Property and Community Services Committee€¦ · Individual philanthropy 4,430,000 Community...

2017 MEMORANDUM FOR:

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Property and Community Services Committee

NOTICE IS HEREBY GIVEN that there will be a meeting of the Property and Community Services Committee at

1.00pm on Tuesday, 14 February 2017

in the Council Chamber, Municipal Office Building, 101 Guyton Street, Whanganui.

Business

Page Refs

The following items of business will be considered:-

No Item 1. Apologies………………………………………………………………………………………… 3

2. Minutes of Previous Meeting………………………………………………………….. 3

3. Actions Arising from Previous Minutes……………………………………………. 3

4. Committee Terms of Reference………………………………………………………. 3

5. Sarjeant Gallery Redevelopment Project…………………………………………. 4-10 A

6. Waste Management and Minimisation Working Party Report………… 11-20 B

7. Animal Welfare Centre Update……………………………………………………….. 21-29 C1,2,3

8. Dog Control Policy and Practices for 2015/16 Reporting Year………….. 30-34 D

9. Financial Grant from Central Government for Dog Neutering………….. 35-36

10. Regulatory and Customer Services Activity Report………………………….. 37-47

11. Property Group Activity Report – February 2017……………………………… 48-67 E

12. Operations Group Activity Report …………………………………………………… 68-91 F1,2,3,4

Kym Fell Chief Executive _____________________________________________________________________________

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Property and Community Services Committee 14 February 2017

Property and Community Services Committee – Terms of Reference

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

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

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

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Property and Community Services Committee Membership

Cr Helen Craig (Chair), Cr Josh Chandulal-Mackay (Deputy Chair), Mayor Hamish McDouall, Crs Charlie Anderson, Philippa Baker-Hogan,

David Bennett, Murray Cleveland, Jenny Duncan, Kate Joblin, Hadleigh Reid, Alan Taylor, Rob Vinsen, Graeme Young.

1. Apologies

2. Minutes of Previous Meeting – there are no minutes to confirm.

3. Actions Arising from Previous Minutes – there are no actions arising.

4. Property and Community Services Committee Terms of Reference

Recommendation to Property and Community Services Committee

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

Executive summary

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

Background

The Local Government Act, section 41A, provides powers for the Mayor to determine the number of committees, their terms of reference, and to appoint committee chairs.

The Council, at its meeting held 5 December 2016, adopted Terms of Reference for the Property and Community Services Committee as proposed by the Mayor. The Terms of Reference are:

• To monitor acquisition or sale or lease of properties owned by the Council or anyendowment properties.

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

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

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http://www.wanganui.govt.nz/our-council/publications/policies/Documents/SignificanceandEngagementPolicy.pdf

o Customer service related matters.• To monitor the progress and implementation of key strategic projects including:

o Town Centre Regeneration.o Castlecliff Rejuvenation.

Key issues Nil

Next Steps Not applicable

5. Sarjeant Gallery Redevelopment Project Update


5.1 THAT the information is noted.

Greg Anderson Director, Sarjeant Gallery, reports:

“Executive summary

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

Background

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

In 2010, then Arts Minister, Chris Finlayson expressed strong support for the development of a capital programme of works to protect the building and to ensure the safety of the public, staff and the collections. The Council considered its options and resolved the following:


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

of $10M is required to be matched by other fundraising.• In December 2013, the Council resolved to undertake the developed design stage of

the project at a cost of up to $1M, and to apply for Resource Consent for the Galleryredevelopment.o Completed: Resource consent was granted on 25 August 2014.o Completed: Developed design was completed in June 2014. The estimated total

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

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

Fundraising • By 7 July 2016 the fundraising programme had met the $10 million match funding

target set by the Ministry for Culture & Heritage’s Regional Culture & Heritage Fund.• On 20 July 2016 a pledge of $600,000 towards the Redevelopment Project was

received from Powerco Wanganui Trust.• On 4 November 2016 the Redevelopment received a further $800,000 awarded by the

Lottery Grants Board Environment and Heritage fund.• On 24 November 2016 Regional Culture & Heritage Fund formally committed $10

million towards the Redevelopment Project, conditional on all remaining funds beingraised by 20 December 2017.

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

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

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Fundraising Summary Source Amount

Secured Ministry for Culture & Heritage 10,000,000

Whanganui District Council 5,000,000

Lottery Grant Board 800,000

Community trusts 1,825,000

Private trusts 3,350,000

Individual philanthropy 4,430,000

Community fundraising (Stars and Business partners) 340,000

Total secured 25,745,000

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

Individual & corporate philanthropy 2,080,000

Community fundraising 160,000

Total to be raised 8,240,000

Other funds Bequests 1,000,000

Total project cost 34,985,000

Financial considerations • The following points should be noted:

o The Council has allocated a further $4 million towards seismic strengtheningof the Gallery in the 2015-2025 Ten Year Plan

o Council has also allocated: $105,000 2015/2016; $95,000 2016/2017;$80,000 2018/2019; $110,000 2019/2020 to support fundraising efforts andprepare for re-opening events

o The Regional Culture & Heritage Grant of $10 million, announced on 24November 2017 is a time-limited offer expiring 5.00 pm 20 December 2017;and is subject to the conditions noted in the appended letter from theMinister for Culture and Heritage

Key issues

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

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Next Steps

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

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

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

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

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

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

Legal compliance Not applicable.

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

Risks Not applicable.

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

Engagement Not applicable.

Assessment of options Not applicable.

Conclusion • This information is for noting only.

References – Agenda Attachment

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

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6. Waste Management and Minimisation Working Party Report


6.1 THAT the information be noted.

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

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

6.4 THAT it’s recommended to Council to allocate $30,000 within the 2017/18 Draft Annual Plan for Satellite Recycling Stations operational costs.

Stuart Hylton, Waste Management and Minimisation Advisor, reports:

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

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

The WMMWP is chaired by Cr Rob Vinsen and currently has a membership of Cr Josh Chandulal-Mackay, Cr Alan Taylor, Cr Hadleigh Reid, Cr Philippa Baker-Hogan, Cr Charlie Anderson and Community Board Member Michael Dick.

