stormwater & Drainage $488,864 $532,864Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Russell St ‐ (Brougham St ‐ Lyndhurst St) New stormwater main 31/01/19 15/03/19 7180556402 $65,000 $81,000Westport 3 ‐ Asset Upgrade A ‐ FEL Studies Capital External Stormwater Modelling Sewer modelling for stormwater infiltration 1/09/18 30/06/19 7180556402 $150,000 $150,000Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating External Outwork WestReef WestReef outwork expenses 1/07/18 30/06/19 71802837 $88,860 $88,860Westport 3 ‐ Operations A ‐ Repairs & Maintenance Operating External Repairs, Maintenance and Outwork Other outwork expenses 1/07/18 30/06/19 71802847 $45,000 $45,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Adderley St (Wakefield St ‐ Brougham St) New stormwater main 31/03/19 30/06/19 7180556402 $55,000 $75,000Westport 3 ‐ Asset Upgrade A ‐ Increase Level of Service Capital Projects Adderley St (Brougham St ‐ Wakefield St) New stormwater main 31/03/19 30/06/19 7180556402 $50,000 $58,000Westport 3 ‐ Renewals A ‐ Renewal & Refurbishment Capital Internal Minor Capital Misc minor capital 1/07/18 30/06/19 7180556401 $35,004 $35,004

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3 ‐ Three Waters A ‐ Risks & Opportunities $100,000 $100,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate


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3 ‐ Three Waters A ‐ Growth Account $0 $0Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate


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3 ‐ Three Waters A ‐ Value Add $28,000 $28,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Portfolio Development A ‐ Business Improvement All All Strategy, systems, processes, tools Targeting program management 1/07/18 30/06/19 All $28,000 $28,000

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Portfolio Work Plan W ‐ Waste Management $0 $801,598 $0 $801,598 $801,598 $0 $0 $801,598Coordinator Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Gina Hogarth W ‐ Waste Mana W ‐ Landfill Operations All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $68,038 $68,038 $68,038 $0 $0 $68,038Gina Hogarth W ‐ Waste Mana W ‐ Transfer Facilities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $32,500 $32,500 $32,500 $0 $0 $32,500Gina Hogarth W ‐ Waste Mana W ‐ Waste Collection All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $624,500 $624,500 $624,500 $0 $0 $624,500Gina Hogarth W ‐ Waste Mana W ‐ Public Refuse Disposal All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $52,000 $52,000 $52,000 $0 $0 $52,000Gina Hogarth W ‐ Waste Mana W ‐ Waste Minimisation All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $11,500 $11,500 $11,500 $0 $0 $11,500Gina Hogarth W ‐ Waste Mana W ‐ Resource Diversion All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Gina Hogarth W ‐ Waste Mana A ‐ Risks & Opportunities All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $12,700 $12,700 $12,700 $0 $0 $12,700Gina Hogarth W ‐ Waste Mana A ‐ Growth Account All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $0 $0 $0 $0 $0 $0Gina Hogarth W ‐ Waste Mana A ‐ Value Add All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $360 $360 $360 $0 $0 $360

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W ‐ Waste Management W ‐ Landfill Operations $68,038 $68,038Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide W ‐ Active Facility A ‐ Monitoring & Testing Operating External Monitoring & Testing Casey & SGS 1/07/18 30/06/19 7206284702 $15,000 $15,000District‐wide W ‐ Active Facility A ‐ Legal & Governance Operating External Landfills monitoring reports MWH 1/07/18 30/06/19 7206284702 $2,500 $2,500Birchfield W ‐ Closed Facility A ‐ Licences & Leases Operating External Birchfield LF Lease Cain 1/07/18 30/06/19 7206284703 $3,156 $3,156Karamea W ‐ Active Facility A ‐ Monitoring & Testing Operating External Zone 2 ‐ Karamea Monitoring costs 1/07/18 30/06/19 7212284702 $2,688 $2,688Karamea W ‐ Active Facility A ‐ General Outworks Operating External Zone 2 ‐ Karamea Repairs & maintenance 1/07/18 30/06/19 7212284703 $6,804 $6,804Karamea W ‐ Active Facility A ‐ General Outworks Operating External Zone 2 ‐ Karamea Site Management 1/07/18 30/06/19 7212283705 $28,650 $28,650Karamea W ‐ Active Facility A ‐ General Outworks Operating External Zone 2 ‐ Karamea Waste Levy 1/07/18 30/06/19 72122878 $900 $900Maruia W ‐ Active Facility A ‐ General Outworks Operating External Zone 3 ‐ Maruia Repairs & maintenance 1/07/18 30/06/19 72132847 $2,520 $2,520Maruia W ‐ Active Facility A ‐ Licences & Leases Operating External Zone 3 ‐ Maruia Lease Payments 1/07/18 30/06/19 7213284703 $2,628 $2,628Maruia W ‐ Active Facility A ‐ General Outworks Operating External Zone 3 ‐ Maruia Site management 1/07/18 30/06/19 7213284704 $1,300 $1,300Maruia W ‐ Active Facility A ‐ Monitoring & Testing Operating External Zone 3 ‐ Maruia Monitoring costs 1/07/18 30/06/19 7213284702 $1,632 $1,632Maruia W ‐ Active Facility A ‐ Licences & Leases Operating External Zone 3 ‐ Maruia Waste Levy 1/07/18 30/06/19 72132878 $260 $260

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W ‐ Waste Management W ‐ Transfer Facilities $32,500 $32,500Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide W ‐ Transfer Station A ‐ Certification & Compliance Operating External Toltec Weighbridge Cert & Maint Toltec 1/07/17 30/06/19 72062847 $3,000 $3,000District‐wide W ‐ Transfer Station A ‐ General Outworks Operating External General R&M Maintenance 1/07/18 30/06/19 72062847 $17,000 $17,000District‐wide W ‐ Transfer Station A ‐ General Outworks Operating External General R&M Maintenance 1/07/18 30/06/19 7206284702 $12,500 $12,500

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W ‐ Waste Management W ‐ Waste Collection $624,500 $624,500Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide A ‐ Prime Contracts A ‐ General Outworks Operating Internal Zone 1 ‐ West/Moki/Puna/Reef SEL Contract Commitments 1/07/18 30/06/19 7205284701 $583,900 $583,900District‐wide A ‐ Contractors A ‐ Routine Services Operating External Additional Bin Pickups Westport & Reefton 1/07/18 30/06/19 7206284704 $7,500 $7,500Punakaiki A ‐ Contractors A ‐ Routine Services Operating External Additional Bin Pickups Punakaiki & Tauranga Bay 1/07/18 30/06/19 7206284704 $17,500 $17,500District‐wide A ‐ Contractors A ‐ Community Services Operating External Beach Cleanups Repairs & Maintenance 1/07/18 30/06/19 72062847 $2,000 $2,000District‐wide A ‐ Contractors A ‐ Community Services Operating External Rivers & Beaches Volunteer Groups 1/07/18 30/06/19 72062847 $8,000 $8,000Karamea A ‐ Contractors A ‐ General Outworks Operating External Zone 2 ‐ Karamea Love Bins Maintenance 1/07/18 30/06/19 7212283704 $2,600 $2,600Karamea A ‐ Contractors A ‐ General Outworks Operating External Zone 2 ‐ Karamea Transport Karamea Recycling 1/07/18 30/06/19 7212283702 $3,000 $3,000

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W ‐ Waste Management W ‐ Public Refuse Disposal $52,000 $52,000Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide W ‐ Compaction Bins A ‐ Rental & Hire Operating External Urban Effects Hire Hire of self compacting bins 1/07/18 30/06/19 7206284704 $10,000 $10,000District‐wide W ‐ Standard Bins A ‐ Purchase & Manufacture Capital External Replace litter bins Reefton litter bins & SJ Recycling 1/07/18 30/06/19 72065508 $30,000 $30,000District‐wide W ‐ Bags & Containers A ‐ General Outworks Operating External Bags & Containers Bag Purchase 1/07/18 30/06/19 72062402 $12,000 $12,000

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W ‐ Waste Management W ‐ Waste Minimisation $11,500 $11,500Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

District‐wide A ‐ Education A ‐ Administration Operating External Enviroschools Funding support 1/07/18 30/06/19 72062835 $11,500 $11,500

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W ‐ Waste Management A ‐ Risks & Opportunities $12,700 $12,700Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate


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W ‐ Waste Management A ‐ Growth Account $0 $0Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate


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W ‐ Waste Management A ‐ Value Add $360 $360Location Activity Task Group Category Description Details Start Date Finish Date Cost Code Total Budget Estimate

All A ‐ Portfolio Development A ‐ Business Improvement All All Strategy, systems, processes, tools Targeting program management 1/07/18 30/06/19 All $360 $360


Attachment C – 2018/19 Approved Budget Reconciliation for:


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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $1,243,099 $4,109,794 $5,352,893GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

43052837 4305 WestReef A&I Roads Direct Operating $142,836 $296,019 $438,855 R ‐ Roading43062837 4306 WestReef A&I Roads Direct Operating $133,903 $277,519 $411,422 R ‐ Roading43072837 4307 WestReef A&I Roads Direct Operating $107,127 $222,014 $329,141 R ‐ Roading

4307283701 4307 WestReef Streetcleaning A&I Roads Direct Operating $10,713 $22,201 $32,914 R ‐ Roading43082837 4308 WestReef A&I Roads Direct Operating $22,140 $45,883 $68,023 R ‐ Roading43092837 4309 WestReef A&I Roads Direct Operating $107,127 $222,014 $329,141 R ‐ Roading43092847 4309 Others A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43102837 4310 WestReef A&I Roads Direct Operating $7,142 $14,801 $21,943 R ‐ Roading43102847 4310 Others A&I Roads Direct Operating $82,131 $170,212 $252,343 R ‐ Roading43112837 4311 WestReef A&I Roads Direct Operating $429 $888 $1,317 R ‐ Roading43122847 4312 Others A&I Roads Direct Operating $1,426 $2,955 $4,381 R ‐ Roading43132601 4313 Consultant Fees A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43132847 4313 Others A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43152847 4315 Others A&I Roads Direct Operating $11,427 $23,682 $35,109 R ‐ Roading43172847 4317 Others A&I Roads Direct Operating $7,142 $14,801 $21,943 R ‐ Roading43192837 4319 Westreef A&I Roads Direct Operating $71,418 $148,009 $219,427 R ‐ Roading43205566 4320 WestReef A&I Roads Direct Capital $53,564 $111,007 $164,571 R ‐ Roading43215566 4321 Others A&I Roads Direct Capital $169,618 $297,769 $467,387 R ‐ Roading43225566 4322 Kerb & Channel A&I Roads Direct Capital $51,778 $107,307 $159,085 R ‐ Roading43245566 4324 Others A&I Roads Direct Capital $10,713 $22,201 $32,914 R ‐ Roading43255566 4325 Others A&I Roads Direct Capital $113,198 $234,595 $347,793 R ‐ Roading43275566 4327 Others A&I Roads Direct Capital $85,702 $177,611 $263,313 R ‐ Roading43302837 4330 WestReef A&I Roads Direct Operating $0 $132,000 $132,000 R ‐ Roading43312837 4331 WestReef A&I Roads Direct Operating $0 $9,000 $9,000 R ‐ Roading43322837 4332 WestReef A&I Roads Direct Operating $0 $60,000 $60,000 R ‐ Roading43332837 4333 WestReef A&I Roads Direct Operating $0 $13,000 $13,000 R ‐ Roading43342837 4334 WestReef A&I Roads Direct Operating $0 $100,000 $100,000 R ‐ Roading43352837 4335 WestReef A&I Roads Direct Operating $0 $10,000 $10,000 R ‐ Roading43372601 4337 Consultants Fees A&I Roads Direct Operating $0 $57,500 $57,500 R ‐ Roading43372847 4337 Others A&I Roads Direct Operating $0 $2,000 $2,000 R ‐ Roading43392837 4339 WestReef A&I Roads Direct Operating $0 $100,000 $100,000 R ‐ Roading43405566 4340 WestReef A&I Roads Direct Capital $0 $12,200 $12,200 R ‐ Roading43415566 4341 Others A&I Roads Direct Capital $0 $117,000 $117,000 R ‐ Roading43425566 4342 Kerb & Channel A&I Roads Direct Capital $0 $31,600 $31,600 R ‐ Roading43435566 4343 Others A&I Roads Direct Capital $0 $99,900 $99,900 R ‐ Roading43445566 4344 WestReef A&I Roads Direct Capital $0 $3,000 $3,000 R ‐ Roading43455566 4345 Others A&I Roads Direct Capital $0 $30,100 $30,100 R ‐ Roading43465566 4346 Other A&I Roads Direct Capital $0 $810,000 $810,000 R ‐ Roading

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $4,571,405 $0 $4,571,405GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

71012818 7101 Manufacturing Compost A&I Wastewater Direct Operating $65,004 $65,004 3 ‐ Three Waters71012837 7101 Westreef Outwork A&I Wastewater Direct Operating $170,000 $170,000 3 ‐ Three Waters71012847 7101 Repairs Mtce & Outwork A&I Wastewater Direct Operating $300,000 $300,000 3 ‐ Three Waters

7101556301 7101 Minor Capital A&I Wastewater Direct Capital $67,296 $67,296 3 ‐ Three Waters7101556302 7101 WWTP Centrifuge overhaul A&I Wastewater Direct Capital $25,000 $25,000 3 ‐ Three Waters7101556303 7101 Pipeline and Pumpstations A&I Wastewater Direct Capital $28,500 $28,500 3 ‐ Three Waters7101556305 7101 Mains Replacements A&I Wastewater Direct Capital $544,355 $544,355 3 ‐ Three Waters7101556306 7101 Sewer modelling and separation A&I Wastewater Direct Capital $25,000 $25,000 3 ‐ Three Waters7101556308 7101 Critical Spares A&I Wastewater Direct Capital $33,500 $33,500 3 ‐ Three Waters

71312837 7131 Westreef Outwork A&I Wastewater Direct Operating $35,000 $35,000 3 ‐ Three Waters71312847 7131 Repairs Mtce & Outwork A&I Wastewater Direct Operating $50,000 $50,000 3 ‐ Three Waters

7131556301 7131 Minor Capital A&I Wastewater Direct Capital $26,028 $26,028 3 ‐ Three Waters7131556303 7131 Install additional manholes A&I Wastewater Direct Capital $35,000 $35,000 3 ‐ Three Waters7131556304 7131 Main Renewals A&I Wastewater Direct Capital $105,000 $105,000 3 ‐ Three Waters


7141556301 7141 Minor Capital A&I Wastewater Direct Capital $1,500 $1,500 3 ‐ Three Waters71802837 7180 Westreef Outwork A&I Stormwater Direct Operating $88,860 $88,860 3 ‐ Three Waters71802847 7180 Repairs Mtce & Outwork A&I Stormwater Direct Operating $45,000 $45,000 3 ‐ Three Waters

7180556401 7180 Minor Capital A&I Stormwater Direct Capital $35,004 $35,004 3 ‐ Three Waters7180556402 7180 Main Replacement A&I Stormwater Direct Capital $320,000 $320,000 3 ‐ Three Waters

73012837 7301 Westreef Outwork A&I Water Direct Operating $481,116 $481,116 3 ‐ Three Waters73012847 7301 Repairs/Mtce & Outwork A&I Water Direct Operating $280,000 $280,000 3 ‐ Three Waters

7301556001 7301 Minor Capital A&I Water Direct Capital $180,000 $180,000 3 ‐ Three Waters7301556004 7301 Mains Renewal A&I Water Direct Capital $418,550 $418,550 3 ‐ Three Waters7301556007 7301 ‐ Trunkmain renewal A&I Water Direct Capital $50,000 $50,000 3 ‐ Three Waters7301556008 7301 Valves A&I Water Direct Capital $35,000 $35,000 3 ‐ Three Waters7301556010 7301 Backflow Prevention A&I Water Direct Capital $20,000 $20,000 3 ‐ Three Waters

73112837 7311 Outwork Westreef A&I Water Direct Operating $83,500 $83,500 3 ‐ Three Waters73112847 7311 Repairs/Mtce & Outwork A&I Water Direct Operating $17,500 $17,500 3 ‐ Three Waters

7311556001 7311 Minor Capital A&I Water Direct Capital $30,000 $30,000 3 ‐ Three Waters7311556002 7311 Main Renewals A&I Water Direct Capital $95,000 $95,000 3 ‐ Three Waters7311556008 7311 ‐ Reticulation valves A&I Water Direct Capital $70,000 $70,000 3 ‐ Three Waters