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

• To investigate and keep abreast of waste management and minimisation and issuesand initiatives.

• To monitor and develop initiatives to progress the Council’s Waste Managementand Minimisation Plan.

• To administer the Council’s Waste Minimisation Fund including delegated authorityto determine applications.

• To report minutes and key issues to Council’s Property and Community ServicesCommittee.

Officer assessment of significance of decision – In terms of the Significance and Engagement Policy, the recommended decisions is not significant.

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• To receive, discuss and recommend ‘sustainability’ matters for Councilconsideration.

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

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

Council’s Waste Minimisation Fund came about following the passing of the Waste Management and Minimisation Act 2008 (WMA) which initiated a $10 per tonne levy on all waste entering landfills in NZ. This levy which is paid to and administered by the Ministry for the Environment, is to be used to address waste minimisation issues across the country.

Levy monies are distributed by the Ministry for the Environment (MfE), with 50% going to a nationally contested waste minimisation fund with the remaining 50% going to Territorial Authorities on a pro rata per capita basis. Territorial Authorities receive their share of the levy quarterly and it amounts to approximately $140,000 per annum for Whanganui District Council.

This levy must be spent to promote effective and efficient waste minimisation and management within our district in accordance with Council’s WMMP and within specific requirements under the WMA. Council reports annually to the Ministry for the Environment (MfE) on how it spends its funding and these reports are audited every two to three years.

The waste levy fund held by Council is ‘ring fenced’ within a special account to ensure it is used solely for waste minimisation initiatives with any unspent money accumulating within the fund.

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

Working Party Minutes

Minutes from the WMMWP meeting held on 21st December 2016 are attached. Attachment “B”.

Key matters discussed at the meeting included - • WMMWP Terms of Reference Review• Activity Overview• Waste Fund – MfE and WDC

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• Waste Levy Fund Application – Whanganui Resource Recovery CentreTrust

• Waste Management and Minimisation Plan 2015• Proposed Satellite Recycling Stations

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

1. Waste Minimisation Plan (Services) for Events in Public Places: Council’sWaste Management Plan 2015 states that Council needs to be leading the waywith event recycling by ensuring event organisers using public places or publicmoney, are made to submit and operate a waste minimisation plan during theirevent. Currently event organisers are encouraged to offer recycling servicesduring events, with varying success. Events that receive Council funding or alicence to use a public place, allows Council the ability to set appropriateconditions.

The WMMWP recommended that all events receiving Council funding or requiringa licence to use a public place, be required to submit and operate an approvedwaste minimisation plan for the event. Council and the Whanganui ResourceRecovery Centre have developed a number of free resources to assist organisersto operate zero waste events.

If this recommendation is passed, all events that apply for either Council fundingor Council ‘licence to occupy’, will be required to supply an event wasteminimisation plan. Once approved a condition is placed on the funding grant orlicence to use, to ensure event organisers implement an approved wasteminimisation plan.

2. Proposed Satellite Recycling Stations

Council’s Waste Management Plan 2015 also discusses the possibility ofdeveloping Satellite Recycling Stations (SRS’s) for Whanganui. Whanganui has anexcellent Resource Recovery Centre (mothership) with established processes andoutlets for all the recycling products dropped off by the public. It’s centrallylocated.

The opportunity now exits to broaden the drop off recycling centre conceptthrough satellite recycling stations to wider areas of the District in an effort toencourage more people to recycle due to close proximity of the service. This is anincreased service level for those parts of the District that may receive a satelliterecycling station.

Depending on costs and logistics the initial concept is to supply a SRS in bothCastlecliff and Whanganui East. Additionally rural settlements are potential sitesfor SRS with the River Road and Mowhanau Village being mentioned for SRSconsideration.

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Planning for SRS’s needs careful consideration around placement, functionality, servicing, ownership, funding and equity of service.

A satellite recycling station will have some upfront capital costs to start with. Depending on centre design, the capital costs to establish a satellite recycling station would be in the region of $5 - $20k each. Council’s waste levy fund is likely to cover new capital waste minimisation projects such as this.

There are also operational costs which will largely be servicing costs. This will generally depend on the number of times a recycling centre has to be serviced. Depending on frequency of servicing and complexity of service, the operational costs could be anything from $10k to $30k/annum per SRS. Operational costs will be a rate funded cost.

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

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

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

The WMMWP recommended that financial provision is made within the 2017/18 draft annual plan for Satellite Recycling Stations operational costs.

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

Factors to consider • Financial considerations

Historically Council has only been involved in waste management and minimisationservices where market provision fails. Whilst this limits the imposition on rates itdoes mean our community often pays more for user pays waste services.

Key to developing further waste minimisation services for Whanganui will be thejudicious use of Council’s portion of the national landfill levy fees it receives. Theselevies, approximately $140k per annum, are dispensed to Council to be usedtowards waste minimisation initiatives identified within its Waste Management andMinimisation Plan.

The recommendation in relation to satellite recycling stations will impose rateincreases to cover their operational costs.

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

• Policy implicationsThe issues and services discussed in this report are in compliance with Council’s WasteManagement and Minimisation Plan 2015.

• RisksThere are no obvious potential strategic or operational risks associated with therecommendations contained within this item.

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

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

Assessment of options There are two matters for decision in this item.

That Council requires all events receiving Council funding or requiring a licence to use a public place, to submit and operate an approved waste minimisation plan for the event.

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

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

Another option would be to make no provision for this in the draft annual plan, in which case organisations with an interest including the Waste Minimisation Working Party could still make written and oral submission to the annual plan process for Council’s further consideration. If Council is serious about waste minimisation through these activities then this is probably best signalled through early inclusion in the draft plan.