7321556001 7321 Minor Capital A&I Water Direct Capital $1,500 $1,500 3 ‐ Three Waters73312837 7331 Westreef Outwork A&I Water Direct Operating $2,000 $2,000 3 ‐ Three Waters73312847 7331 Repairs Mtce & Outwork A&I Water Direct Operating $1,000 $1,000 3 ‐ Three Waters


7341556001 7341 Water Supplies ‐ Minor capital A&I Water Direct Capital $2,100 $2,100 3 ‐ Three Waters73512837 7351 Westreef Outwork A&I Water Direct Operating $15,000 $15,000 3 ‐ Three Waters73512847 7351 Repairs Mtce & Outwork A&I Water Direct Operating $3,000 $3,000 3 ‐ Three Waters

7351556001 7351 Minor Capital A&I Water Direct Capital $3,000 $3,000 3 ‐ Three Waters7351556004 7351 Other Capital A&I Water Direct Capital $35,000 $35,000 3 ‐ Three Waters7351556005 7351 ‐Drinking Water Standards (DWS) A&I Water Direct Capital $473,692 $473,692 3 ‐ Three Waters

73612837 7361 Westreef Outwork A&I Water Direct Operating $10,000 $10,000 3 ‐ Three Waters73612847 7361 Repairs Mtce & Outwork A&I Water Direct Operating $1,500 $1,500 3 ‐ Three Waters

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $4,571,405 $0 $4,571,405GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

7361556001 7361 Minor Capital A&I Water Direct Capital $2,500 $2,500 3 ‐ Three Waters73712837 7371 Westreef Outwork A&I Water Direct Operating $15,000 $15,000 3 ‐ Three Waters73712847 7371 Repairs/Mtce & Outwork A&I Water Direct Operating $20,000 $20,000 3 ‐ Three Waters

7371556001 7371 Minor Capital A&I Water Direct Capital $7,500 $7,500 3 ‐ Three Waters7371556004 7371 Supply Improvements A&I Water Direct Capital $175,000 $175,000 3 ‐ Three Waters


7381556001 7381 Minor Capital A&I Water Direct Capital $650 $650 3 ‐ Three Waters73912837 7391 Westreef Outwork A&I Water Direct Operating $500 $500 3 ‐ Three Waters73912847 7391 Repairs/Mtce & Outwork A&I Water Direct Operating $500 $500 3 ‐ Three Waters

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Portfolio Budgets 2018‐19 Approved by Corporate Services W Thompson 16/08/2018 $0 $801,538 $0 $801,538GL Code Cost Centre Account Name Business Unit Activity Type Group Carry‐Forward Rates Funded External Funded Total Budget Portfolio

7205284701 7205 Contractor Subsidy A&I Solid Waste Direct Operating $583,900 $583,900 W ‐ Waste Management72062402 7206 Bag Purchases A&I Solid Waste Direct Operating $15,000 $15,000 W ‐ Waste Management72062835 7206 Enviroschools A&I Solid Waste Direct Operating $11,500 $11,500 W ‐ Waste Management

7206284702 7206 Monitoring Costs A&I Solid Waste Direct Operating $35,000 $35,000 W ‐ Waste Management7206284703 7206 Lease‐ Birchfield A&I Solid Waste Direct Operating $3,156 $3,156 W ‐ Waste Management7206284704 7206 Love Bins A&I Solid Waste Direct Operating $35,000 $35,000 W ‐ Waste Management

72062847 7206 Waste Minimisation Costs A&I Solid Waste Direct Operating $30,000 $30,000 W ‐ Waste Management72065508 7206 Litter Bins A&I Solid Waste Direct Capital $35,000 $35,000 W ‐ Waste Management

7212283702 7212 Processing Recycling (recycling transport) A&I Solid Waste Direct Operating $3,000 $3,000 W ‐ Waste Management7212284702 7212 Monitoring Costs A&I Solid Waste Direct Operating $2,688 $2,688 W ‐ Waste Management7212284703 7212 Repairs Mtce & Outwork (Karamea Landfill) A&I Solid Waste Direct Operating $6,804 $6,804 W ‐ Waste Management7212284704 7212 Love Bins (litter collection) A&I Solid Waste Direct Operating $2,600 $2,600 W ‐ Waste Management7212284705 7212 Site Supervisor A&I Solid Waste Direct Operating $28,650 $28,650 W ‐ Waste Management

72122878 7212 Waste Levy ($10.00 per tonne) A&I Solid Waste Direct Operating $900 $900 W ‐ Waste Management72132847 7213 Repairs Mtce & Outwork (Maruia Landfill) A&I Solid Waste Direct Operating $2,520 $2,520 W ‐ Waste Management

7213284702 7213 Monitoring Costs A&I Solid Waste Direct Operating $1,632 $1,632 W ‐ Waste Management7213284703 7213 Lease Payments A&I Solid Waste Direct Operating $2,628 $2,628 W ‐ Waste Management7213284704 7213 Contractor A&I Solid Waste Direct Operating $1,300 $1,300 W ‐ Waste Management

72132878 7213 Waste Levy ($10.00 per tonne) A&I Solid Waste Direct Operating $260 $260 W ‐ Waste Management

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31 OCTOBER 2018

Agenda Item No 6

Prepared by - Mike Duff

- Group Manager Assets & Infrastructure

Reviewed by - Tony Robertson - Manager Utilities & Services

ASSETS & INFRASTRUCTURE WORK PLANS – COMBINED BASELINE FOR 2018-19 1. REPORT SUMMARY

The purpose of this report is to provide Council with the combined Assets & Infrastructure work plan for the 2018-19 financial year. Setting the combined baseline and reporting status and performance of Assets & Infrastructure is critical for monitoring overall service level delivery. The Group Manager will provide quarterly updates to Council to ensure progress is transparent and effectively communicated. Work plans are initially baselined from scope and budgets resolved by Council (i.e. approved annual plans) together with any external funding received from partner agencies. Relevant budget line items from the approved plan are mapped to the relevant portfolios and programs. This budget reconciliation process requires Finance approval as a quality control hold-point to ensure alignment with the general ledger. Refer to Attachment C for the 2018/19 approved baseline budgets. Progress updates and performance measurement including forecasts to identify deviations (trends and changes) enables intervention for recovery as well as change management procedures to reflect the current status. Examples of change include approved carry-overs and successful applications to various funds.

2. DRAFT RECOMMENDATION That the report be received for information.


3. ISSUES AND DISCUSSION Portfolios & Programs

There are approximately 50 separate programs across the 7 portfolios within Assets & Infrastructure. Every activity and task performed must belong to one of these programs. Refer to Attachment A for the combined performance summary of the baseline case and Attachment B for the itemised programs.


Assets & Infrastructure Summary

Report Card Status Comment/Action Required Overall: Baseline set Safety: Systems in place Risk: Systems in place Scope: Defined in work plan Budget: Defined in work plan Schedule: Defined in work plan Resources: Resourcing in place Quality: Performing well

Key Code for Status Blue Excellent result, ahead of target or expectation Green Good result, met target, in place or performing well ⏳ Purple Work in progress, on track to complete

⚠ Amber Monitor, behind target, unsustainable or at risk Red Poor, requires urgent action or intervention

Narrative • Overall Performance: Good, in place • Critical Issues: N/A • Critical Risks: N/A Current Status • Baselines set for 2018/19 Achieved this Period • Budget reconciliation approved • Programs developed, tasks prioritised and ranked • Works commenced Planned next Period • Progress works • Update progress • Approve carry-overs


Key Milestones/Deliverables

ID # Description Target Date Actual Date 1 Carry-overs approved for 2018/19 Sep 2018 Sep 2018 2 Baselines set for 2018/19 Oct 2018 Oct 2018 3 Complete delivery of Work Plans Jun 2019

Schedule Recovery

ID # Description Explanation/Action Not applicable

Budgets

ID # Description Last Period

This Period



Critical Issues, Risks & Opportunities

Critical Issues ID # Date Raised Description Resp. Action/Timing

Not applicable

Risks ID # Date Raised Description Resp. Action/Timing

Not applicable

Opportunities ID # Date Raised Description Resp. Action/Timing

Not applicable

Change Management

Trend/Change Notices ID # Date Raised Description Status Action/Timing

Not applicable

Contract Variations ID # Date Raised Description Status Action/Timing

Not applicable


4. CONSIDERATIONS

4.1 Strategic Impact The successful delivery of work plans is in accordance with our LTP and is

critical to the success of our district.

4.2 Significance Assessment Work plans are considered highly significant in terms of capital and

operating expenditure, complexity, impact to levels of service and community benefit.

4.3 Risk Analysis Major risks are managed in accordance with Council’s risk management

processes including a “what could go wrong?” approach to ensure all practicable steps are being taken to assess, control and monitor identified risks.

4.4 Policy/Legal Considerations Council must comply with the relevant policy and legal requirements

including the Public Works Act 1981, the Health and Safety at Work Act 2015, the Resource Management Act 1991, Local Government Act 2002 and Council’s own Procurement Policy.

4.5 Tangata Whenua Considerations Nil noted.

4.6 Views of Those Affected Affected parties and stakeholders including community members, private

sector, government ministries, agencies and authorities are consulted throughout the service delivery process.

4.7 Costs Costs for delivering services are expended against cost codes in our

Annual Plan. Deviations (trends and changes) from approved control baselines will be indicated as budget variances and reported to Council accordingly.

4.8 Benefits Benefits of improved service delivery are in accordance with our LTP and

aligned with key strategies including resilience, growing, quality infrastructure, liveability and affordability.

4.9 Media/Publicity Publicity is expected with levels of service, not all of which will be positive.

However, this should not deter from the reasons for delivering important assets and infrastructure for the community.


Attachment A – Performance for Assets & Infrastructure


Group Performance A ‐ Assets & InfrastructureS‐Curve


Baseline Month $724,796 $680,513 $625,272 $828,994 $906,285 $972,149 $1,031,642 $1,722,666 $2,032,867 $2,205,417 $1,371,987 $780,512Baseline Cumulative $724,796 $1,405,308 $2,030,580 $2,859,573 $3,765,858 $4,738,007 $5,769,649 $7,492,316 $9,525,183 $11,730,600 $13,102,587 $13,883,098

Current Month $724,796 $680,513 $625,272 $828,994 $906,285 $972,149 $1,031,642 $1,722,666 $2,032,867 $2,205,417 $1,371,987 $780,512Current Cumulative $724,796 $1,405,308 $2,030,580 $2,859,573 $3,765,858 $4,738,007 $5,769,649 $7,492,316 $9,525,183 $11,730,600 $13,102,587 $13,883,098



Forecast Month $724,796 $680,513 $625,272 $828,994 $906,285 $972,149 $1,031,642 $1,722,666 $2,032,867 $2,205,417 $1,552,987 $967,212Forecast Cumulative $724,796 $1,405,308 $2,030,580 $2,859,573 $3,765,858 $4,738,007 $5,769,649 $7,492,316 $9,525,183 $11,730,600 $13,283,587 $14,250,798



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $R ‐ Roading $5,352,893 $0 $5,352,893 $5,252,893 $5,352,893 $5,352,893 $0 $0 $0 $5,352,893 $5,352,893 $0T ‐ Transport $730,100 $0 $730,100 $670,100 $730,100 $730,100 $0 $0 $0 $730,100 $730,100 $03 ‐ Three Waters $4,571,405 $0 $4,571,405 $4,471,405 $4,571,405 $4,571,405 $0 $0 $0 $4,571,405 $4,571,405 $0W ‐ Waste Management $801,598 $0 $801,598 $788,898 $801,598 $801,598 $0 $0 $0 $801,598 $801,598 $0P ‐ Property $2,594,802 $0 $2,594,802 $2,519,802 $2,594,802 $2,594,802 $0 $0 $0 $2,594,802 $2,594,802 $0C ‐ Capital Works $200,000 $0 $200,000 $180,000 $200,000 $200,000 $0 $0 $0 $200,000 $200,000 $0Grand Total $14,250,798 $0 $14,250,798 $13,883,098 $14,250,798 $14,250,798 $0 $0 $0 $14,250,798 $14,250,798 $0

Comments

Comments

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000


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Attachment B – Portfolios for Assets & Infrastructure

75Agenda: Buller D

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Group Work Plan A ‐ Assets & Infrastructure $0 $14,250,798 $0 $14,250,798 $14,250,798 $0 $0 $14,250,798Group Manager Portfolio Program Location Activity Task Group Category Description Start Date Finish Date Carry‐Forward Adopted Budget External Funds Total Budget Baseline Budget Budget Adjust. Budget Change Current Budget

Mike Duff T ‐ Transport A ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $730,100 $730,100 $730,100 $0 $0 $730,100Mike Duff R ‐ Roading A ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $5,352,893 $5,352,893 $5,352,893 $0 $0 $5,352,893Mike Duff 3 ‐ Three Waters A ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $4,571,405 $4,571,405 $4,571,405 $0 $0 $4,571,405Mike Duff W ‐ Waste Mana A ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $801,598 $801,598 $801,598 $0 $0 $801,598Mike Duff P ‐ Property A ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $2,594,802 $2,594,802 $2,594,802 $0 $0 $2,594,802Mike Duff C ‐ Capital WorksA ‐ All All A ‐ All A ‐ All All All Baseline 2018‐19 1/07/18 30/06/19 $200,000 $200,000 $200,000 $0 $0 $200,000


Portfolio Performance T ‐ TransportS‐Curve









Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $T ‐ Transport $730,100 $0 $730,100 $670,100 $730,100 $670,100 $0 $0 $0 $730,100 $730,100 $0

T ‐ Public Transport $52,000 $0 $52,000 $52,000 $52,000 $52,000 $0 $0 $0 $52,000 $52,000 $0T ‐ Cycle & Walkways $22,000 $0 $22,000 $22,000 $22,000 $22,000 $0 $0 $0 $22,000 $22,000 $0T ‐ Local Area Traffic & S $39,053 $0 $39,053 $39,053 $39,053 $39,053 $0 $0 $0 $39,053 $39,053 $0T ‐ Temporary Closures $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0T ‐ Pedestrian Access & $36,600 $0 $36,600 $36,600 $36,600 $36,600 $0 $0 $0 $36,600 $36,600 $0T ‐ Parking Infrastructur $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0T ‐ Footpaths & Paveme $514,447 $0 $514,447 $514,447 $514,447 $514,447 $0 $0 $0 $514,447 $514,447 $0A ‐ Risks & Opportunitie $60,000 $0 $60,000 $0 $60,000 $0 $0 $0 $0 $60,000 $60,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $6,000 $0 $6,000 $6,000 $6,000 $6,000 $0 $0 $0 $6,000 $6,000 $0

Grand Total $730,100 $0 $730,100 $670,100 $730,100 $670,100 $0 $0 $0 $730,100 $730,100 $0

Comments

Comments

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000


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Portfolio Performance R ‐ RoadingS‐Curve


Baseline Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $575,054 $340,627Baseline Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,912,266 $5,252,893

Current Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $575,054 $340,627Current Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,912,266 $5,252,893



Forecast Month $400,615 $303,784 $210,394 $267,905 $237,868 $281,070 $260,623 $406,422 $876,907 $1,091,624 $625,054 $390,627Forecast Cumulative $400,615 $704,399 $914,793 $1,182,698 $1,420,566 $1,701,636 $1,962,259 $2,368,681 $3,245,588 $4,337,212 $4,962,266 $5,352,893



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $R ‐ Roading $5,352,893 $0 $5,352,893 $5,252,893 $5,352,893 $5,352,893 $0 $0 $0 $5,352,893 $5,352,893 $0

A ‐ Risks & Opportunitie $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $25,000 $0 $25,000 $25,000 $25,000 $25,000 $0 $0 $0 $25,000 $25,000 $0R ‐ Local Roads $3,391,700 $0 $3,391,700 $3,391,700 $3,391,700 $3,391,700 $0 $0 $0 $3,391,700 $3,391,700 $0R ‐ Special Purpose Roa $1,509,193 $0 $1,509,193 $1,509,193 $1,509,193 $1,509,193 $0 $0 $0 $1,509,193 $1,509,193 $0R ‐ Planning, Investmen $327,000 $0 $327,000 $327,000 $327,000 $327,000 $0 $0 $0 $327,000 $327,000 $0

Grand Total $5,352,893 $0 $5,352,893 $5,252,893 $5,352,893 $5,352,893 $0 $0 $0 $5,352,893 $5,352,893 $0

Comments

Comments

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000


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Portfolio Performance 3 ‐ Three WatersS‐Curve