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http://hubble/sites/TRIM/Records/130/134/143/08-100/Local%20government%20reform%20purpose%20statement%20amendment%20SOLGM%20guidance%20notes%20-%20FAQs%20handout.pdf

http://hubble/site/gov/del/Wanganui%20District%20Council%20Policy%20Register.doc

https://hubble.whanganui.govt.nz/site/strat/psd/policy/Forms/m%20Doc%20Set%20View.aspx

http://hubble/site/strat/psd/policy/Risk%20Management%20Policy%20and%20Process/Risk%20Management%20Policy%20and%20Process%202014%20FINAL.docx




http://hubble/sites/ProjectLaunch/default.aspx


Conclusion The WMMWP is set up to oversee Council’s Waste Management and Minimisation activity and generally give effect to Council’s Waste Management Plan. The minutes from the WMMWP’s first meeting of the term are attached for the Committee’s/Council’s information.

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

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

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

References – Agenda Attachments

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

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Reference B Whanganui District Council

Waste Minimisation Working Party Meeting

Minutes

Meeting held on Wednesday, 21st December 2016, 3.00pm to 4.40pm

Committee Room 1

Present: Cr Rob Vinsen (Chair), Cr Josh Chandulal-Mackay, Cr Alan Taylor, Cr Hadleigh Reid, CB Member Michael Dick

In attendance: Stuart Hylton

Apologies: Cr Philippa Baker-Hogan, Cr Charlie Anderson

Item Action Apologies Cr Philippa Baker-Hogan, Cr Charlie Anderson

1.0 WMWP Terms of Reference Review

The previous Terms of Reference of the Working Party were reviewed and amended to read:

• To investigate and keep abreast of waste managementand minimisation and issues and initiatives.

• To monitor and develop initiatives to progress theCouncil’s Waste Management and Minimisation Plan.

• To administer the Council’s Waste Minimisation Fundincluding delegated authority to determine applications.

• To report minutes and key issues to Council’s Propertyand Community Services Committee.

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

Check WMWP delegation to determine Waste Fund applications.

2.0 Activity Overview

The Working Party received and discussed an activity update covering matters relating to the Whanganui Resource Recovery Centre; Education Services – School/WRRC/Nappy Lady/Paper 4 Trees Programmes; Composting; Proposed Hazardous Waste Service; Event Recycling; Kerbside Recycling; Elderly/Infirm

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Recycling Collection Services.

When discussing composting services, Cr Reid noted the amount of greenwaste that was currently being transported out of town for processing and the opportunity that may exist for cooperative processing of greenwaste with the sludge from the Wastewater Plant.

The WMWP agreed that Council needs to be leading the way with event recycling by ensuring event organisers using public places or public money, are made to submit and operate a waste minimisation plan during their event. Council and the Resource Recovery Centre have a number of resources available to event organisers to make this happen.

Recommendation to Community Development Committee/Council: That all events that require a Licence to Occupy or Funding from Council, have a condition to submit and operate a waste minimisation plan for that event.

Place on Community Development Committee Agenda.

3.0 Waste Fund – MfE and WDC

The WMWP considered a background item explaining how the Ministry for the Environments (MfE) Waste Fund is administered and how Council administers its own associated waste minimisation fund.

Whanganui District Council derives around $150k/annum from the MfE waste to fund local waste minimisation initiatives.

Recommendation:

That the information be noted.

4.0 Waste Levy Fund Application – Whanganui Resource Recovery Centre Trust (WRRCT)

Council has received the following waste levy fund application for the WWP’s consideration:

Application

The Whanganui Resource Recovery Centre Trust (WRRCT) seek $4,736.00 to make upgrades to the WRRC Education Room so it becomes a more practical teaching space. The project aims to attract more schools and groups to use the WRRC Education Room. This initiative follows the introduction of a part time educator at the centre and links to Council’s Waste Management and

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Minimisation Plan 2015 objective “to educate the community and organisations to reduce waste and improve efficiency of resources”.

Recommendation: That the Waste Levy Fund application by Whanganui Resource Recovery Centre Trust for $4,736.00, be approved. Cr Reid/Cr Taylor

Funding contract between WDC and WRRCT is prepared and signed.

5.0 Waste Management and Minimisation Plan 2015

The WMWP considered a background item explaining the Whanganui District Council Waste Management and Minimisation Plan 2015 (WMMP). The Plan documents the objectives and actions intended by Council to achieve effective management and minimisation of solid waste in our district. The WMMP also details funding rationale for Council waste services and where Council’s waste levy funding will be spent.

It was noted that one of the roles of the WMWP was to promote and monitor the plan’s objections and actions.

Recommendation:


6.0 Proposed Satellite Recycling Stations

The WMWP considered an item looking at possible Satellite Recycling Stations (SRS’s) for Whanganui.

Whanganui’s has an excellent Resource Recovery Centre (mothership) with established processes and outlets for all the recycling products dropped off by the public. It’s centrally located.

The opportunity now exits to broaden the drop off recycling centre concept through satellite stations to wider areas of the Whanganui urban area in an effort to encourage people in the suburbs to recycle due to close proximity of the service. This is an increased service level for those parts of the community.

Depending on costs and logistics the initial concept is to supply a SRS in both Castlecliff and Whanganui East to service those two distant suburbs. Additionally rural settlements are potential sites for SRS with the River Road and Mowhanau being mentioned for consideration.

Planning for SRS’s needs careful consideration around placement, functionality, servicing, ownership, funding and equity of service.

A satellite recycling station will have some upfront capital costs to start with. There will also be operational costs which will largely be

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servicing costs.

Capital costs: Depending on centre design, the capital costs to establish a satellite recycling station would be in the region of $5 - $20k each. The waste levy fund is suitable for new capital waste minimisation projects.

Operational costs: Operational costs will largely depend on the number of times a recycling centre has to be serviced. Depending on frequency of servicing and complexity of service, the operational costs could be anything from $10k to $30k/Annum per SRS. Operational costs will be a rate funded cost.

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

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

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

Recommendation:


And that financial provision is made within the 2017/18 draft annual plan for Satellite Recycling Stations operational costs.