Baseline Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $465,335 $183,180Baseline Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,288,225 $4,471,405

Current Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $465,335 $183,180Current Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,288,225 $4,471,405



Forecast Month $159,808 $199,749 $143,790 $334,069 $357,124 $282,263 $235,008 $791,982 $648,252 $670,845 $515,335 $233,180Forecast Cumulative $159,808 $359,557 $503,347 $837,416 $1,194,540 $1,476,803 $1,711,811 $2,503,793 $3,152,045 $3,822,890 $4,338,225 $4,571,405



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $3 ‐ Three Waters $4,571,405 $0 $4,571,405 $4,471,405 $4,571,405 $4,571,405 $0 $0 $0 $4,571,405 $4,571,405 $0

A ‐ Risks & Opportunitie $100,000 $0 $100,000 $0 $100,000 $100,000 $0 $0 $0 $100,000 $100,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $28,000 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $0 $28,000 $28,000 $03 ‐ Water Supply $2,508,358 $0 $2,508,358 $2,508,358 $2,508,358 $2,508,358 $0 $0 $0 $2,508,358 $2,508,358 $03 ‐ Sewerage, Trade & W $1,446,183 $0 $1,446,183 $1,446,183 $1,446,183 $1,446,183 $0 $0 $0 $1,446,183 $1,446,183 $03 ‐ Stormwater & Drain $488,864 $0 $488,864 $488,864 $488,864 $488,864 $0 $0 $0 $488,864 $488,864 $0

Grand Total $4,571,405 $0 $4,571,405 $4,471,405 $4,571,405 $4,571,405 $0 $0 $0 $4,571,405 $4,571,405 $0

Comments

Comments

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000


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Portfolio Performance W ‐ Waste ManagementS‐Curve









Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $W ‐ Waste Management $801,598 $0 $801,598 $788,898 $801,598 $801,598 $0 $0 $0 $801,598 $801,598 $0

W ‐ Landfill Operations $68,038 $0 $68,038 $68,038 $68,038 $68,038 $0 $0 $0 $68,038 $68,038 $0W ‐ Transfer Facilities $32,500 $0 $32,500 $32,500 $32,500 $32,500 $0 $0 $0 $32,500 $32,500 $0W ‐ Waste Collection $624,500 $0 $624,500 $624,500 $624,500 $624,500 $0 $0 $0 $624,500 $624,500 $0W ‐ Public Refuse Dispo $52,000 $0 $52,000 $52,000 $52,000 $52,000 $0 $0 $0 $52,000 $52,000 $0W ‐ Waste Minimisation $11,500 $0 $11,500 $11,500 $11,500 $11,500 $0 $0 $0 $11,500 $11,500 $0W ‐ Resource Diversion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Risks & Opportunitie $12,700 $0 $12,700 $0 $12,700 $12,700 $0 $0 $0 $12,700 $12,700 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $360 $0 $360 $360 $360 $360 $0 $0 $0 $360 $360 $0

Grand Total $801,598 $0 $801,598 $788,898 $801,598 $801,598 $0 $0 $0 $801,598 $801,598 $0

Comments

Comments

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000


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Portfolio Performance P ‐ PropertyS‐Curve


Baseline Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $246,854 $169,778Baseline Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,350,024 $2,519,802

Current Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $246,854 $169,778Current Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,350,024 $2,519,802



Forecast Month $100,826 $97,785 $199,458 $148,367 $216,149 $185,163 $211,480 $304,063 $330,017 $309,862 $281,854 $209,778Forecast Cumulative $100,826 $198,611 $398,069 $546,436 $762,585 $947,748 $1,159,228 $1,463,291 $1,793,308 $2,103,170 $2,385,024 $2,594,802



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $P ‐ Property $2,594,802 $1 $2,594,803 $2,519,803 $2,594,803 $2,594,803 $0 $0 $0 $2,594,803 $2,594,802 $0

A ‐ Risks & Opportunitie $75,000 $0 $75,000 $0 $75,000 $75,000 $0 $0 $0 $75,000 $75,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $12,000 $0 $12,000 $12,000 $12,000 $12,000 $0 $0 $0 $12,000 $12,000 $0P ‐ Buildings & Structure $420,596 $0 $420,596 $420,596 $420,596 $420,596 $0 $0 $0 $420,596 $420,596 $0P ‐ Cultural & Communi $61,500 $0 $61,500 $61,500 $61,500 $61,500 $0 $0 $0 $61,500 $61,500 $0P ‐ Commercial Propert $128,664 $0 $128,664 $128,664 $128,664 $128,664 $0 $0 $0 $128,664 $128,664 $0P ‐ Elderly Housing $117,246 $1 $117,247 $117,247 $117,247 $117,247 $0 $0 $0 $117,247 $117,246 $0P ‐ Aquatic & Sporting F $43,680 $0 $43,680 $43,680 $43,680 $43,680 $0 $0 $0 $43,680 $43,680 $0P ‐ Playgrounds & Recre $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Public Amenities $588,500 $0 $588,500 $588,500 $588,500 $588,500 $0 $0 $0 $588,500 $588,500 $0P ‐ Cemeteries $258,416 $0 $258,416 $258,416 $258,416 $258,416 $0 $0 $0 $258,416 $258,416 $0P ‐ Reserves & Domains $855,944 $0 $855,944 $855,944 $855,944 $855,944 $0 $0 $0 $855,944 $855,944 $0P ‐ Parks & Spaces $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Licences, Leases & E $33,256 $0 $33,256 $33,256 $33,256 $33,256 $0 $0 $0 $33,256 $33,256 $0P ‐ Events Facilitation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Acquisitions & Dispo $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Urban Renewal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Lighting $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0P ‐ Fleet Management $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Grand Total $2,594,802 $1 $2,594,803 $2,519,803 $2,594,803 $2,594,803 $0 $0 $0 $2,594,803 $2,594,802 $0

Comments

Comments

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


Expe

nditu

re

Annual Plan




Portfolio Performance C ‐ Capital WorksS‐Curve


Baseline Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $12,650 $8,350Baseline Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $171,650 $180,000

Current Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $12,650 $8,350Current Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $171,650 $180,000



Forecast Month $150 $150 $150 $6,150 $7,150 $17,150 $25,150 $28,150 $49,150 $25,650 $22,650 $18,350Forecast Cumulative $150 $300 $450 $6,600 $13,750 $30,900 $56,050 $84,200 $133,350 $159,000 $181,650 $200,000



Pivot TableRow Labels Baseline $ Change $ Current $ FY Current $ EAC $ FY Forecast $ Actuals $ Accruals $ Earned $ ETC $ Remaining $ Variance $C ‐ Capital Works $200,000 $0 $200,000 $180,000 $200,000 $200,000 $0 $0 $0 $200,000 $200,000 $0

A ‐ Risks & Opportunitie $20,000 $0 $20,000 $0 $20,000 $20,000 $0 $0 $0 $20,000 $20,000 $0A ‐ Growth Account $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0A ‐ Value Add $2,000 $0 $2,000 $2,000 $2,000 $2,000 $0 $0 $0 $2,000 $2,000 $0C ‐ District Revitalisation $178,000 $0 $178,000 $178,000 $178,000 $178,000 $0 $0 $0 $178,000 $178,000 $0

Grand Total $200,000 $0 $200,000 $180,000 $200,000 $200,000 $0 $0 $0 $200,000 $200,000 $0

Comments

Comments

$0

$50,000

$100,000

$150,000

$200,000

$250,000


Expe

nditu

re

Annual Plan




Attachment C – Approved Budget Reconciliation for Assets & Infrastructure:



42052837 4205 Outwork ‐ Westreef A&I Urban Devt Direct Operating $11,160 $19,840 $31,000 T ‐ Transport42052847 4205 Repairs Mtce & Outwork A&I Urban Devt Direct Operating $1,620 $2,880 $4,500 T ‐ Transport42065566 4206 Footpath Capital A&I Urban Devt Direct Capital $200,000 $364,500 $564,500 T ‐ Transport42082847 4208 Repairs Mtce & Outwork A&I Urban Devt Direct Operating $32,000 $0 $32,000 T ‐ Transport42115509 4211 Street Cameras & Coloured Lights A&I Urban Devt Direct Capital $17,500 $0 $17,500 T ‐ Transport42122837 4212 Outwork ‐ Westreef A&I Urban Devt Direct Operating $10,500 $0 $10,500 T ‐ Transport42122847 4212 Repairs Mtce & Outwork A&I Urban Devt Direct Operating $1,500 $0 $1,500 T ‐ Transport42152847 4215 Other Outwork A&I Urban Devt Direct Operating $6,600 $0 $6,600 T ‐ Transport43052837 4305 WestReef A&I Roads Direct Operating $142,836 $296,019 $438,855 R ‐ Roading43062837 4306 WestReef A&I Roads Direct Operating $133,903 $277,519 $411,422 R ‐ Roading43072837 4307 WestReef A&I Roads Direct Operating $107,127 $222,014 $329,141 R ‐ Roading

4307283701 4307 WestReef Streetcleaning A&I Roads Direct Operating $10,713 $22,201 $32,914 R ‐ Roading43082837 4308 WestReef A&I Roads Direct Operating $22,140 $45,883 $68,023 R ‐ Roading43092837 4309 WestReef A&I Roads Direct Operating $107,127 $222,014 $329,141 R ‐ Roading43092847 4309 Others A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43102837 4310 WestReef A&I Roads Direct Operating $7,142 $14,801 $21,943 R ‐ Roading43102847 4310 Others A&I Roads Direct Operating $82,131 $170,212 $252,343 R ‐ Roading43112837 4311 WestReef A&I Roads Direct Operating $429 $888 $1,317 R ‐ Roading43122847 4312 Others A&I Roads Direct Operating $1,426 $2,955 $4,381 R ‐ Roading43132601 4313 Consultant Fees A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43132847 4313 Others A&I Roads Direct Operating $17,855 $37,002 $54,857 R ‐ Roading43142847 4314 Others A&I Roads Direct Operating $18,720 $33,280 $52,000 T ‐ Transport43152847 4315 Others A&I Roads Direct Operating $11,427 $23,682 $35,109 R ‐ Roading43172847 4317 Others A&I Roads Direct Operating $7,142 $14,801 $21,943 R ‐ Roading43182837 4318 Westreef A&I Roads Direct Operating $3,600 $6,400 $10,000 T ‐ Transport43192837 4319 Westreef A&I Roads Direct Operating $71,418 $148,009 $219,427 R ‐ Roading43205566 4320 WestReef A&I Roads Direct Capital $53,564 $111,007 $164,571 R ‐ Roading43215566 4321 Others A&I Roads Direct Capital $169,618 $297,769 $467,387 R ‐ Roading43225566 4322 Kerb & Channel A&I Roads Direct Capital $51,778 $107,307 $159,085 R ‐ Roading43245566 4324 Others A&I Roads Direct Capital $10,713 $22,261 $32,974 R ‐ Roading43255566 4325 Others A&I Roads Direct Capital $113,198 $234,595 $347,793 R ‐ Roading43275566 4327 Others A&I Roads Direct Capital $85,702 $177,611 $263,313 R ‐ Roading43302837 4330 WestReef A&I Roads Direct Operating $0 $132,000 $132,000 R ‐ Roading43312837 4331 WestReef A&I Roads Direct Operating $0 $9,000 $9,000 R ‐ Roading43322837 4332 WestReef A&I Roads Direct Operating $0 $60,000 $60,000 R ‐ Roading43332837 4333 WestReef A&I Roads Direct Operating $0 $13,000 $13,000 R ‐ Roading43342837 4334 WestReef A&I Roads Direct Operating $0 $100,000 $100,000 R ‐ Roading43352837 4335 WestReef A&I Roads Direct Operating $0 $10,000 $10,000 R ‐ Roading43372601 4337 Consultants Fees A&I Roads Direct Operating $0 $57,500 $57,500 R ‐ Roading43372847 4337 Others A&I Roads Direct Operating $0 $2,000 $2,000 R ‐ Roading43392837 4339 WestReef A&I Roads Direct Operating $0 $100,000 $100,000 R ‐ Roading43405566 4340 WestReef A&I Roads Direct Capital $0 $12,200 $12,200 R ‐ Roading43415566 4341 Others A&I Roads Direct Capital $0 $117,000 $117,000 R ‐ Roading43425566 4342 Kerb & Channel A&I Roads Direct Capital $0 $31,600 $31,600 R ‐ Roading43435566 4343 Others A&I Roads Direct Capital $0 $99,900 $99,900 R ‐ Roading43445566 4344 WestReef A&I Roads Direct Capital $0 $3,000 $3,000 R ‐ Roading43455566 4345 Others A&I Roads Direct Capital $0 $30,100 $30,100 R ‐ Roading43465566 4346 Other A&I Roads Direct Capital $0 $810,000 $810,000 R ‐ Roading51012837 5101 Outwork ‐ Westreef A&I Reserves Direct Operating $560,004 $560,004 P ‐ Property51012847 5101 Repairs Mtce & Outwork A&I Reserves Direct Operating $60,348 $60,348 P ‐ Property

5101550901 5101 Town beautification (gardens) A&I Reserves Direct Capital $30,996 $30,996 P ‐ Property5101550902 5101 Tree Replacement A&I Reserves Direct Capital $5,124 $5,124 P ‐ Property5101550903 5101 Playground Safety & Equipment A&I Reserves Direct Capital $86,496 $86,496 P ‐ Property

51015509 5101 Seating A&I Reserves Direct Capital $31,676 $31,676 P ‐ Property51015535 5101 Re‐roof Inangahua Hall & Upgrade Mokihinui Hall A&I Reserves Direct Capital $30,000 $30,000 P ‐ Property51015536 5101 Buildings ‐ Carters Beach Hall Interior A&I Reserves Direct Capital $50,000 $50,000 P ‐ Property51022847 5102 Repairs Mtce & Outwork A&I Reserves Direct Operating $21,300 $21,300 P ‐ Property51312837 5131 Outwork ‐ Westreef A&I Toilets Direct Operating $130,000 $130,000 P ‐ Property51312847 5131 Repairs/Mtce & Outwork A&I Toilets Direct Operating $108,500 $108,500 P ‐ Property51315536 5131 Building ‐ Reefton Toilet Refurbishment A&I Toilets Direct Capital $150,000 $200,000 $350,000 P ‐ Property52012837 5201 Outwork ‐ Westreef A&I Cemeteries Direct Operating $236,616 $236,616 P ‐ Property52012847 5201 Repairs Mtce & Outwork A&I Cemeteries Direct Operating $1,800 $1,800 P ‐ Property52015500 5201 Land Purchase Karamea A&I Cemeteries Direct Capital $20,000 $20,000 P ‐ Property53015535 5301 Cabin Upgrade A&I Camp Direct Capital $40,000 $40,000 P ‐ Property57012837 5701 Outwork ‐ Westreef A&I Housing Direct Operating $5,000 $5,000 P ‐ Property57012847 5701 Repairs Mtce & Outwork A&I Housing Direct Operating $4,260 $4,260 P ‐ Property57015516 5701 Karamea ‐ Other Plant A&I Housing Direct Capital $3,000 $3,000 P ‐ Property57022837 5702 Outwork ‐ Westreef A&I Housing Direct Operating $16,296 $16,296 P ‐ Property57022847 5702 Repairs Mtce & Outwork A&I Housing Direct Operating $16,824 $16,824 P ‐ Property57025509 5702 Reefton ‐ Replacement stoves A&I Housing Direct Capital $1,315 $1,315 P ‐ Property57025516 5702 Reefton ‐ Other Assets A&I Housing Direct Capital $10,000 $10,000 P ‐ Property57025535 5702 Reefton ‐ Fitout/carpet A&I Housing Direct Capital $5,000 $5,000 P ‐ Property57032837 5703 Outwork ‐ Westreef A&I Housing Direct Operating $23,136 $23,136 P ‐ Property57032847 5703 Repairs Mtce & Outwork A&I Housing Direct Operating $26,100 $26,100 P ‐ Property57035509 5703 Replacement stoves A&I Housing Direct Capital $1,315 $1,315 P ‐ Property57035535 5703 Westport ‐ Fitout/Carpet A&I Housing Direct Capital $5,000 $5,000 P ‐ Property64022837 6402 Westreef Outwork A&I Property Direct Operating $2,500 $2,500 P ‐ Property64022847 6402 Repairs Mtce & Outwork A&I Property Direct Operating $10,000 $10,000 P ‐ Property64025535 6402 Reefton Plunket Building Upgrade/Refurbish A&I Property Direct Capital $40,000 $40,000 P ‐ Property64032847 6403 Repairs Mtce & Outwork A&I Property Direct Operating $6,000 $6,000 P ‐ Property64072837 6407 Westreef Outwork A&I Property Direct Operating $2,580 $2,580 P ‐ Property64072847 6407 Repairs Mtce & Outwork A&I Property Direct Operating $12,000 $12,000 P ‐ Property64095535 6409 Exterior Paint A&I Property Direct Capital $20,000 $20,000 P ‐ Property64132601 6413 Consultancy Fees A&I Property Direct Operating $23,256 $23,256 P ‐ Property64132847 6413 Repairs Mtce & Outwork A&I Property Direct Operating $10,000 $10,000 P ‐ Property64172837 6417 Westreef Outwork A&I Property Direct Operating $1,680 $1,680 P ‐ Property64172847 6417 Repairs Mtce & Outwork A&I Property Direct Operating $4,000 $4,000 P ‐ Property64175509 6417 Other Assets A&I Property Direct Capital $3,000 $3,000 P ‐ Property64175530 6417 Civil Defence HQ EQ strengthenin A&I Property Direct Capital $29,000 $29,000 P ‐ Property64175535 6417 Building Fitout A&I Property Direct Capital $6,000 $6,000 P ‐ Property64212810 6421 Cleaning A&I Property Direct Operating $2,100 $2,100 P ‐ Property64212837 6421 Westreef Outwork A&I Property Direct Operating $528 $528 P ‐ Property64212847 6421 Repairs Mtce & Outwork A&I Property Direct Operating $37,488 $37,488 P ‐ Property64215520 6421 Furniture A&I Property Direct Capital $40,000 $40,000 P ‐ Property64215530 6421 New Council & Office Chambers A&I Property Direct Capital $20,000 $20,000 P ‐ Property64215538 6421 Electronic upgrade meeting room A&I Property Direct Capital $50,000 $50,000 P ‐ Property64222810 6422 Cleaning A&I Property Direct Operating $16,500 $16,500 P ‐ Property64222837 6422 Westreef Outwork A&I Property Direct Operating $2,724 $2,724 P ‐ Property64222847 6422 Repairs Mtce & Outwork A&I Property Direct Operating $50,000 $50,000 P ‐ Property64225520 6422 Furniture & Fittings A&I Property Direct Capital $20,000 $20,000 P ‐ Property64225530 6422 Brougham House Upgrade A&I Property Direct Capital $171,000 $171,000 P ‐ Property64262837 6426 Outwork Westreef A&I Property Direct Operating $528 $528 P ‐ Property64262847 6426 Repairs Mtce & Outwork A&I Property Direct Operating $1,056 $1,056 P ‐ Property64265500 6426 Preparing land for sale A&I Property Direct Capital $60,000 $60,000 P ‐ Property64292810 6429 Cleaning A&I Property Direct Operating $11,256 $11,256 P ‐ Property64292847 6429 Other Outwork A&I Property Direct Operating $16,500 $16,500 P ‐ Property64295516 6429 Fittings A&I Property Direct Capital $15,000 $15,000 P ‐ Property

6432550902 6429 District Wide Council Revitalisation A&I Property Direct Capital $200,000 $200,000 C ‐ Capital Works71012818 7101 Manufacturing Compost A&I Wastewater Direct Operating $65,004 $65,004 3 ‐ Three Waters71012837 7101 Westreef Outwork A&I Wastewater Direct Operating $170,000 $170,000 3 ‐ Three Waters71012847 7101 Repairs Mtce & Outwork A&I Wastewater Direct Operating $300,000 $300,000 3 ‐ Three Waters

7101556301 7101 Minor Capital A&I Wastewater Direct Capital $67,296 $67,296 3 ‐ Three Waters7101556302 7101 WWTP Centrifuge overhaul A&I Wastewater Direct Capital $25,000 $25,000 3 ‐ Three Waters7101556303 7101 Pipeline and Pumpstations A&I Wastewater Direct Capital $28,500 $28,500 3 ‐ Three Waters7101556305 7101 Mains Replacements A&I Wastewater Direct Capital $544,355 $544,355 3 ‐ Three Waters7101556306 7101 Sewer modelling and separation A&I Wastewater Direct Capital $25,000 $25,000 3 ‐ Three Waters7101556308 7101 Critical Spares A&I Wastewater Direct Capital $33,500 $33,500 3 ‐ Three Waters

71312837 7131 Westreef Outwork A&I Wastewater Direct Operating $35,000 $35,000 3 ‐ Three Waters

1 of 2



71312847 7131 Repairs Mtce & Outwork A&I Wastewater Direct Operating $50,000 $50,000 3 ‐ Three Waters7131556301 7131 Minor Capital A&I Wastewater Direct Capital $26,028 $26,028 3 ‐ Three Waters7131556303 7131 Install additional manholes A&I Wastewater Direct Capital $35,000 $35,000 3 ‐ Three Waters7131556304 7131 Main Renewals A&I Wastewater Direct Capital $105,000 $105,000 3 ‐ Three Waters


7141556301 7141 Minor Capital A&I Wastewater Direct Capital $1,500 $1,500 3 ‐ Three Waters71802837 7180 Westreef Outwork A&I Stormwater Direct Operating $88,860 $88,860 3 ‐ Three Waters71802847 7180 Repairs Mtce & Outwork A&I Stormwater Direct Operating $45,000 $45,000 3 ‐ Three Waters

7180556401 7180 Minor Capital A&I Stormwater Direct Capital $35,004 $35,004 3 ‐ Three Waters7180556402 7180 Main Replacement A&I Stormwater Direct Capital $320,000 $320,000 3 ‐ Three Waters7205284701 7205 Contractor Subsidy A&I Solid Waste Direct Operating $583,900 $583,900 W ‐ Waste Management

72062402 7206 Bag Purchases A&I Solid Waste Direct Operating $15,000 $15,000 W ‐ Waste Management72062835 7206 Enviroschools A&I Solid Waste Direct Operating $11,500 $11,500 W ‐ Waste Management

7206284702 7206 Monitoring Costs A&I Solid Waste Direct Operating $35,000 $35,000 W ‐ Waste Management7206284703 7206 Lease‐ Birchfield A&I Solid Waste Direct Operating $3,156 $3,156 W ‐ Waste Management7206284704 7206 Love Bins A&I Solid Waste Direct Operating $35,000 $35,000 W ‐ Waste Management

72062847 7206 Waste Minimisation Costs A&I Solid Waste Direct Operating $30,000 $30,000 W ‐ Waste Management72065508 7206 Litter Bins A&I Solid Waste Direct Capital $35,000 $35,000 W ‐ Waste Management

7212283702 7212 Processing Recycling (recycling transport) A&I Solid Waste Direct Operating $3,000 $3,000 W ‐ Waste Management7212284702 7212 Monitoring Costs A&I Solid Waste Direct Operating $2,688 $2,688 W ‐ Waste Management7212284703 7212 Repairs Mtce & Outwork (Karamea Landfill) A&I Solid Waste Direct Operating $6,804 $6,804 W ‐ Waste Management7212284704 7212 Love Bins (litter collection) A&I Solid Waste Direct Operating $2,600 $2,600 W ‐ Waste Management7212284705 7212 Site Supervisor A&I Solid Waste Direct Operating $28,650 $28,650 W ‐ Waste Management

72122878 7212 Waste Levy ($10.00 per tonne) A&I Solid Waste Direct Operating $900 $900 W ‐ Waste Management72132847 7213 Repairs Mtce & Outwork (Maruia Landfill) A&I Solid Waste Direct Operating $2,520 $2,520 W ‐ Waste Management

7213284702 7213 Monitoring Costs A&I Solid Waste Direct Operating $1,632 $1,632 W ‐ Waste Management7213284703 7213 Lease Payments A&I Solid Waste Direct Operating $2,628 $2,628 W ‐ Waste Management7213284704 7213 Contractor A&I Solid Waste Direct Operating $1,300 $1,300 W ‐ Waste Management

72132878 7213 Waste Levy ($10.00 per tonne) A&I Solid Waste Direct Operating $260 $260 W ‐ Waste Management73012837 7301 Westreef Outwork A&I Water Direct Operating $481,116 $481,116 3 ‐ Three Waters73012847 7301 Repairs/Mtce & Outwork A&I Water Direct Operating $280,000 $280,000 3 ‐ Three Waters

7301556001 7301 Minor Capital A&I Water Direct Capital $180,000 $180,000 3 ‐ Three Waters7301556004 7301 Mains Renewal A&I Water Direct Capital $418,550 $418,550 3 ‐ Three Waters7301556007 7301 ‐ Trunkmain renewal A&I Water Direct Capital $50,000 $50,000 3 ‐ Three Waters7301556008 7301 Valves A&I Water Direct Capital $35,000 $35,000 3 ‐ Three Waters7301556010 7301 Backflow Prevention A&I Water Direct Capital $20,000 $20,000 3 ‐ Three Waters

73112837 7311 Outwork Westreef A&I Water Direct Operating $83,500 $83,500 3 ‐ Three Waters73112847 7311 Repairs/Mtce & Outwork A&I Water Direct Operating $17,500 $17,500 3 ‐ Three Waters

7311556001 7311 Minor Capital A&I Water Direct Capital $30,000 $30,000 3 ‐ Three Waters7311556002 7311 Main Renewals A&I Water Direct Capital $95,000 $95,000 3 ‐ Three Waters7311556008 7311 ‐ Reticulation valves A&I Water Direct Capital $70,000 $70,000 3 ‐ Three Waters




7341556001 7341 Water Supplies ‐ Minor capital A&I Water Direct Capital $2,100 $2,100 3 ‐ Three Waters73512837 7351 Westreef Outwork A&I Water Direct Operating $15,000 $15,000 3 ‐ Three Waters73512847 7351 Repairs Mtce & Outwork A&I Water Direct Operating $3,000 $3,000 3 ‐ Three Waters

7351556001 7351 Minor Capital A&I Water Direct Capital $3,000 $3,000 3 ‐ Three Waters7351556004 7351 Other Capital A&I Water Direct Capital $35,000 $35,000 3 ‐ Three Waters7351556005 7351 ‐Drinking Water Standards (DWS) A&I Water Direct Capital $473,692 $473,692 3 ‐ Three Waters

73612837 7361 Westreef Outwork A&I Water Direct Operating $10,000 $10,000 3 ‐ Three Waters73612847 7361 Repairs Mtce & Outwork A&I Water Direct Operating $1,500 $1,500 3 ‐ Three Waters

7361556001 7361 Minor Capital A&I Water Direct Capital $2,500 $2,500 3 ‐ Three Waters73712837 7371 Westreef Outwork A&I Water Direct Operating $15,000 $15,000 3 ‐ Three Waters73712847 7371 Repairs/Mtce & Outwork A&I Water Direct Operating $20,000 $20,000 3 ‐ Three Waters

7371556001 7371 Minor Capital A&I Water Direct Capital $7,500 $7,500 3 ‐ Three Waters7371556004 7371 Supply Improvements A&I Water Direct Capital $175,000 $175,000 3 ‐ Three Waters


7381556001 7381 Minor Capital A&I Water Direct Capital $650 $650 3 ‐ Three Waters73912837 7391 Westreef Outwork A&I Water Direct Operating $500 $500 3 ‐ Three Waters73912847 7391 Repairs/Mtce & Outwork A&I Water Direct Operating $500 $500 3 ‐ Three Waters86052847 8605 Repairs & Maintenance A&I Property Direct Operating $15,000 $15,000 P ‐ Property86055535 8605 Buildings ‐ Fitout & Painting A&I Property Direct Capital $15,000 $15,000 P ‐ Property

2 of 2



31 OCTOBER 2018

Agenda Item No 7

Prepared by - Lynn Brooks - Management Accountant

Reviewed by - Dean Phibbs - Manager Corporate Services

SIGNIFICANT PROJECTS REPORT________________________________________________________________________

1. REPORT SUMMARY

ThisreportsummarisessignificantprojectsandprioritiesofCouncilat31August2018.Itrecordsbothcurrentandfutureworkstreams,andisfordiscussionandmonitoringpurposes.Itshouldbereadinconjunctionwiththeattacheddetailedreport.


That the report be received for information and discussion.

3. ISSUES AND DISCUSSION The reportprovidesahighsummaryofsomeprojectsandprioritiesofCouncilbyeachof the

followingsectors:

1. Mayor,CouncillorsandChiefExecutive 2. CommunityandEnvironment 3. CorporateServices 4. AssetsandInfrastructure 5. SignificantProjects

Thisreportdoesnotincludeeverytaskundertaken,suchasroutineroadingcontractworkorotherregularservicesprovidedbyCouncil.Insteadithighlightsthehighvalueprojectsatanaggregatedlevel,and/orthenon-routineprojectswhichareveryimportantforcommunityandCouncilbutmaynothaveadollarbudgetattributedtothem,suchasadvocacyprojects.

TheChiefExecutiveandCouncilaretoadviseifthereareotherprojectsorprioritiestobeincludedinthenextmonthlyreporttoCouncil.


Thefollowingtableshowseachsectionofthereportasahighleveloverview.Thisissimilartoother“trafficlight”indicatorsusedinCouncildocumentssuchastheAnnualPlan,LongTermPlanandotherreportsandisincludedforconsistencywiththoseformats.

.

Activity Indicator CommentMayor, Councillors and Chief Executive

Advocacyforarangeofprojectsisongoing.

Advocacy for the West Coast Regional CouncilWestport Flood Mitigation project continues. ThefutureoftheWestportPortisundercontinualreview.AdvocacyforwatersupplieswhichmustmeetDrinkingWater Standards, but would significantly increasewaterratesisongoing.

Community and Environment

Thecurrenttasksareonplanandbudget.

Corporate Services ThecompilationoftheAnnualReportisontarget.

Significant Projects

General Projects: The Buller District Plan Reviewhad progressed as planned, the One District Planis now required.Work continues on the InformationManagement project and the supplier selectionprocessisunderway.RatesPolicyReviewworkshopsare continuing Phase III after the decision to retainland based general rating system was made aftercommunityconsultation.

Assets and Infrastructure

Roading and Urban Development: The annual workprogramisunderway.AdvocacyfortheKarameaHighwaySpecialPurposeRoaddesignationcontinues.

Water Supplies: TheWestportwaterprojectisprogressing.

Water Supplies: InvestigationintotheWaimangaroaWatertreatmentsystemcontinues,includingoptionsandcosts.

Water Supplies: Advocacy on the ongoing costs for theWaimangaroaschemeisunderway.

Water Supplies: PunakaikiWaterproject isprogressingasplanned..

Properties and Amenities: The Peel Street Yard sitetesting, analysis and risk assessment work is continuingfromthe2017/2018year.

Projectontimeandbudget Projectdelaysorbudgetoverruns


4. CONSIDERATIONS

4.1. Strategic impact Thereporthelpstomonitortheoutcomesprovidedforthecommunityagainstthestrategicdirection

ofCouncil.Inparticular,itreportsontheeffectivenessofthestrategiessetoutinthe2018-2028LongTermPlan.

4.2. Significance Assessment The Significance and Engagement Policy sets out the criteria and framework for amatter or

a transaction to be deemed significant.TheSignificance andEngagementPolicy iswritten inaccordancewithTheLocalGovernmentAct2002(LGA2002)section76AA.ThispartoftheActsetsthegeneralapproachtodetermineifaproposalordecisionissignificantrequiringtheCounciltomakejudgementsaboutthelikelyimpactofthatproposalordecisionon:

Thedistrict; a) Thepersonswhoarelikelytobeparticularlyaffectedby,orinterestedin,theproposalor

decision; b) ThefinancialimpactoftheproposalordecisionontheCouncil’soverallresources;and c) ThecapacityoftheCounciltoperformitsroleandcarryoutitsactivities,nowandinthe

future.

ThecontentincludedinthisreporthasbeenconsultedonwiththecommunitythroughtheLongTermPlanandAnnualPlanprocess.

4.3. Values assessment TheBullerDistrictCouncilvaluesare:OneTeam;CommunityDriven;WeCare;Integrity;andFuture

Focussed.Thisreportpresentsthesignificantprojectswhichareimportantforthecommunityandthefutureofthedistrict.Reportingonthesignificantprojectsprovidesanopportunitytoreviewiftheareasoffocusalignwithourvalues.

4.4. Risk Analysis Riskisassessedbytakingintoaccountthelikelihoodofaneventoccurringandtheresultofthat

event.