7.0 General Business

• Cr Rob Vinsen discussed a ‘fly tipping’ education campaignin Sydney he thought was effective with the catch phrase‘don’t be a tossa’. Discussion ensued around Council’scurrent philosophy towards minimal provision of publiclitter bins.

8.0 Next Meeting 2017

February. Date to be advised.

There being no further business, the meeting closed at 4.40pm.

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7. Animal Welfare Centre Update


7.1 THAT the information is noted

7.2 AND THAT alternative options continue to be investigated and costed.

Jo Meiklejohn Business Improvement Analyst:

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

Background

The current pound, located in Ridgway Street, is long past its use by date being built in 1997. Premises are old and dilapidated and Council will be facing significant costs related to maintaining the pound in the next 10 year plan.

The existing pound does not meet current animal welfare standards set by Ministry of Primary Industries (MPI) and is in breach of our own bylaws, especially noise. Situated in town and sharing a boundary with our closest neighbour, noise nuisance complaints have been an issue.

In February 2014, Whanganui pound became the focus of national and international Animal Rights Groups (ARG) due to our method of euthanizing dogs by gas. Whanganui was in the news and all the major papers. Our reputation was attacked on social media and customer service fielded nasty calls and emails. Protests were organised, officers faced threats against themselves and families. Security guards were offered to ensure officer safety.

A petition with 66,000 national and international signatories was presented to Council and the change to lethal injection was made. Whanganui pound came to the attention of the Lower North Island ARG’s.

It was brought to Council’s attention that we needed to improve the condition of the current pound or seek approval to build a new pound, which would be up to code.

Officer assessment of significance of decision – In terms of the Significance and Engagement Policy, the recommended decision is not significant.

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Approval was granted July 2015 in the 10-Year Plan for $450,000 across the 2016/17 and 2017/18 years for a new Animal Welfare Centre (AWC). The proposal was based on the use of Council owned land in Castlecliff.

The Keeping of Animals, Poultry and Bees Bylaw 2015 escalated the need for a stock pound. As feed dried up horses started being grazed on reserves, in people’s backyards and in playgrounds. Owners who grazed their horses were leaving the droppings behind and the Castlecliff community was primarily affected. Animal Management had not had a stock pound since the mid 1990’s. Until a new AWC site is available, Montgomery Reserve was identified as an interim solution. The lower portion of Montgomery Reserve could be considered as a longer terms solution for short term grazing for larger animals.

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

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

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

Strategic context National and international ARG via social media comment on conditions within territorial authority pounds. Currently Napier District Council is under inspection by MPI for alleged cruelty to animal charges laid by a local ARG.

In 2014 Whanganui District Council had a national and international outcry on the euthanizing of dogs by gas, resulting in a 66,000 on-line petition presented to Council. The new AWC will assist with maintaining our reputation, it will also ensure that Health and Safety issues officers and the public face with our current facility will be addressed. Some of these issues are:

• No separation of animals from the public• No exercise yards that dogs can access without being placed on lead or catch

poled• No separation between kennels for dog safety• Drainage and kennel space not up to code• Access to aggressive dogs once in kennel space places officers at risk

A new AWC will show Council is committed to providing the community with the services it needs and is not going to create a risk of negativity publicity for the community. It will provide environmental benefits with an opportunity to use smart sensor technology to save on power (night time walkway sensor LED lighting) and water (we have used 5,842

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cubic meters in a six month period when cleaning during infectious outbreaks). It will also address health and safety concerns.

Factors to consider • Financial considerations

The 2016/17 year has $150,000 allocated towards the AWC, the emphasis haschanged from adaptation and additions to a building, to complete sitedevelopment.

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

• Cost to upgrade our current facility to meet welfare codes• Cost to provide services to Airport Road• Cost of detailed drawings

Expenditure will be on: • Airport Road site contamination tests, approximately $5,000

It is expected that less than $50,000 (minus officer time) would be spent this year.

Any unspent funding from this financial year could be carried over to next financial year.

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

• Legal complianceThe Dog Control Act 1996 gives responsibilities to territorial authorities to provideservices under the Act to manage the dog issues within their district. This is a coreservice to Council.

A safety risk analysis has been conducted on the pound and although the majorityof hazards have been mitigated there are still outstanding identified hazards thatcan only be addressed when a new facility has been built.

The current location contravenes Council’s bylaws - we breach noise and keeping ofanimals in the urban area.

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

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http://hubble/sites/TRIM/Records/130/134/143/08-100/Local%20government%20reform%20purpose%20statement%20amendment%20SOLGM%20guidance%20notes%20-%20FAQs%20handout.pdf

http://hubble/site/gov/del/Wanganui%20District%20Council%20Policy%20Register.doc

https://hubble.whanganui.govt.nz/site/strat/psd/policy/Forms/m%20Doc%20Set%20View.aspx

• Risks

The risks of not proceeding with a new AWC include:

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

Significant

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

Moderate

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

Significant

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

Moderate

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

Moderate

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

Moderate

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

Moderate

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

Moderate

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

Significant

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

Moderate

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http://hubble/site/strat/psd/policy/Risk%20Management%20Policy%20and%20Process/Risk%20Management%20Policy%20and%20Process%202014%20FINAL.docx

The risks associated with proceeding with the project are: • The costs of development and the need for additional funds to complete

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

Significance This recommended decision is not significant in terms of the Council’s Significance and Engagement Policy.

Engagement Community consultation took place through the 10-Year Plan process. Further engagement will take place with key stakeholders as part of the project. Resource consent is likely to be required and consultation with affected parties would be required.

We are discussing with neighbouring local authorities to assess what interest they may have in the use of a welfare coded facilities as many of the other pounds in the region do not meet animal welfare standards and other councils are looking to upgrade.