SignificantprojectsareperceivedtohavesomegreaterthanusualpotentialtoplaceCouncilatriskasthecostsinvolvedcanbesignificant,ortheprojectmayhavegreatertechnicalandlegalissues.Thisriskismitigatedbyengagingsuitablyqualifiedstafftomonitorandregularlyreportontheprojectsthereforeactingonanyissuesthatariseearlyon,andtoensuretheprojectprogressiswellunderstoodbystaffandgovernance.

4.5. Policy/Legal Considerations TheLocalGovernmentAct2002governstheactivitiesofCouncilandsetsouttherequirement

forconsultationontheAnnualPlanandLongTermPlantoagreethebudgetsandactivitiestobefunded.

ThisreportassistswithtwokeypurposesofthatAct(refertosection3)statingthepurposeoftheActistopromotetheaccountabilityoflocalauthoritiestotheircommunities;andprovideforlocalauthoritiestoplayabroadroleinmeetingthecurrentandfutureneedsoftheircommunitiesforgood-qualitylocalinfrastructure,localpublicservices,andperformanceofregulatoryfunctions.

4.6. Tangata Whenua Consultation Considerations Thecontentsofthereportarenotamatterrequiringconsultationwithtangatawhenuaorcommunity

groups.

4.7. Views of those affected Thereisnoneedtoconsultwiththepublicoraffectedpartiesduetotheinformationbeingpreviously

consulteduponthroughAnnualPlanprocesses.

Thecommunitywillhaveinterestintheprogressoftheprojectsandprioritiesincludedinthereportbecausenewspendingaffectsannualratescharges,andtheeffectivenessofadvocacyhasthepotentialtoimprovecommunitywellbeing.


4.8. Costs Therearenoextraordinarycostsfortheitemsincludedinthisreport,astheseprojectshavebeen

budgetedforintheannualplan.Someofthesignificantprojectshavenomonetarycosttocouncilastheyareforadvocacy.

4.9. Benefits Thebenefitsofreportingonreviewingthesignificantprojectsandprioritiesareunderstandingthe

timelines,budgets,resourcingandopportunitiesthatexistforCouncil.

Reporting on the significant projects and priorities allowsCouncil to compare the activities ofCouncilagainstthecorestrategyofCouncil.

4.10. Media/Publicity Therearemanymediaorpublicityopportunitieswiththecontentofthisreport.

89Agenda: Buller D

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Significant Projects Report

Indicator Project Description Proj

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Comments / Issues

MAYOR, COUNCILLORS & CEO

Little Wanganui/ Tapawera/ Wangapeka Road Advocacy M + CEO 0 0 In progress Nov-15 Per Council resolution - ongoing.

Ultra Fast Broadband Advocacy M + CEO 0 0 In progress Nov-15Government Announcement with WC Projects 2019. Delivery by Chorus. Progressing with MDC, Creative Developments and BEL.

Integrated Family Health Centre Advocacy M + CEO 0 0 ongoing Nov-16 Nov-18Advocacy for a fit for purpose build is ongoing, on behalf of the community.

Housing for Elderly - Advocacy M + CEO 0 0 Jun-16 Dec-18Fulll review of housing stock & ownership structure included on Council Action Point List.

Carters Beach Sea Erosion Advocacy M + CEO 0 0 Aug-17Community Meetings Held. Advocacy role only. Responsibility is with WCRC.

Ngakawau/Granity Sea Erosion Advocacy

M 0 0 Aug-17Community Meetings Held. Advocacy role only. Responsibility is with WCRC.

Westport Flood Mitigation Advocacy M 0 0 ongoingWCRC project, BDC role is advocacy. WCRC Submissions on this issue closed 17 February 2017.

Future of Westport Port CEO + MCS 0 0 under continual review Dec-15 Council Workshop due to be held October 2018.

Holcim Exit M 0 0 Exit Plan.

17A Review - Local Government Act 2002 CEO 0 0 ongoing Apr-17Required to review cost effectiveness of current arrangements for meeting community needs.

Representation Review CEO 0 0 ongoing Jun-18 Apr-19 Work underway.

Shared Services Projects with Other Coast Councils CEO 0 0 ongoingOngoing - Roading, Various IT Projects, Internal Audits, Civil Defence & Local Govt Commission, Economic Development, One (District) Plan, Policy Development.

Charleston/Cape Foulwind Cycleway M 0 0 MOU completed. Continue advocacy.

Kawatiri Sculpture Symposium M 0 0 near complete May-16 Dec-17 Sculptures Installed and near completed.

Reefton Historic Power Generation Project M 0 0 Dec-17 Advocacy with Greg Topp. Active discussions continuing.

Westport Gateway Sign M 0 0 In progress Nov-15 Dec-17Lighting yet to be completed. Budget $50,000, Spend to date $48,082.No budget carried over for lighting.

Dolomite Point Advocacy- Punakaiki Master Plan M + CEO 0 0 In progress Planning stage.

Costing Water Schemes and Funding Water Supplies, Advocacy M + CEO+ MA&I 0 0 0 0 In ProgressAdvocacy for water supplies costs imposed under Drinking Water Standards. Consider depreciation options.

Other Mayor, Councillors and CEO Projects

0 0 0 0

COMMUNITY & ENVIRONMENT

Local Alcohol Policy MCE 0 0 in progressAwaiting evidence from stakeholder groups to feed into policy development & legal outcomes Reccommended this be put in the priority list for the Risk and Policy committee.

By-Law Reviews (all require review) MCE 0 0 in progress

Four bylaw reviews completed in 2017, 16 bylaw reviews due in 2018, NOTE this will be a large workload. Risk and Policy Committee are prioritising and timetabling work on the reviews. Freedom camping By-Law reviews are underway from September 2018 onward.

Reefton Pool not yet assigned 0 0 Jun-18 Dec-18Review of asset and planning required to ensure appropriate facility for the community on Council Action Point List

MBIE Responsible Camping Fund MCE 0 0 in progressUnbudgeted funding of $580,000 received toward By-Law review, facilities, communications and compliance costs for freedom camping.

Other Community & Environment Projects MCE 0 0

90Agenda: Buller D

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0 0 0 0

CORPORATE SERVICES

Fire & Emergency NZ Transition MCS 0 0 0 0 In Progress Apr-16 Mar-19A 2 year agreement is in place with Fire & Emergency NZ for use of rural fire trucks. Lease renewal to stipulate assets remain in the District.

Annual Report MCS 0 0 0 0 in progress Jul-18 Nov-18 Compilation of annual report is underway. Adopted November 2018.

Other Corporate Services Projects MCS 0 0 0 0

0 0 0 0

SIGNIFICANT PROJECTS

District Plan Review MCE 0 15,000 15,000 1,167 in progress Nov-14 TBAHearings Committee has heard submissions. Are deliberating on those and will report to Council, who may accept or reject the proposed plan changes. * ODP results may change outcomes.

Rates Policy Project Phase III MCS 0 0 0 0 in progress Apr-16 Jun-19Further costs will be incurred with Phase III of the Rates Review Project.

IT/Information Technology Projects (inhouse) MCS 161,217 162,800 327,183 28,619 in progress Jun-19IM Project at assessment stage, delayed due to supplier selection. Going back to revisit provider for project. RFI out for document management system in conjunction with Grey District Council.

Other Significant Projects

161,217 177,800 342,183 29,786

ASSETS & INFRASTRUCTURE

Three Waters

Punakaiki Water Intake Easement and Supply MA&I 0 0 0 17,467 In ProgressIntake easement in legal process. Stage 1 improvements near completion, Stage 2 awaiting TIF application advice before commencing.

Punakaiki Water Supply Advocacy MA&I 0 0 0 Nov-17 Oct-18Incorporated in Greater Punakaiki Master Plan concept study currently in progress.

South Granity Tank Supply Water Administration CEO 0 0 0 0Ongoing support provided to the SGWB as the registered drinking water supplier

Westport Raw Water Conveyance MA&I 3,065,960 0 3,065,960 396,662 In ProgressOverland Pipe solution under development. Resource consent application and Request for Tender currently in progress.

Replacement of Westport Water Mains from Treatment Plant to Town MA&I 0 50,000 50,000 0 In ProgressThe sectional mains replacement continues in line with the biennial budget and work plan to replace a certain number of lengths per annum.

Waimangaroa Water Treatment System MA&I 0 473,692 473,692 423 In ProgressPossible bore sites have been identified, communications update provided to water board. Report presented to Council in September 2018.

Ngakawau Hector Water Treatment System MA&I 0 0 0 0 In ProgressSituation under further review. Correspondence exchanged between Mayor and MoH/CDHB as at 31 July 2018.

Little Wanganui Water and Sewerage Easements MA&I 0 0 0 0 In Progress Dec-18 Work underway.

Roading

Rural Wards Maintenance Programme - to be Communicated MD 0 0 0 0 Jul-17Communication on road and stormwater maintenance for rural wards requested as part of 2017/18 Annual Plan.

91Agenda: Buller D

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Karamea Highway Special Purpose Road Advocacy M+MA&I 0 0 0 0 In Progress Business case being prepared in conjunction with NZTA. Progressing.

Roading - Local Roads Capital Works MA&I 0 1,109,056 1,109,056 240,658 In Progress Jun-19 All works underway.

Roading - Special Purpose Road Capital Works MA&I 0 357,529 357,529 2,288 In Progress Jun-19 All works underway.

Earthquake Strengthening of Buildings MA&I 0 0 0 0 Jun-19Assessment of Carnegie Library completed. Civic buildings will be upgraded over the next 3 years as adopted in LTP.

Footpaths- Urban Development MA&I 0 200,000 200,000 260 In Progress Jun-19Footpath works plan for 2017/18 FY completed. Work plan for 2018/19 year underway.

Property, Amenities & Reserves

Punakaiki Dickson Parade Status and Freedom Camping Issues MA&I 0 0 0 0 In ProgressTemporary Road Closure following recent storm events and will remain closed until full risk assessment completed.

Peel Street Yard MA&I 60,000 60,000 120,000 56,625 In ProgressSite testing analysis and risk assessment undertaken. Options workshop proposed for 2018/19.

Punakaiki Building Project 100,000 0 100,000 4,777 On Hold

Draft Community Needs Assessment report received by BDC. Copy referred to DOC for consideration in the Dolomite Point spatial planning. On hold until DOC confirm whether Community Facility will be incorporated in their planning work.

Other

Other Assets & Infrastructure Projects MA&I 0 0 0 0

3,225,960 2,250,277 5,476,237 719,160

TOTAL SIGNIFICANT PROJECTS 3,387,177 2,428,077 5,818,420 748,946



31 OCTOBER 2018

Agenda Item No 8

Prepared by - Wendy Thompson - Financial Accountant

Reviewed by - Dean Phibbs - Manager Corporate Services

FINANCIAL PERFORMANCE: 31 AUGUST 2018________________________________________________________________________

1. Report Summary

To provide Council with an update on the operational performance to 31 August 2018.

2. Recommendation/draft resolution:

That this report be received for information and discussion.

3. Operational Financial Performance

3.1 Operational Performance Report - Summary of results: August 2018

Actual YTD

Budget YTD

Projected Full Year

Budget Full Year

Projected Variance Full Year

Income $4,760,000 $4,510,000 $22,190,000 $22,190,000 0 Expenditure $4,007,000 $3,747,000 $24,286,000 $24,286,000 0

$0


3.2 Dashboard – Operational Financial Performance Indicators

Rev

enue

Expe

nditu

re

Activity CommentDemocracy Property Amenities & Reserves Economic Development, Tourism & Museum Support

Community Services Regulatory Wages under budget

Roading Income & Expenditure overbudget (timing)

Solid Waste Support Wastewater Water Airport Harbour

94Agenda: Buller D

istrict Council: M


Operational Financial Report for the period ending 31 August 2018Year to Date Note Temporary

or Permanent Variance

Explanation of Variances of $50,000 or greater Actual Budget YTD

VarianceU/F Full Year

PredictionAnnualBudget

Variance Full Year

Prediction

U/F

Income

Community Services 81,415 78,865 2,550 F 437,325 437,325 0Westport Harbour 57,947 36,914 21,033 F 221,484 221,484 0Democracy 43 0 43 F 0 0 0Tourism & Promotion 0 0 0 0 0 0Water Supply 660,714 672,044 (11,330) U 2,836,088 2,836,088 0Airport 22,742 25,916 (3,174) U 200,496 200,496 0Amenities & Reserves 98,966 130,042 (31,076) U 780,252 780,252 0Roading & Urban Development 536,290 236,136 300,154 F 2,326,360 2,326,360 0 Temporary Timing of roading programme compared

to budget allocation

Regulatory 237,888 245,146 (7,258) U 857,072 857,072 0

Solid Waste 179,546 179,691 (145) U 764,428 764,428 0Support Services 11,018 11,166 (148) U 66,996 66,996 0Council (General Rates & Investments) 2,213,485 2,246,095 (32,610) U 11,083,156 11,083,156 0

Wastewater 660,284 647,559 12,725 F 2,615,968 2,615,968 0

Total Income 4,760,338 4,509,574 250,764 F 22,189,625 22,189,625 0 F

95Agenda: Buller D

istrict Council: M


Operational Financial Report for the period ending 31 August 2018Year to Date Note Temporary

or Permanent Variance

Explanation of Variances of $50,000 or greater Actual Budget YTD

Variance U/F Full Year

PredictionAnnualBudget

Variance Full Year

Prediction

U/F

Expenditure

Community Services 437,828 431,102 (6,726) U 3,792,950 3,792,950 0Westport Harbour 162,909 167,410 4,501 F 464,288 464,288 0Democracy 77,937 70,900 (7,037) U 464,650 464,650 0Tourism & Promotion 120,323 124,046 3,723 F 522,716 522,716 0Water Supply 344,686 350,286 5,601 F 2,517,151 2,517,151 0Airport 53,254 53,796 542 F 340,330 340,330 0Amenities & Reserves 536,120 542,435 6,315 F 2,373,338 2,373,338 0Roading & Urban Development 1,079,875 789,112 (290,763) U 5,809,415 5,809,415 0 Temporary Timing of roading programme

compared to budget allocationRegulatory 148,503 223,696 75,193 F 1,428,346 1,428,346 0 Temporary Salaries underbudget Solid Waste 163,775 147,860 (15,915) U 925,706 925,706 0

Support Services 545,538 531,388 (14,150) U 3,486,218 3,486,218 0

Wastewater 335,977 314,474 (21,503) U 2,161,346 2,161,346 0

Total Expenditure 4,006,724 3,746,505 (260,219) U 24,286,454 24,286,454 0 UNet Variance (9,455) U



31 OCTOBER 2018

Agenda Item No 9

Prepared by - Dean Phibbs - Manager Corporate Services Reviewed by - Keith Marshall - Chief Executive Officer ANNUAL REPORT 2018 – WESTPORT AIRPORT AUTHORITY AND BULLER HEALTH TRUST 1. REPORT SUMMARY To adopt the audited 2017/2018 Annual Report for the Westport Airport Authority

as required by section 67 of the Local Government Act 2002 and to receive for information purposes the 2017/2018 Annual Report for the Buller Health Trust.

2. DRAFT RECOMMENDATION That: 1. the Annual Report for the Westport Airport Authority be adopted for

the year ending 30 June 2018. 2. the Annual Report for the Buller Health Trust for the year ending 30

June 2018 be accepted by Council for information purposes. 3. ISSUES & DISCUSSION In accordance with section 67 of the Local Government Act 2002 Council

Controlled Organisations are required to deliver a yearly report to shareholders. Therefore Westport Airport Authority discharges its responsibility under the Act.

The Buller Health Trust Annual Report 2018 is presented to Council for information

purposes, as the Mayor and Chief Executive Officer are appointed as Trustees under the Trust Deed.


The Trust is no longer designated a Council Controlled Organisation under the Local Government Act 2002. Consequently the Trust is no longer required to be audited. However Buller Health Trust is a registered charitable trust under the Charities Act 2005 and due to its revenue threshold is required to have an audit review under this Act. The Trust’s accounts are being audit reviewed by FT Dooley Limited before being lodged with the Charities Commission.

4. CONSIDERATIONS 4.1 Strategic impact

Appropriate reporting provides valuable information to enable decisions to be made on the future operations of the entities.

4.2 Significance assessment

This matter is not deemed significant under the Council’s Significance and Engagement Policy.

4.3 Risk analysis

If reports are not provided a number of legislative requirements would be breached. Analysis of financial reports enables adjustment to future operations to be made contributing to better efficiency and effectiveness.

4.4 Values Reports provide accountability to the shareholders and the community and

assurance that ratepayer funds are being utilised in an effective manner. The Buller District Values are: Integrity, Future Focussed, Community Driven, One

Team and We Care.

4.5 Policy / legal considerations Compliance is required under various Acts with regard to provision of Annual

Reports.

4.6 Tangata whenua considerations There is no requirement to consult with iwi.

4.7 Views of those affected There is no requirement to consult or seek the views of other parties with respect

to this report.

4.8 Costs The cost of providing an Annual report is included in budgets.


4.9 Benefits Provision of an annual report provides accountability to the

shareholders/ratepayers. This also enables future decisions to be made on the provision of services.

4.10 Media / publicity

There are no media opportunities.


BULLER HEALTH TRUST

PERFORMANCE REPORT

FOR THE YEAR ENDED 30 JUNE 2018


BULLER HEALTH TRUST CONTENTS OF PERFORMANCE REPORT


Contents Page Independent Reviewer’s Report 1 Entity Information 3 Statement of Service Performance 4 Statement of Accounting Policies 5 Statement of Comprehensive Revenue and Expense 9 Statement of Changes in Equity 10 Statement of Financial Position 11 Statement of Cash Flows 12 Notes to and Forming Part of the Performance Report 13

The unaudited Performance Report is to be read in conjunction with the accompanying notes, accounting

policies and assurance report.


BULLER HEALTH TRUST ENTITY INFORMATION


Entity’s Purpose Provision of dental healthcare services for the Buller District. Entity Structure Buller Health Trust is a discretionary trust governed by the

Trustees being the Mayor and CEO of the Buller District Council.

The day to day business is run by the employees of the

Buller Health Trust and administration tasks are contracted to an independent chartered accountancy practice.

The Buller District Council provide financial and non-

financial support to the Trust as required. Settlor Buller District Council Trustees Buller District Mayor: Garry Howard

Buller District CEO: Keith Marshall.

Beneficiaries All people of the Buller District Main Method to The Trust is funded by income from the sale of goods and Raise Funds services to the community. Bankers Westpac Bank Solicitors B H Connors IRD Number 68-792-460 Charity Number CC20025

3 The unaudited Performance Report is to be read in conjunction with the accompanying notes, accounting



BULLER HEALTH TRUST STATEMENT OF SERVICE PERFORMANCE

FOR THE YEAR ENDED 30 JUNE 2018 Performance Measurement Performance Targets

To support the provision of appropriate medical services to the Buller community and to operate on a breakeven basis. Actual Performance

The Trust supported the provision of medical services by providing and being available to provide, dental services to the community throughout the year.

The Trust achieved a loss of $48,193 in 2018 ($7,983 loss in 2017). Statement of Outcomes The Trust's intention is to provide a quality dental care service to the Buller region. The Buller region is somewhat isolated and before the Trust was set up the nearest Dental Healthcare centre was over a two hour drive away from Northern Buller. Qualified dentists were not re-locating to set up a small town practice so the Buller District Council saw the need to set up this trust for the good of the Buller District. Locum Dentists were contracted into the district and locals employed in administration and support roles. Statement of Outputs Dental Healthcare services have continued to be provided to the people living and visiting the Buller area. Two full time dentists are currently employed in the practice. The Buller Health Trust also employs two full time and two part time support staff members. The Trust employed locum dentists from time to time. This was done to treat more patients and reduce the waiting list at the practice and also enable the fulltime dentists to take leave. The Trust has also continued to invest in updating plant and equipment. The clinic operates 9am to 5pm Monday to Friday. Also opens on a Saturday when waiting lists are substantial.




BULLER HEALTH TRUST STATEMENT OF ACCOUNTING POLICIES


REPORTING ENTITY AND BASIS OF PREPARATION The Buller Health Trust was established in New Zealand on 27 March 1997 and incorporated under the Charitable Trusts Act 1957 on 6 May 1997. The Trust was also registered under the Charities Act 2005 on 8 November 2007 and is domiciled in the Buller District. The purpose of the Trust is the preservation of public health and well being within the Buller District. The Buller Health Trust purchased the Westport Dental Clinic on 1 December 2005. The Trustees have elected to apply PBE SFR-A (PS) Public Benefit Entity Simple Format Reporting – Accrual (Public Sector) on the basis that the Trust does not have public accountability (as defined by that standard) and has total annual expenses of less than $2 million. The Buller District Council passed a resolution on 26 April 2012 which exempted the Trust as a Council controlled organisation in accordance with section 7 (3) of the Local Government Act 2002. However the Trust is controlled by Council as defined in the Financial Reporting Act 2013 and is consolidated into the group financial statements of Buller District Council. As the Trust is deemed to be under the control of Buller District Council, Council is deemed to be the parent of Buller Health Trust. As the parent, it has the power to amend the performance report after it has been issued. The performance report presented here was authorised for issue by the Trustees of Buller Health Trust on 26 September 2018. All transactions in the performance report are reported using the accrual basis of accounting and on a historical cost basis unless otherwise stated in the specific accounting policies. The performance report is prepared on the assumption that the Trust will continue to operate in the foreseeable future. The performance report is presented in New Zealand dollars and all values are rounded to the nearest dollar. The functional currency of the Trust is New Zealand dollars.






ACCOUNTING POLICIES a) Property, Plant and Equipment Property, Plant and Equipment are recorded at cost less accumulated depreciation. Depreciation is provided on a diminishing value basis on all property, plant and equipment at rates which will write off the costs of the assets over their remaining useful lives. Intangible Assets are amortised on the same basis. The useful lives and associated depreciation rates have been estimated as follows: Depreciation Rate Useful Life Years Plant and Equipment 12-60% 3.3 – 16.7 Furniture and Fittings 7-16% 12.5 - 28.6 Furniture and Fittings (Accom) 16.2-48% 4.2 - 12.3 Intangible Assets Software 50% 4 b) Goods and Services Tax The performance report has been prepared on a GST exclusive basis with the exception of accounts receivable and accounts payable which are shown inclusive of GST in the Statement of Financial Position. When GST is not recoverable as an input tax then it is recognised as part of the related asset or expense. The Trust is registered for GST. c) Income Tax The Trust is a registered charity and is exempt from income tax under section CW 42 of the Income Tax Act 2007. d) Financial Instruments The Trust is party to financial instruments as part of its normal operations. The financial instruments include cash, accounts receivable, accounts payable and other receivables. Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at call with banks and other short-term highly liquid investments with original maturities of three months or less.






Trade and Other Receivables Trade and other receivables are stated at their estimated net realisable value. e) Employment Benefits Short term employee benefits are recognised by the Buller Health Trust as being those that it expects to settle within 12 months of balance date. Short term employee benefits are measured at nominal values based on accrued entitlements at current rates of pay. Long term employee entitlements that are payable beyond 12 months such as long service leave have been calculated on an actuarial basis. The calculations are based on;

• Likely future entitlements accruing to staff, based on years of service, years to entitlement and the likelihood that staff will reach the point of entitlement.

• The present value of the estimated future cash flows. A discount rate of 4.2% and an inflation factor of 2% were used. The discount rate is based on the weighted average of Government interest rates for stock with terms to maturity similar to those of the relevant liabilities. The inflation factor is based on the expected long term increase in remuneration for employees.

f) Cash Flows Cash means cash balances on hand held in bank accounts, demand deposits and other highly liquid investments in which the Buller Health Trust may invest as part of its day to day cash management. Operating Activities Includes cash from all income sources of Buller Health Trust and records the cash payments made for the supply of goods and services. Investing Activities Are those activities relating to the acquisition and disposal of non-current assets.






Financing Activities Comprise the change in equity and debt capital structure of non-current assets. g) Significant Management Estimates and Assumptions There are no significant management assumptions or estimates for the year. h) Changes in Accounting Policies There have been no significant changes to accounting policies during the year.




BULLER HEALTH TRUST STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE


Year Ended

30 June 2017

Notes

Year Ended

30 June 2018 $ Revenue $

786,463 Revenue from Operations 1 664,750 646 Interest and Other Investment Revenue 237

787,109 Total Revenue 664,987 Expenses

535,144 Volunteer & Employee Related Costs 2 502,732 241,204 Costs Related to Providing Goods & Services 3 191,452

18,744 Other Expenses 4 18,996 795,092 Total Expenses 713,180

(7,983) Net Surplus (Deficit)

(48,193)

- Other Comprehensive Revenue & Expense -

($7,983) Total Comprehensive Revenue & Expense ($48,193)




BULLER HEALTH TRUST STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2018

Year Ended 30 June 2017

Year Ended

30 June 2018 $ $

289,656 Equity at 1 July 281,673

(7,983) Total Comprehensive Revenue & Expense (48,193)

$281,673 Equity at 30 June $233,480




BULLER HEALTH TRUST STATEMENT OF FINANCIAL POSITION

AS AT 30 JUNE 2018

As At

30 June 2017

Notes

As At

30 June 2018 $ Assets $

Current Assets: 236,766 Cash & Cash Equivalents 5 210,861

33,509 Trade & Other Receivables 6 28,974 2,019 Stock & Work in Progress 7 2,678

272,294 242,513 Non-Current Assets:

100,360 Property, Plant & Equipment 10 84,382 2,097 Intangible Assets 1,050

102,457 85,432

$374,751 Total Assets $327,945

Liabilities Current Liabilities:

54,935 Trade & Other Payables 8 59,153 36,226 Employee Entitlements 9 32,964 91,161 92,117

Non-Current Liabilities: 1,917 Provision for Employee Entitlements 9 2,348

93,078 Total Liabilities 94,465

Equity

100 Trust Capital 100 281,573 Accumulated Funds 233,380 281,673 Total Equity 233,480

$374,751 Total Liabilities & Equity $327,945

The Board of Trustees have authorised the performance report for issue: Trustee ___________________________________ G Howard Trustee ___________________________________ K Marshall Date: 26 September 2018




BULLER HEALTH TRUST STATEMENT OF CASH FLOWS

FOR THE YEAR ENDE 30 JUNE 2018

Year Ended

30 June 2017

Notes

Year Ended

30 June 2018 $ $

Cash Flows From Operating Activities

Cash was provided from:

808,298 Receipts from Customers 675,488 646 Interest Received 237

808,944 675,725 Cash was disbursed to:

766,283 Payments to Suppliers and Employees 700,156

42,661 Net Cash Inflow (Outflow) From Operating Activities 11 (24,431) Cash Flows From Investing Activities Cash was disbursed to:

30,391 Purchase of Assets 650

(30,391) Net Cash Inflow (Outflow) From Investing Activities (650) Cash Flows From Financing Activities Cash was disbursed to:

- Advance to staff (824)

- Net Cash Inflow (Outflow) From Financing Activities (824)

12,270 Net Increase (decrease) in Cash and cash equivalents

(25,905)

224,496 Add Opening Cash and Cash Equivalents 1 July 236,766

$236,766 Closing Cash and Cash Equivalents 30 June 5 $210,861




BULLER HEALTH TRUST NOTES TO AND FORMING PART OF THE PERFORMANCE REPORT


30 June 2018 30 June 2017 1. Revenue From Operations $ $ Sales to the General Public 611,776 717,215 Ministry of Health Adolescent Funding 52,974 69,248 $664,750 $786,463 2. Volunteer & Employee Related Costs Dentist Locum Fees 18,643 101,757 Recruitment Expenses 13,716 4,380 Staff Training 8,081 8,442 Wages 457,133 415,767 Accommodation – Locums and Dentists 2,043 1,962 ACC Levies 691 278 Entertainment 1,662 1,256 Uniforms 763 1,302 $502,732 $535,144 3. Costs Related to Provision of Goods and Services Accountancy Fees 6,744 6,674 Advertising & Sponsorship 1,854 1,367 Audit Review Fee 3,000 3,000 Bank & Merchant Fees 2,862 3,445 Cleaning 1,323 1,396 Computer Expenses 5,048 4,324 Consumables 647 694 Consultancy Fees 2,582 - Equipment Hire 1,428 1,355 General & Petty Cash Expenses 1,342 1,214 Light, Heat & Power 3,517 3,480 Medical Supplies 53,501 53,415 Lab Expenses 64,733 95,887 Postage, Freight & Cartage 2,876 2,888 Printing & Stationery 1,807 1,946 Rent & Rates 11,867 11,859 Repairs & Maintenance - Building 231 30,958 Telephone & Tolls 2,209 2,170 Bad Debts 3,126 1,255 Debt Collection 54 20 Subscriptions & Licences 6,789 5,824 Repairs & Maintenance – Plant 13,912 8,033 $191,452 $241,204 4. Other Expenses Insurance 1,321 854 Depreciation & Amortisation 17,675 17,890 $18,996 $18,744






30 June 2018 30 June 2017 $ $ 5. Cash & Cash Equivalents Cash on Hand 145 140 Bank Account Balances Westpac Cheque Account 210,616 236,526 Funds held by Buller District Council 100 100 210,716 236,626 $210,861 $236,766 6. Trade & Other Receivables Trade Debtors 28,150 33,509 Other Debtors (staff advance) 824 - GST Receivable - - $28,974 $33,509 7. Stock & Work in Progress Stock on Hand 886 824 Work in Progress 1,792 1,195 $2,678 $2,019 8. Trade & Other Payables Trade Creditors 34,770 48,590 Income in Advance 22,065 GST Payable 2,318 6,345 $59,153 $54,935 9. Provision for Employee Entitlements Accrued Leave Entitlements & Wages 35,312 20,702 $35,312 $20,702






10. Property, Plant & Equipment - 2017 Cost

1/7/2016

Accum Depn

1/7/2016

Additions Disposals Depn 30/6/17

Accum Depn 30/6/17

Cost 30/6/17

Carrying Amount 30/6/17

Plant and Equipment

148,126 60,685 18,915 - 15,882 76,567 167,041 90,474

Furniture & Fittings

5,901 3,968 9,076 - 1,123 5,091 14,977 9,886

Accom Furniture & Fittings

13,956 13,956 - 13,956 - - - -

167,983 78,609 27,991 13,956 17,005 81,658 182,018 100,360

Intangible Assets - 2017

Cost 1/7/2016

Accum Amort

1/7/2016

Additions Disposals Amort 30/6/16

Accum Amort 30/6/17

Cost 30/6/17


Software 12,199 11,617 2,400 - 885 12,502 14,599 2,097

Property, Plant & Equipment - 2018 Cost

1/7/2017

Accum Depn

1/7/2017

Additions Disposals Depn 30/6/18

Accum Depn 30/6/18

Cost 30/6/18


Plant and Equipment

167,041 76,567 - - 14,689 91,256 167,041 75,785

Furniture & Fittings

14,977 5,091 650 - 1,939 7,030 15,627 8,597

Accom Furniture & Fittings

- - - - - - - -

182,018 81,658 650 - 16,628 98,286 182,668 84,382

Intangible Assets - 2018

Cost 1/7/2017

Accum Amort

1/7/2017

Additions Disposals Amort. 30/6/18

Accum Amort 30/6/18

Cost 30/6/18


Software 14,599 12,502 - - 1,047 13,549 14,599 1,050






11. Reconciliation of Net Surplus to Cash Flows from Operating

Activities 30 June 2018 30 June 2017 $ $ Net Surplus (Deficit) (48,193) (7,983) Add non-cash items Depreciation & Amortisation 17,675 17,890 Movement in Employee Entitlements (2,831) 17,441 (33,349) 27,348 Movement in working capital Increase/(Decrease) in Accounts Payable 4,218 (6,291) (Increase)/Decrease in Accounts Receivable 5,359 17,845 (Increase)/Decrease in Stock on Hand & WIP (659) 3,759 8,916 15,313 Net Cash Flow from Operating Activities $(24,431) $42,661

12. Related Parties The Buller District Council is the settlor of the Buller Health Trust and provides financial and administration services to the Trust for no consideration. There were no other significant transactions or transactions that were on terms or conditions that are likely to be different from the terms and conditions of transactions in similar circumstances, involving related parties during the financial year (2016: nil transactions). 13. Commitments & Contingencies There are no commitments, contingent liabilities or contingent assets as at 30 June 2017 (2016: nil). 14. Post Balance Date Events There are no significant events occurring after balance date that impact on the reported financial information for the year ended 30 June 2017 (2016: nil).






15. Capital Management The Trust’s capital comprises Trust capital and retained surpluses. Equity is represented by net assets.

The Trust deed requires the Trustees to manage its revenue, expenses, assets, liabilities, investments and general financial dealings prudently. The Trust’s equity is largely managed as a by product of managing revenues, expenses, assets, liabilities, investments and general financial dealings.