Assessment of options

Option 1 – proceed with investigating and costing the facility at the Airport Road site

Benefits Costs A compliant facility at suitable location Potential high cost of providing services to

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

Cost of checking for contaminates ($5,000)

Facility using new technology to minimise operating expenses

Cost for detailed drawings (est $40,000)

Minimise community concerns of inadequate facilities for animals

Possible objections from airport users

Health and Safety concerns can be addressed Potential for shared services

Option 2 – investigate alternative sites

Benefits Cost A smaller site with closer services could cost less

No monetary cost but officer time to investigate

No change in design layout required so no duplication in work Potential for shared services

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Option 3 – Upgrade current pound

Benefits Cost Allocated money can be used to upgrade current pound

Environmental effects such as noise likely to still be an issue Size of site is restrictive

Option 4 – Do nothing

Benefits Cost No capital costs to ratepayer Environmental effects such as noise likely

to still be an issue Health and safety risks still exist Animal Welfare Standards not met Operational costs likely to increase

Conclusion The need for a new Animal Welfare Centre has not changed. However, it is important that the new Council understands that need and confirms its support for the project to enable further work to proceed.

Funding of $450,000 was approved in the 10-Year Plan for a new Animal Welfare Centre that will meet welfare standards, be in a more appropriate location, and address Health and Safety risks. Council owned land at Airport Road has been identified as a new potential location. Potential contamination and servicing still requires investigation. Concept drawings have been developed and now these need to be costed to identify the likely costs of the development. It is possible that additional funding will be required through the next 10-Year Plan. Alternative options are to continue to investigate other potential sites as well as costing an upgrade to the existing pound.

Montgomery Reserve has been developed as a stock pound as well as still being used by the Riding for the Disabled horses. This opens up opportunities for alternative sites for the new pound as it potentially doesn’t have to cater for stock”.

References – Agenda Attachments

C1 Site C2 Site plan C3 Proposed floor plan

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27


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8. Report on Dog Control Policy and Practices under Section 10A Dog Control Act 1996, for2015/2016 year


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

Jo Meiklejohn Business Improvement Analyst, reports:


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

Background

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

Key issues

Whanganui has a high number of request for services, wandering dogs are our biggest problem followed by barking dogs. These are known requests as logged by our call centre, not all requests are logged especially if people directly contact officers for assistance.

Barking dog requests can be from multiple callers regarding a single instance.

Next Steps

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

References – Agenda Attachment

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


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Reference D Whanganui District Council

Report on Dog Control Policy and Practices

This report has been prepared to satisfy the requirements of Section 10A of the Dog Control Act 1996(‘the Act’).

The report covers the 2015/2016 financial year.

Part 1 Dog Control Policy and Practices

1. Dog Control Policy and practices

• The new Dog Control Policy came into effect 22 days prior to the reporting year.The new policy that all dogs must be on a leash unless in a designated off leasharea has been slow in the uptake. When advertising it showed an increase incompliance but officers noticed a slip back into old habits of holding the leash,allowing the dog in front under control.

• Limiting the number of dogs per property to three has been one messagesuccessfully complied with. Officers still encounter ‘flatting’ situations wheremore than three dogs are exceeded as another flatmate enters the house. Wefind many of these flats have frequent changes of occupants and fluctuating dognumbers.

• Enforced neutering of dogs deemed menacing by behaviour has worked reallywell. Most dogs were already impounded and left the pound for neuteringbefore going home.

2. Dog control in the District

• Whanganui experienced a weather event on 20 June with a 10 day Civil DefenceEmergency. Some urban areas remained no entry zones for over three weeksand there was an increase in reporting of lost dogs, found dogs and wanderingdogs in these areas. We held 10 Huntaway’s for a short term stay period in thepound.

• Registration was slow as a result of the event, but numbers caught up byNovember, although there was a decrease in dog numbers from the previousyear. We delayed sighting of known dogs unregistered in our area untilDecember/ January.

• Whanganui employs three full time officers who cover the 24/7 365 roster, byworking one weekend three. Our part time pound assistant have had theirhours increase to assist officers and a casual officer was employed and trainedfrom late February as a backup, this has enabled us to provide better cover andquicker response times.

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• Whanganui reduces what they attend after hours. These hours are from 5pm to8am, cover includes;

i. Police call for assistance,ii. Secured dogs,

iii. Stock on road,iv. Dog attacks.

3. Dog registration and other fees.

• Non- working dog fees were increased along with impounding fees for theregistration year.

• After our sightings were completed in January, infringement notices were issuedto any known dog owner who had an unregistered dog in our database. Theywere given 28 days to pay the infringement in full to have the infringementwaived. Only 29% of those infringed paid in full during that period.

• Registration statistics for the District were;

Number of dog owners 5,216 Number of registered dogs 7,266, comprising of;

7 guide dogs, 1,676 working dogs 5,583 non- working dogs.

From the total number of registered dogs, 5,078 had a status of ‘good dog’ which is 70%.

4. Dog control requests for service.

• A total of 6,845 request for services were logged during this period of which6,437 were dog related. This is an increase on last year and we know not allrequests are logged.

TypeBarking dog 1406 Callcard 818 Dead animal 46 Dog attack 219 Dog rush 197 Ill treatment 132 Lost/found 1057 Rego/info 273 Trap 12 Wandering Animal 2277

6437

Dog attacks were broken down into; Dog attacks person 63 Dog attacks dog 57 Dog attack other 99

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5. Dog education• A two hour session on dog safety was provided in October 2015 to children at

the library, and the opportunity was provided for those children who wereunsure of dogs, to approach a dog and be individually instructed on safetyaround approaching dogs. This was combined with a colouring in competitionaround dog safety.

• Wells meter readers were provided with dog health and safety instructions inDecember 2015.

• Our dog hand book has been completely reviewed and rewritten providing alldog owners need to know and education for people who do not own dogs.Targeted distribution to the community was commenced.

6. Prosecution, disqualification and probationary status of dog owners• Three successful prosecutions of owners were conducted during the year.• Two disqualified owners for a period of two years.• No owners made probationary.

7. Menacing by behaviour and dangerous dogs.• No menacing by behaviour classifications given. Whanganui’s Dog Control Policy

and Bylaws require any dog deemed menacing by behaviour to be de-sexed.• Six dangerous dog classifications.

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Part 2 Statistical Information

Category As at 30 June 2016 Total number of registered dogs 7611 Total number of probationary owners 0 Total number disqualified owners 3 Total number of dangerous dogs 25

• Dangerous by owner convictionunder s31(1)(a)

0

• Dangerous by sworn evidences31((1)(b)

16

Dangerous by owner admittance in writing s31(1)(c)

9

Total number menacing dogs 258 • Menacing under s33A(1)(b)(i) 41 • Menacing under s33A(1)(b)(ii) 0 • Menacing under s33C(1) 217

Total number of infringement notices 607 • Lodged at court 233 • Paid 10 • Written off 363 • In process 0

Total number of dog related requests 6437 Total number of prosecutions taken against owners

3

Impounding statistics A total of 724 dogs were impounded for the year. Wandering dogs made up 66% of all dogs impounded, owners need to be more aware that their dogs must be kept secure on the property. Whanganui accepts all dogs handed in by owners, we rehomed 7% of all dogs impounded.

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9. Financial Grant from Central Government for Dog Neutering



Jo Meiklejohn Business Improvement Analyst, reports:


In December 2015 Department of Internal Affairs requested applications from Local Authorities for grants to provide neutering of menacing dogs in their District. Local Authorities had to prove they had the support of other agencies within their community and that they were able to ensure the information on the free neutering would reach remote communities.

Whanganui was successful in obtaining a grant to neuter 250 menacing dogs. This could not have happened if Wanganui’s Vets had not provided a heavily discounted neutering rate and the commitment in the next six months to neuter 250 menacing dogs.

The grant was approved late December and two bitches and two dogs were neutered prior to the New Year. January has a further six bitches and five dogs neutered and six bitches and three dogs booked in for neutering by the end of the month.

An advertising strategy has been organised, for January we are using social media and a poster drop to our river road community.

Whanganui District Council will also be offering an amnesty to owners of menacing dogs who have never registered their dogs to come forward and they will get free neutering, registration and microchipping. This will be for a limited period of time towards May, June.

Background

This year will see changes made to the Dog Control Act, the Honourable Louise Upston has signalled owners of menacing dogs may need to be licensed and the dogs may also need to be neutered.

A pool of $850,000 has been allocated across all Local Authorities for application of grants. Whanganui District Council was successful in obtaining just over $47,000 to go towards neutering and advertising. Administration, any free registration and microchipping cost will be our responsibility, and will be a cost to our current budget.


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Key issues

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

Next Steps

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

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10. Regulatory and Customer Services Activity Report



Charlotte Almond, General Manager Strategy, reports:

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

Progress Update

Environmental Standards Team LIM applications continue to trend higher than over the same period in previous years with 326 LIMS for the six months year to date. The statutory processing stand down period for LIMs was 25 Dec – 15 January 2017. However, staff continued to process LIMS as and when resources permitted over that period. The statutory processing time is 10 working days. Urgent LIMS (3 day processing) were not accepted during December or January due to resourcing capacity.

Table 1 – LIM application numbers

Quarter 1 LIMs

Quarter 2 LIMs

Quarter 3 LIMs

Quarter 4 LIMs

Total LIMs in Year

2014-2015 88 78 74 89 329

2015-2016 103 114 131 154 502

July 2016 – Dec 2016 172 154 326 ytd

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC2014 22 27 40 15 20 23 18 31 29 29 46 152015 24 25 31 29 20 32 31 31 31 48 41 252016 30 35 59 50 45 55 61 63 48 51 62 41

0

10

20

30

40

50

60

70

LIM

NU

MBE

RS

ISSUED LIMS


2016 2015 2014

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Building Control

Table 2 – Building Control activity

ACTION July-Dec 2016 2015/16 2014/15

Number of consents 398 758 759

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

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

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

Code Compliance Certificates (CCC)

332 708 630

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

Of the 398 building consents issued for the six months year to date, 99.75% were processed within the statutory 20 working day timeframe.

Of the 332 Code Compliance Certificates (CCC) issued for the six months year to date, 98.8% were processed within the statutory 20 working day timeframe. The new CCC process implemented is working extremely well and is ensuring that projects are not “forgotten” and regular follow-ups are implemented. 100% were processed within statutory timeframes in December 2016.

The dollar value of the consents for the six months year to date is tracking high compared to previous years.

Building Consent fees are higher than previous years and tracking well ahead of budget.

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

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

BCA Accreditation update: OUR BCA Accreditation is current (next assessment due January 2018), however the accreditation system is currently under review by MBIE with changes mooted.

Online building consents update: Online consenting is underway with applications fully digital by 1 February 2017. A dedicated kiosk is available to assist customers if required. Generally feedback has been good with the ability to use the system 24/7.

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Environmental Health

Of the 1029 calls received 93% were attended within the required 30 minutes.

In general delays are caused by awaiting the arrival of Police, contractor attending an alarm first, or in some cases a delay in the enforcement officer being advised of the call. The performance is reviewed every month and issues are taken up with the relevant personnel.

Council’s Noise Policy is due for review with the Policy Team [to include all stakeholders].

All food and health premises are to be inspected once per year. The percentage of the total premises inspected as at December 2016 was 35% (Food Control Plan transition is not included in this result).

Table 3 Environmental Health activity July-December 2016

Noise call outs Food control plans and audits

Food and health premise inspections

Number 1029 155 97

Percentage 93% within 30 mins

N/A 35% of premises inspected

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

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

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

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Table 5 – nuisance related activity July-December 2016

Calls/Complaints Incidents during period under review Abandoned Vehicles 36 Animal Related (Misc) 24 Bylaw Related (Misc) 64 Camping Ground related 2 Dead Animals 11 Dog Bin lid replacements 1 Litter Control 85 Nuisances – Smokey Fires 48 Nuisances – Other 25 Overgrown/Untidy sections 3 Overhanging Trees 7 Pool inspections 44 Private Water Sampling 8 Rat traps 8 Water leak investigations (Private Property) 2 Total 368

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Animal Management

Impounding 283 dogs were impounded for the six months year to date. Of those 126 were returned to their owner, 153 were euthanised and 40 were rehomed. Our rehoming statistics continue to improve. Last year 49 dogs were rehomed. We have worked with an animal behaviourist to assist with expanding our knowledge on assessing a dog’s behaviour for adoption. We are using our web page to identify dogs impounded without a known owner and dogs assessed suitable for adoption.