The objective of managing the Trust’s equity is to ensure the Trust effectively achieves its objectives and purpose, while remaining a going concern.




Independent Auditor’s Report

To the readers of Westport Airport Authority’s financial statements and performance information for the year ended 30 June 2018

The Auditor-General is the auditor of Westport Airport Authority (the Authority). The Auditor-General has appointed me, Jacques Coetzee, using the staff and resources of Audit New Zealand, to carry out the audit of the financial statements and performance information of the Authority on his behalf.

Opinion

We have audited:

the financial statements of the Authority on pages 3 to 10, that comprise the entity information and the statement of financial position as at 30 June 2018, the statement of financial performance, statement of changes in equity and statement of cash flows for the year ended on that date and the notes to the financial statements that include accounting policies and other explanatory information; and

the performance information of the Authority on pages 11 to 12.

In our opinion:

the financial statements of the Authority on pages 3 to 10:

present fairly, in all material respects:

its financial position as at 30 June 2018; and

its financial performance and cash flows for the year then ended; and

comply with generally accepted accounting practice in New Zealand in accordance with the Public Benefit Entity Simple Format Reporting - Accrual (Public Sector) Standard; and

the performance information of the Authority on pages 11 to 12 presents fairly, in all material respects, the Authority’s actual performance compared against the performance targets and other measures by which performance was judged in relation to the Authority’s objectives for the year ended 30 June 2018.

Our audit was completed on 1 October 2018. This is the date at which our opinion is expressed.

The basis for our opinion is explained below. In addition, we outline the responsibilities of the Board and our responsibilities relating to the financial statements and the performance information, and we explain our independence.


Basis for our opinion

We carried out our audit in accordance with the Auditor-General’s Auditing Standards, which incorporate the Professional and Ethical Standards and the International Standards on Auditing (New Zealand) issued by the New Zealand Auditing and Assurance Standards Board. Our responsibilities under those standards are further described in the Responsibilities of the auditor section of our report.

We have fulfilled our responsibilities in accordance with the Auditor-General’s Auditing Standards.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Responsibilities of the Board for the financial statements and the performance information

The Board is responsible on behalf of the Authority for preparing financial statements and performance information that are fairly presented and that comply with generally accepted accounting practice in New Zealand.

The Board is responsible for such internal control as they determine is necessary to enable them to prepare financial statements and performance information that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements and the performance information, the Board is responsible on behalf of the Authority for assessing the Authority’s ability to continue as a going concern. The Board is also responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting, unless the Board intends to liquidate the Authority or to cease operations, or has no realistic alternative but to do so.

The Board’s responsibilities arise from the Local Government Act 2002.

Responsibilities of the auditor for the audit of the financial statements and the performance information

Our objectives are to obtain reasonable assurance about whether the financial statements and the performance information, as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit carried out in accordance with the Auditor-General’s Auditing Standards will always detect a material misstatement when it exists. Misstatements are differences or omissions of amounts or disclosures, and can arise from fraud or error. Misstatements are considered material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of readers, taken on the basis of these financial statements and the performance information.


For the budget information reported in the financial statements and the performance information, our procedures were limited to checking that the information agreed to the Authority’s statement of intent.

We did not evaluate the security and controls over the electronic publication of the financial statements and the performance information.

As part of an audit in accordance with the Auditor-General’s Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. Also:

We identify and assess the risks of material misstatement of the financial statements and the performance information, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

We obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control.

We evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board.

We evaluate the appropriateness of the reported performance information within the Authority’s framework for reporting its performance.

We conclude on the appropriateness of the use of the going concern basis of accounting by the Board and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Authority’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements and the performance information or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Authority to cease to continue as a going concern.

We evaluate the overall presentation, structure and content of the financial statements and the performance information, including the disclosures, and whether the financial statements and the performance information represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the Board regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Our responsibilities arise from the Public Audit Act 2001.


Other Information

The Board is responsible for the other information. The other information comprises the information included on pages 13, but does not include the financial statements and the performance information, and our auditor’s report thereon.

Our opinion on the financial statements and the performance information does not cover the other information and we do not express any form of audit opinion or assurance conclusion thereon.

In connection with our audit of the financial statements and the performance information, our responsibility is to read the other information. In doing so, we consider whether the other information is materially inconsistent with the financial statements and the performance information or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on our work, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Independence

We are independent of the Authority in accordance with the independence requirements of the Auditor-General’s Auditing Standards, which incorporate the independence requirements of Professional and Ethical Standard 1(Revised): Code of Ethics for Assurance Practitioners issued by the New Zealand Auditing and Assurance Standards Board.

Other than the audit, we have no relationship with, or interests in, the Authority.

Jacques Coetzee Audit New Zealand On behalf of the Auditor-General Wellington, New Zealand



31 OCTOBER 2018

Agenda Item No 10

Prepared by - Dean Phibbs - Manager Corporate Services Reviewed by - Keith Marshall - Chief Executive Officer ANNUAL REPORT 2018 – BULLER DISTRICT COUNCIL & GROUP 1. REPORT SUMMARY To adopt the audited 2017/2018 Annual Report for the Buller District Council as

required by section 98(3) of the Local Government Act 2002. 2. DRAFT RECOMMENDATION That the Annual Report for the Buller District Council be adopted for the year

ending 30 June 2018. 3. ISSUES & DISCUSSION Section 98 of the Local Government Act Annual report

(1) A local authority must prepare and adopt in respect of each financial year an annual report containing in respect of that year the information required by Part 3 of Schedule 10.

(2) The purposes of an annual report are—

(a) to compare the actual activities and the actual performance of the local authority in the year with the intended activities and the intended level of performance as set out in respect of the year in the long-term plan and the annual plan; and

(b) to promote the local authority's accountability to the community for

the decisions made throughout the year by the local authority.


(3) Each annual report must be completed and adopted, by resolution, within 4 months after the end of the financial year to which it relates.

(4) A local authority must, within 1 month after the adoption of its annual report,

make publicly available—

(a) its annual report; and (b) summary of the information contained in its annual report.

(5) The summary must represent, fairly and consistently, the information

regarding the major matters dealt with in the annual report. (6) A local authority must, within 1 month after the adoption of its annual report,

send copies of that report and of the summary prepared under subsection (4)(b) to—

(a) the Secretary; and (b) the Auditor-General; and (c) the Parliamentary Library

The purpose of the Annual Report as stated in section 98 of the Local Government

Act 2002 is to : compare the actual activities and the actual performance of the local

authority in the year with the intended activities and the intended level of performance as set out in respect of the year in the long-term plan and the annual plan; and

promote the local authority's accountability to the community for the

decisions made throughout the year by the local authority. 4. CONSIDERATIONS

4.1 Strategic impact Appropriate reporting provides valuable information to enable decisions to be

made on the future operations of the entities. 4.2 Significance assessment This matter is not deemed significant under the Council’s Significance and

Engagement Policy. 4.3 Risk analysis If reports are not provided a number of legislative requirements would be

breached. Analysis of financial reports enables adjustment to future operations to be made contributing to better efficiency and effectiveness.


4.4 Values Reports provide accountability to Council and the community, and assurance that

ratepayer funds are being utilised in an effective manner. The Buller District Values are: Integrity, Future Focussed, Community Driven, One

Team and We Care. 4.5 Policy / legal considerations Compliance is required under section 98 of the Local Government Act 2002. A

local authority must adopt an Annual Report within the statutory timeframe. 4.6 Tangata whenua considerations There is no requirement to consult with iwi. 4.7 Views of those affected There is no requirement to consult or seek the views of other parties with respect

to this report. 4.8 Costs The cost of providing an Annual report including audit costs is included in Annual

Plan budgets. 4.9 Benefits Provision of an annual report provides accountability to Council, ratepayers, the

community and stakeholders. It enables future decisions to be made on the provision of services.

4.10 Media / publicity A media release has been prepared and released to the Westport News.


ANNUAL REPORT

TO BE INSERTED



31 OCTOBER 2018

Agenda Item No 11 Prepared by - Garry Howard

- Mayor

MAYOR’S REPORT 1. REPORT SUMMARY

This report is an overview of the key activities from 21 September 2018 to 23 October 2018.


1. That Council receive the report for information. 2. The Councillors give consideration to nominating a Council

representative to IFHC Design Group. 3. The Council give consideration to Holcim Cement Silos,

Westport.

3. ISSUES AND DISCUSSION

Westport Integrated Family Health Care facility. On 2 October 2018 Council and representatives from Buller Health Action Group met with David Meates, Clayton Cosgrove, Jenny Black and Rhoda McDonald from DHB. Actions required from the meeting: Confirm location for Design Lab to set up “mock-up” so the public can appreciate the proposed IFHC facility. An approach to Holcim re Packing Plant has not been successful so two other potential sites being investigated. Council to appoint a Council representative to be part of Design Working Group. This is not the Buller Hospital Redevelopment Partnership Group that are working on all aspects associated with the proposed IFHC. Council to give consideration to Westport Dental practice being included in the proposed facility. This is conceptual stage only as we await final layout, along with operational terms and conditions, and lease details. See letter as attached.


Holcim Cement Silos As part of Councils investigation to purchase all of Holcim Westport land and buildings, the Silos located at the port were a part of due diligence, acknowledging that there were a number of options to utilise the silos that would require further investigation. At a meeting called by Kevin Stratful to discuss potential iconic developments Westport or north, the silos was one of a number of ideas put forward to be considered. Activity Hub, Silo Art, accommodation just a few of the possibilities.

Silo art has become a big tourist draw card in many areas of the world. At all times the following has been part of the conversations at Kevin’s meeting and the Love Kawatiri workshop held recently. 1. Council does not own the silos and the ground tenure is mixed as per

attached plan with Council owning a small section of land under 3rd steel silo. The balance of the land is leased by Holcim from Kiwi Rail. My understanding is, no issues to continue lease from Kiwi Rail.

2. The silos present opportunity for iconic development but can be a

potential liability should such development or alternative use not proceed.

Currently the silos are part of Holcim demolition tender and in correspondence to Holcim it is apparent that issues exist should they not be demolished as part of the total Holcim demolition contract. This is due to the deployment costs to bring suitable people and equipment to Westport for a single project at a later date. The silos are part of


Westport’s history and Council needs to decide on behalf of the community if it has an interest in retaining.

Waste to Energy Considerable progress is being made by Renew Energy Ltd and China Tianying Inc. to establish a plant in Buller. Council needs to start thinking of potential infrastructure that may well be required including road and water. China Tianying engineers are currently progressing preliminary engineering work for the Energy from Waste facility resource consent submission. We can expect to receive this for our review early November. Accommodation for workers, including some specialised engineers will need to be planned. Renew Energy will work with Council to provide a briefing on the Energy from Waste facility to the West Coast public prior to the Resource Consent application being formally submitted.

This potential development is a parallel to the Milburn New Zealand establishment of the cement works where power, water, roading, rail and port were all part of the development along with worker accommodation. The very latest announcement of such plants going ahead comes from Kwinana, Western Australia.

See https://thewest.com.au/business/energy/green-light-for-668m-kwinana-waste-to-energy-plant-ng-b88994856z


NetHui The Internet and broadband discussion took place at Tai Poutini Polytechnic, Greymouth on 11 October 2018. There were several topic sessions that ranged from delivery of broadband, net safety, website options, healthy consumption and blockchain. I was accompanied by two of our youth, Caelan Nichol (9) and Aaron Bradley (11). While some of the presentations were at an advanced level they were excellent in putting forward their thoughts on the subjects and had a fabulous day. It certainly encouraged me to think of how we can involve youth in many of our conversations. Airport On Saturday 13 October 2018, Air New Zealand decided not to fly into Westport Airport with chartered flight due to the margin of land between airstrip and beach. The airport is open and serviceable with no limitations placed on our certificate by CAA. The current requirement is 75 metres either side of the centreline of the runway - we have 75 metres on the landside and 70 metres on the seaward side for a length of about 150 - 200 metres adjacent the 04 threshold. If in future any local group wants to charter an aircraft they can do so with confidence that we have a safe and serviceable field at the present time. Council will need to give thought in the Annual Plan about medium and long term options to ensure we retain a serviceable and safe aerodrome to serve the District. Buller Health Trust – Westport Dental Head dentist Meor Ishak started in April this year replacing Beata. Meor is an exceptional dentist going from staff and patient reports, including myself. Last week we completed interviews for a replacement for Kristin who departs at the end of the month. We had sent offer of employment to an applicant being one of five applicants and hope to have the new dentist start very early January. There has been additional time and work into the oversight of the dental practice since April. We have regular (6 weekly) structured meetings with all staff. The staff are very positive and engaged to ensure quality service is delivered. I have appreciated the assistance of Peter Campbell in the recruitment of staff. He is passionate about the practice and undertakes far more than an accountant role.


West Coast / Taranaki Leaders Meeting (16 October 2018) Councillor Shayne Barry and John Hill attended the West Coast / Taranaki Leaders meeting in New Plymouth on 16 October 2018. Please find attached report on the event. Interim Chief Executive – Keith Marshall Wow! Five months have flashed by and it has been a real revelation having Keith and Louise help us through not only recruitment of a new Chief Executive but ensuring we delivered services to the community. Keith has taken a strong personal interest to set Buller District Council on a successful path.

He has shone a light on the importance of our staff to ensure that we make sure they are successful and enjoy the challenge of work each day. This in turn makes Council and the community successful. Keith has stressed the ownership of Key Performance Indicators that Council sets for a Chief Executive, needs the ownership by all staff. It has been a great privilege to have Keith at the helm as we have analysed how we operate and how we can operate to get the best results. It has come with self-analysis and review that is helping when under pressure. It has been very interesting to watch Keith work very hard to become unemployed. The objective was to have a new Chief Executive for 2019. To have completed a very thorough recruitment process two months early is legendary. It must be acknowledged that Keith’s wife Louise Buchanan had a very large part in the recruitment process. I would also like to thank Keith for his role with Jackie Mathers, in negotiations for dredging Greymouth port. It has been challenging to have a contract that protected our ratepayers but delivered an essential job for Greymouth. It has potentially opened options to retain a dredging business based in Westport. For a large number of Councillors and staff we will miss a special presence that is unique to Keith. He will continue to assist with transition over the next five weeks in a back seat role, supporting our new Chief Executive Sharon Mason. I look forward to continuing contact with Keith as he has been very supportive and become a good friend. On behalf of our community, Huge Thanks.


Welcome New Chief Executive – Sharon Mason Welcome to Buller, it is fantastic to have the Mason family (Sharon, Richard and Niamh) make the commitment to our community.

It has been unanimous goal of Council to make your role successful and that you enjoy the Buller District. I’m very confident the community, staff and Council will make you very welcome. The District is entering a positive phase but there will be challenges that we will work together to

get the best outcome. Communication and engagement with our community is so important and you have already demonstrated your open very approachable manner through your labour Weekend visit. Best wishes and again, Welcome.


West Coast/ Taranaki Leaders Meeting

October 16th 2018

Attending

David McLeod, Chairman, Taranaki Regional Council

Basil Chamberlain, Chief Executive, Taranaki Regional Council

Al Morrison, MBIE

Gus Charteris, MBIE

Mike Meehan – Chief Executive, West Coast Regional Council

Andrew Robb – Chairman, West Coast Regional Council,

Simon Bastion – Chief Executive, Westland District Council,

Bruce Smith – Mayor, Westland District Council

Shayne Barry, Councillor, Buller District Council

John Hill, Economic Development, Buller

Renee Rooney – Chair, Development West Coast

Chris McKenzie – Chief Executive, Development West Coast

Neil Holdom - Mayor New Plymouth District Council (morning only)

Craig Stevenson - Chief Executive, New Plymouth District Council (morning only)

Neil Volzke - Mayor, Stratford District Council

Sven Hanne - Chief Executive, Stratford District Council

Ross Dunlop - Mayor, South Taranaki District Council

Waid Crockett - Chief Executive, South Taranaki District Council

Robin Brockie - Chair, Venture Taranaki

Stuart Trundle – Chief Executive, Venture Taranaki

Kathryn Scown, New Plymouth District Council

Cathy Clennet - Hiringa Energy Ltd

West Coast Region – Population 32400, Area 23, 276 km2

2 Iwi & 2 Runanga

Taranaki Region – Population 118000, Area 7258 km2

8 Iwi (1 left to settle) – represented as 3 Waka


Challenges

Key Challenges West Coast – Andrew Robb

- No new mining on conservation estate. Impact has been draining on our communities and creates negative mindsets.

- Lack of clarity and consultation around government decision.

- Boom in tourism has created monetary pressures on low rating base.

- Little is gained from tourists accessing DOC land.

- Coastal settlements threatened by climate change (floods and sea erosion)

- Mixed messages from government MFE guidelines differ to other govt departments ie MOH

- Transition from mining – how do we do this without driving people away from our region.

Key Challenges Taranaki- David McLeod

- Economy built on a natural resource – lack of diversification. - Taranaki grows a lot of protein and have a rich resource of oil and gas. A lot of industries

grow off the back of these major players. - Environmental pressures are increasing on these industries. Taranaki is vulnerable to

disruptions to these industries. - People with industry expertise have moved away from the region and NZ since the

government’s announcement to ban new permits for drilling for oil and gas. - Tourism - Taranaki is not a mature tourism route. - There is a lack of tourist activities in the area. - Renewable energy is an opportunity and a challenge for the region. - Future foods – these initiatives mean nothing if infrastructure enablers are not in place. - Capital investment – how does Taranaki ensure ongoing investment. - Maori economy – this is a large economy that needs to be in sync with other projects.

Taranaki needs a whole of region approach. - People capability – education - Inclusion – decisions need to be made by people who represent the whole community,

business, Maoridom, trade workers, not just councillors at the top table. - Govt decisions have sewn seed of uncertainty – comment was made that Taranaki are

beginning to experience some of what the West Coast has gone through for many years. - Connectivity – both transport and digital.

Discussion Around Challenges

- Should there be joint representation to government from the two regions. Minerals will be needed in the future where will they come from?

- Should this representation be wider than just the two regions? - Regulatory risk – it is important to have a long-term strategy on building relationships in

central government. This strengthens capabilities and helps with planning. - Both Taranaki and West Coast need to look for outside opportunities ie alternative

energy/renewable energy. Taranaki had already begun to do this 2 years ago – the government’s announcement altered the ED framework they were working on and dented confidence in the region. The result being it has created urgency and has accelerated the process of researching the possibilities around alternative forms of energy.

- Being united as a region will be WC’s biggest strength. DWC’s challenge is to keep the momentum going. WC needs to build resilience into its economy to help reduce the effects of regulatory change and commodity market swings.


Hiringa Energy – Zero emissions future driving renewable energy.

Hydrogen fuel

There are a lot of skills in Taranaki that can be transferred to the alternative energy market.

Hydrogen fuelled vehicles have many advantages over electric battery vehicles.

- They can be refuelled quickly - They require no charging of batteries - They have a much longer range

MBIE is trying to connect Hiringa to West Coast businesses to discuss hydrogen fuel production and user opportunities.

- MBIE keen for Hiringa to visit the West Coast. - To develop this alternative fuel option further the W/C needs a supply of energy to produce

hydrogen. Possible options: W2E, Ngk Restoration Project, Waitaha River Scheme Project. - How do we make sure there are no hiccups around regulations in the future? How do we get

around consenting issues with new hydro and wind energy resources required for renewable energy? Gus (MBIE) – MBIE is the regulator and they are looking at having rules and regulations in place but this is an area where we need to work with central govt to ensure timely movement.

- Regions having their own renewable energy supply helps create resilience when regions are isolated due to natural disasters etc.

- Countries like Japan and South Korea are moving toward a hydrogen economy. This may open up opportunities to become an exporter of hydrogen.

- Could gasification of coal be used to produce carbon? Cathy (Hiringa) yes this is already being done in Australia. MBIE – the Minerals Research centre is looking at opportunities around this.

- What is the efficiency of hydrogen fuel? Cathy (Hiringa) - 60-70%, this is similar to existing technology

Biofuel

W/C is not on Biofuel roadmap but there is a lot of opportunity for W/C to use hydrogen to transform root stock to biofuel.

- Cathy (Hiringa) There is definitely going to be a role for Biofuels and Drop in Fuels - Hydrogens main use will be around heavy vehicle, marine and rail market.

Carbon Capture

- W2E will create new opportunities for CO2 as a product but there is a reluctance around carbon capture due to perceived high cost.

MBIE – Will go back and have discussion with Megan Wood about carbon capture commercial possibilities.


Tourism

- Not about 1 region winning at another’s expense - W/C – the good relationship the West Coast has with DOC is essential for success. Taranaki

does not enjoy the same type of relationship, DOC tend to be resistant to development and to people being on the Maunga. MBIE - Advised Taranaki representatives to speak to key person in Wellington to try and develop relationship further.

Built on free goods – how do we address this?

- Monetise experiences - What are the new products? - Both regions need to tell the stories of their regions - Taranaki have been successful in finding investors, but DOC create barriers. - Taranaki off the main tourist route

o DWC suggested new branding for the Taranaki tourist route ie Untamed Natural Highway has been hugely successful for the Coast.

o Aligning all promotion groups to the use the one brand and reducing the number of promotion groups from 19 to 6 has also helped.

- West Coast – tourism is adding pressure and costs to areas with low rating base. Govt support needed to address some of these infrastructure issues.

Events

- Venture Taranaki markets itself Nationally to event promoters. It does not invest in event management, but it does invest heavily in attracting events to the region by providing seed funding. Ie WOMAD, National Triathlon, Arts Festival and it has just recently secured the World Cup Triathlon. Be prepared for an event to take 3 years to really kick off.

- These events are a major boost to the economy and help the region maintain a vibrant profile.

Climate Change

MBIE gave some clarity around where the government is heading with climate change. He said currently there are intense coalition and cross-party talks taking place to drive/set policy and direction.

- Carbon zero bill. Govt is deciding whether to establish an independent climate change commission & whether they need to set targets?

- Commission would set 5-year budgets to help achieve objectives. - Areas of interest will be Agriculture, Transport and Industry - Govt will consider what the impacts will be on communities & what supporting packages will

need to be put in place?

The question was asked – Is climate change about reducing emissions or do they also want to stop mining on the land?


Future Foods

- Taranaki Food GDP is greater than the Hawkes Bays and they have done a lot of work on true food clusters around production. Venture Taranaki supply a lot of resources to these clusters ie trade show support, training etc. They need continued support.

- Taranaki has an award-winning Gin producer (Juno Gin) - Venture Taranaki has commissioned Frost and Sutherland to look at future of food and

Crown Research will work with them around possible new crops. - They have a honey cluster – 350 delegates turned up to the first cluster meeting.

Interesting technology initiatives come from the cluster groups. - Now creating a food network about adding value to products and more efficiencies

especially around food exports. - Have looked at meat free protein but not threatened by this. They feel they can add more

value by going up the value chain with meat products.

MBIE questioned this, there are conflicting stories around meat free protein and the domestic demand could change quite rapidly.

- This could be a massive opportunity for farmers in both regions to diversify into growing yellow pea plantations.

- W2E would create interest & opportunities in downstream horticulture glass houses. - Massive value-add from Geothermal power into horticulture, also CO2 from Kapune to

boost greenhouses. - Misinformation around technology is affecting technology driven initiatives.

Education and Skills

Polytechs in both regions have had similar issues and face similar future challenges.

- Training is not geared up to meet the needs of the regions. - Slow to react to industry needs - Need to engage better with local business - Taranaki plan to run more short courses - & will improve connections with Metros and Universities

Some possibilities for WC around skills needed for Dairy company, in Taranaki around forestry, shearing, pest control.

Skills

- Government needs to be very careful about where it is investing. - Our talent challenge is attracting clever people to come to NZ and stay here. - Many highly trained professionals are moving overseas to countries who are investing in

technology and clever projects.

The West Coast PGF Process Summarised by MBIE

1. Application to DWC (Penny)

2. Does application meet criteria as set out in ED strategy? Is it consistent with ED strategy

– if no, then it is sent back to originator to further work on project or is not eligible.


3. If yes then it goes to Regional Advisory Group (accountable to MBIE)

- They must decide out of all of the applications which ones will “shift the dial”. Which are

regional priorities.

4. Projects are then taken to Mayors and then on to Wellington.

DWC

MBIE are sending 60 applications back to DWC because they do not come under the criteria or ED strategy. MBIE accepted this was due to poor process, lack of clarity and changing playing field around the funds requirements. The poor process has resulted in many being frustrated and dissatisfied with the process. Councils will wear a lot of this criticism.

The question was asked - Does the West Coast have 2 funds to draw from, DWC and PGF? Chris McKenzie gave an explanation as to why he did not think this was the case.

Venture Taranaki

Taranaki have not yet put an application in to the PGF

- They developed strategy and the action plan but have only just established steering group. - MBIE advised they do want a series of non-connected projects. Select up to 10 major

projects and prioritise them. - Important that Taranaki take the community on this journey with them. Maoridom are a

major player and it is important they work together rather than in parallel.

PGF FUND

- Concern that the PGF fund is forcing us to think regionally and small rather than nationally/globally. Is it making regions compete against regions?

- MBIE – What possibilities are there for a joint initiative between Taranaki and the West Coast?

- Hydrogen was the main contender and later discussions brought up the possibility of a joint port venture.

- Other options mentioned were: - Digital economy – Do Wellington understand the geography of the issues with areas like the

West Coast and Taranaki ie black spots? - Conservation Estate and Stewardship land - this is a problem for both regions. There is a

difference between local purpose and national purpose – should there be a think tank group attempting to address these issues?

Workshop closed about 4.30pm


Actions from the day

- Taranaki to travel to Coast to continue conversations around joint initiatives. Bruce Smith to look at organising something in the near future.

- Hiringa Energy to travel to Coast to look at possibilities around Hyrogen economy and West Coast businesses.

- Taranaki/West Coast to continue to work with MBIE to develop possible joint application to PGF.

- MBIE (Gus) to discuss with Megan Woods the benefits of Carbon capture as a commercial commodity.

- Event Promotion – could we establish a regional initiative around marketing the West Coast region to event promoters?

- Possibility of organising a joint regional “think tank” group to address issues of stewardship land, local purpose vs national purpose.


BULLER DISTRICT COUNCIL26SEPTEMBER2018

Agenda Item No 12

Prepared by - Keith Marshall - Cheif Executive

ACTION LIST _______________________________________________________________________

1. REPORT SUMMARY

Councilactionlisttobeconsideredonamonthlybasisforprogressionofprojects.


1. That Council received the report for information and discussion.

151Agenda: Buller D

istrict Council: M


Council Meeting Action List

# Item Previous Action Proposed Action Progress Assigned Completion Date

1. Disused Wharf Removal October2016

Provide progress update on Waterfront Development StrategyandMasterPlan,incorporatedinMajorProjectsQuarterly Status ReportNB:Development Strategy widensriversidescopetoconsideroverallbusinesscase,riskassessment,communityneeds,environmentalimpact,social/economicbenefit,legislative and statutory compliance,LTPalignment,landownershipandfloodprotection.

Incorporate Waterfront Development Strategy and Master Plan into the Westport RevitalisationProjectupdatedintheMajorProjectsQuarterlyStatus Report.

Report to be presented to council.

UpdateandworkshoptobeheldwithnewPGF funding.

Chief Executive Officer(KMarshall)&Group Manager Assets andInfrastructure (M Duff)

Updated quarterly

2. Punakaiki Freedom Camping Petition November2016

April 2017

1. That the petition from the Punakaiki residents be received and in recognising their concerns Council signals itswillingnesstoworktogetherto resolve the issues.

2. Defers making any decision on this issue until -a. The outcome of the

Department of Internal Affairs and Local Government New Zealandprocessisknown;

b. And Council has consulted with affected parties,including Grey District Council and Department of Conservation to look for workable solutions to theissues raised.

Workshop held.

Discussions to take placewithGreyDistrict Council and Department of Internal Affairs.

Council’sComplianceOfficervisitingweeklyand a Department of ConservationOfficerwillalsoprovidecoverage in the near future – RTownrowtoinvestigate and advise

DiscussissuewithGrey District Council

Chief Executive Officer(KMarshall)&Group Manager Environmental andCommunity Services (R Townrow)

Ongoingwithnewfunding that can assist withmovingparts of this projectforward.

152Agenda: Buller D

istrict Council: M




3. Road ClosuresNovember2016

Can this be delegated responsibility?

TobereviewedbyRiskandPolicy Committee

Risk and Policy Committee

TBC

4. Punakaiki Infrastructure Project

• Investigatewaystoadvocate for freeing up land for residential and/or commercial development

• Act as conduit for input into the Dolomite Point re-developmentproject

• Consider increasing funding for compliance in regard to freedomcamping(workwithGreyDistrictCouncil)

Nofurthermeetingsheldtodate,due to time constraints and the need for additional information

On-going

5. Ngakawau/Hector Water SupplyDecember 2017

• MayorHowardandCrMiazgatoassistwiththeresidential count for Ngakawau/Hectorwatersupply

DiscussionwithMPDamienO’Connor.Progressownershipregistration.

Correspondence has beensent;Noresponse received to date.

Mayor GHowardCrMiazga,CrSampson

September 2018

6. Westport Flood Protection17 April 2018

• FollowupwithWCRConprogresswithWestportfloodprotectionproject.

Pending WCRC to provide progress report.Presentation given from WCRC in regards to Caters Beach Protection and workshoptobeheldOctoberoffurtheritems

Group Manager Assets and Infrastructure (M Duff)

November2018

7. Short stay accommodation sector:17 April 2018

• To address concerns of properties providing short stay accommodation not being rated or consented correctly.

Twoissues,oneregulatoryandone a rating issue.

Group Manager Community and Environment (R Townrow)&Manager Corporate Services (D Phibbs)

Update September 2018

153Agenda: Buller D

istrict Council: M




8. BDC Pensioner House Options

• Councillorworkshoptobeheldtodiscuss future options

UpdateNovember2018

Chief Executive Officer(KMarshall)

9. Reefton Swimming Pool

• Work to be carried out to assess options

UpdateOctober2018 Chief Executive Officer(KMarshall)

10. Climate Change • Invite Climate Change experts to discusswithcommunitytheimpactonclimatechange,adaptations and vulnerabilities

UpdateOctober2018 Chief Executive Officer(KMarshall)



31 OCTOBER 2018

Agenda Item No 13


PUBLIC EXCLUDED ________________________________________________________________________


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

Item No. Report of Title Reasons for Passing Resolution -

Section 7 and 48 LGOIMA 19871 GarryHoward Buller Holdings

Limited - Appointment of Director and Review of DirectorRemuneration

7(a)protecttheprivacyofnaturalpersons,includingthatofdeceasednaturalpersons;

7(f)(i) the free and frank expression of opinions by or betweenortomembersorofficersoremployeesofanylocal authority, or any persons to whom section 2(5)applies,inthecourseoftheirduty;

2 RachelTownrow Acquisition of Land Under the Public Works Act 1981 - Punakaiki Water Supply

7(a)protecttheprivacyofnaturalpersons,includingthatofdeceasednaturalpersons;

7(g)maintainlegalprofessionalprivilege;

7(i) enable any local authority holding the information to carryon,withoutprejudiceordisadvantage,negotiations(includingcommercialandindustrialnegotiations);

3 MikeDuff Letter of Intent for Proposed Westport Energy from Waste (EFW) Facility

7(b)(ii)protectinformationwherethemakingavailableoftheinformationwouldbelikelyunreasonablytoprejudicethecommercialpositionof thepersonwhosuppliedorwhoisthesubjectoftheinformation;

7(i) enable any local authority holding the information to carryon,withoutprejudiceordisadvantage,negotiations(includingcommercialandindustrialnegotiations);

Buller District Council Agenda: 31 October 2018

I t e m No. Report of Title Reasons for Passing Resolution -

Section 7 and 48 LGOIMA 19874 RachelTownrow ClassificationofLand 7(b) protect information where themaking available

of the information would be likely unreasonably toprejudicethecommercialpositionof thepersonwhosuppliedorwhoisthesubjectoftheinformation;

7(c)(i)protect information which is subject to anobligationofconfidenceorwhichanypersonhasbeenor could be compelled to provide under the authority ofanyenactment,wherethemakingavailableoftheinformation would be likely to prejudice the supplyof similar information, or information from the samesource,anditisinthepublicinterestthat such information should continue to be supplied.

7(f)(i) the free and frank expression of opinions by or between or tomembers or officers or employees ofany local authority, or anypersons towhomsection2(5)applies,inthecourseoftheirduty;

5 GarryHoward Request for 'Record of Settlement' Alteration

7(a)protect theprivacyofnaturalpersons, includingthatofdeceasednaturalpersons;

7(f)(i) the free and frank expression of opinions by or between or tomembers or officers or employees ofany local authority, or anypersons towhomsection2(5)applies,inthecourseoftheirduty;

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