The main reasons for impounding is wandering and male dogs are the predominant gender and Pitbull/Pitbull cross the most common breed of dog impounded at 25%. As at 31 January 2017, 95% of all known dogs were registered.

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Parking Services

Parking revenue is behind budget but infringement income is increasing so looking to meet target for the year. One of the main impacts on parking revenue has been the free parking in the old Briscoes car park and the new parking at Farmers. Free parking was also provided leading up to Christmas.

From January 2017 we are no longer offering bank card or Vodafone text a park options on the Metro meters. These were located in some car parks on street at Drews Avenue and Taupo Quay. This option has not increased usage and the damage to meters has been expensive. The license fee money is better spent elsewhere.

Parking is working towards eliminating the Global meter which are located in two off street car Parks. Once done the “h” can be place in Whanganui for all receipts printed.

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Planning Team

Resource Management

For the 6 months July-Dec 2016 44 resource consent applications were approved compared to 33 for the same period in 2015.

Table 6 Number of Consents Approved

LAND USE SUBDIVISIONS

2016 2015 2016 2015

July 9 1 6 4

August 10 8 3 3

September 8 4 6 5

October 11 4 3 2

November 4 7 8 2

December 2 9 1 5

Total 44 33 28 22

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

Table 7 Percentage of consent applications processed on time


2016 2015 2016 2015

July 89% 100% 83% 100%

August 100% 78% 100% 100%

September 100% 100% 100% 100%

October 100% 100% 100% 100%

November 25% 100% 88% 100%

December 50% 89% 0% 100%

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

Table 8 Average Number of Days Taken to process Resource Consents


2016 2015 2016 2015

July 29 20 17 12

August 15 16 18 19

September 11 15 15 18

October 13 16 20 16

November 33 15 22 19

December 21 15 22 14

Total 20 16 19 16

District Plan update

• Plan Change 50 Tangata WhenuaNotified 10 December 2016, submissions closed 31 January 2017. Submissionsreceived from Nga Tianga Tiaki, Tupoho, Nga Rauru and Horizons Regional Councilas well as our District Plan Working Party.

• Plan Change 46 Otamatea WestEndorsed by Council on 5 December 2016.

• Plan Change 48 Outstanding Natural LandscapesOfficers continue to assist the Tamaupoko and Tupoho Engagement Projectmembers to engage with Hapu.

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

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

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11. Property Group Activity Report – February 2017



Leighton Toy, General Manager Property, reports:

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

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

• Property Divestment Strategy• Property General• Pensioner Housing• Parks and Reserves General• Energy Management• Sport & Recreation• Ports Group

Key Issues

Property Divestment Programme

WDC Property Investment Portfolio Strategy In December 2015 the Property Group in conjunction with Whanganui District Council Holdings Limited (Holdings) held a Councillor workshop to review progress with the draft Strategy. As part of the strategy’s development a Working Group was established comprising representatives from Holdings, Whanganui District Council (Council), Iwi, Local Business Owners and Council Property Officers.

At a meeting in March 2016 Council approved a portion of the Strategy as it relates to investments, with the divestment part awaiting further consultation with Iwi. Throughout the second half of 2016 good progress was made with the development of the Strategy. A further workshop with Councillors has been scheduled for 17 February 2017 to review the progress with the Strategy, inclusive of a review of a draft “Property Divestments Iwi Engagement Decision Tree Matrix”.

1 Kirk (Morrison) Street – Cool Store Costs of subdivision have been ascertained to separate the drystore building adjacent to Wharf 1 from the coldstore building with frontage to Morrison Street. Negotiations are


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underway with short term tenants to extend their lease terms. Fencing has been repaired and erected to the boundary with Council owned grazing land.

101 Purnell Street The lessors’ interest (land) has been unconditionally sold. Council expects settlement, including valuation and legal costs incurred by Council to be made by the end of February 2017.

Property General

Seismic Upgrade Council are taking a proactive approach to its seismic upgrade programme which involves progressively upgrading our portfolio to at least 34% of the New Building Standard (NBS) on a priority basis. Below is a summary of progress on the seismic upgrade of the following six buildings:

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

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

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

September 2016.

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

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

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

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

artefacts.

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

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

Masters Games.

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

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

- Strategic review under consideration.

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

Operation Centre.

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

Both proposals outline that the new provisions of the Amendment Act are anticipated to come into effect in July 2017. The new arrangements involve significant changes to the current processes and procedures for managing earthquake-prone buildings. The new regulations will take effect on the commencement date of the Amendment Act, which will either be on 12 May 2018 or an earlier date appointed by the Governor-General by Order in Council. It is currently envisaged that the new Amendment Act will commence on 1 July 2018.

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

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

Examples of Priority Buildings include:

• Hospitals and other buildings used by the emergency services.• Schools and other buildings which are regularly inhabited by 20 or more people.• Buildings where collapse could lead to masonry falling onto public roads or

footpaths.

Whanganui Airport Control Tower – Weather Tightness Project The Whanganui Airport Control Tower is listed as Class A Built Heritage item in Council’s District Plan. As part of the Stage 1 restoration Council contributed $35,000 towards the restoration, and allowed a further $40,000 as a contribution towards Stage 2.

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During the 2016/17 annual plan process the Whanganui Airport Control Tower Restoration Group, who have been championing the restoration, applied for and had approved a further funding request of $72,000 for Stage 2. The Group secured $265,000 of funds (inclusive of the already allocated $40,000 from Council) for the Stage 2 weather tightness phase which had a total project cost estimate of $337,000.

The project has recently gone out to tender and the tender returns have the total project cost being in excess of the $337,000 of funds raised. The Project Team are in discussions with the preferred contractor to investigate areas for cost savings before entering into a contract.

Community Organisation Leases

39 Fox Road – Taranaki Education Trust. Rental Review, 40% subsidy. Rental $3,645 per annum.

35 Fox Road – Wanganui Play Centre Association (Springvale Play Centre). Rental Review, 90% subsidy. Rental $200 per annum.

0 Seafront Road – Wanganui Lifeguard Service. New Ground Lease, 90% subsidy. Rental $200 per annum.

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

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

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

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

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

1E Bell Street – Wanganui Highland Pipe Band New Ground Lease, 90% subsidy. Rental $270 per annum.

5 Airport Road – Silhouette Handgun Club Rental Review, 90% subsidy. Rental $200 per annum.

84 Alma Road – Hockey Wanganui Rental Review, 90% subsidy. Rental $1,185 per annum.

0 Kaitoke Road – Wanganui Sailing Club New Ground Lease, 90% subsidy. Rental $200 per annum.

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Repertory Theatre Council is holding ongoing discussions with the users of the Repertory Theatre regarding the transfer of ownership of the building. A decision is needed from the Trust to either take ownership of the building for $1 and enter into a Community Organisation ground lease or enter into a Community Organisation Lease for the improvements and ground. The bank to the rear of the building has been temporarily stabilised by small retaining walls. After consulting with several engineers and contractors a permanent solution to fix the erosion issue is not financially viable.

Women’s Network An interior upgrade of the premises is complete with new carpet, blinds, locks and an oven. The refurbishment project is due to be completed by August 2017. Further upgrades will include insulation and a heating system.

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

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

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

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

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

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improvements gifted from the Scouts to The Koha Shed, and Council entering into a new Community Organisation Ground Lease with The Koha Shed.

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

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

Pensioner Housing

Operational With the exception of the past 6 months, the Pensioner Housing portfolio has had a vacancy rate within the region of 10-12%. With the portfolio containing 275 single bedroom units across 16 complexes, this represents vacancies sitting in the region of 27 to 33 at any one given time.

In the past 6 months Council has seen an increase in Pensioner Housing activity, and there is presently only 14 vacant units (5% vacancy rate) and a strong level of tenant inquiry. There is a waiting list of 2 approved applicants for our Parson Street Complex. The Property Group believe that this recent surge of interest in the portfolio is reflective of the moving residential market, in terms of sales and rental prices.

Exterior decoration work is occurring over 6 complexes and driveway reseals at a further two.

Strategic

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

Post the consultation process Council made the decision to form a Community Housing Working Group (CHWG) made up from a variety of sectors. The CHWP recommendation to Council was that before Council made a long term strategic decision on the Pensioner Housing portfolio, they should firstly understand the “social housing needs” of our community. Subsequently a working paper was commissioned by the CHWG which was undertaken by Massey University. The paper highlighted a number of social issues in the community. The methodology of addressing those issues through the utilisation of

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Council’s portfolio while not placing additional costs on the ratepayer is the major concern of the CHWG and, therefore, its report to Councillors.

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

• A general background of Local Government involvement in Pensioner Housing.• An overview of the physical condition and financial performance of the portfolio.• Feedback from Working Group attendance at a national Social Housing workshop.• Feedback from officer discussions with national funding agencies and central

government.• A discussion around the changing funding model for social housing and in particular

qualification for various subsidies.• A definition of ‘what success looks like’ for Council and how do we get there.

The resolution from the workshop was for Council to further explore funding models for social housing. With the Local Body Elections occurring during the second half of 2016, and a relatively new group of Elected Members, a further workshop has been scheduled for 17 February 2017 so that Council Officers’ can provide a brief history of the work undertaken over the past 2 to 3 years, with a greater emphasis on the work undertaken in the past 6 months.

Parks and Reserves

Visitor numbers Despite the changeable weather this summer, visitor numbers to parks have been higher than last year. The Whanganui Rocks game has seen a noticeable increase in families out searching for rocks around various parks and reserves and not just the Premier parks, but smaller reserves such as Westmere Lake, which has had an influx of people.

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Total visitors for the year - 57 945.

Total visitors for the year – 99,161

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

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Projects: Peat Park – new toilet A new toilet facility has been installed and opened at Peat Park. This was a budgeted project for 2016 and has come about as a result of requests from residents over a number of years. The toilet will be locked each night.

Toilet Upgrades Toilet upgrades continued through the second half of last year. So far Kowhai Park, Winter Gardens, Virginia Lake east and west, Townville Domain, Lake Wiritoa, Bason Botanic Gardens (lower), have all had some upgrade work completed ranging from flooring renewals to full painting. Rangiora Street and St Hill Street men’s are still to have some work done on them during February/March.

Riverfront lighting There has been some delay in getting the ground lights to complete this project. The fittings have just arrived, and work should commence shortly.

Riverbank repairs Prior to Christmas there was a washout of the bank close to the Waimarie docking area. The river had scoured out an area under the tarseal. It was opened up and repaired with geo-cloth and backfilled with stone.

Park Check Survey The annual intercept survey is due to commence. This is an intercept survey of park users over a number of our parks and reserves. There will be approximately 200 surveys completed based on importance and satisfaction questions. This survey is run through the NZRA (New Zealand Recreation Association), with results to benchmark performance against other Councils’.

Volunteers - Thankyou A small function was held for the Virginia Lake Trust working bee prior to Christmas which was attended by the Mayor. There are approximately 12 regular attendees in this group which meets on the 1st and 3rd Thursdays of each month. The group do a variety of jobs including planting, track work and weeding etc. all of which help to keep maintenance to a high standard.

Morning tea was provided for the volunteers at Westmere Lake who work under the auspices of Forest and Bird and are led by Mike Sigley. This group meets on Wednesday mornings.

The Bason Botanic Trust host a function for the volunteers who work in the succulent garden at Bason Botanic Gardens.

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

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Hipango Park

The Community Projects Team went up to Hipango Park to undertake maintenance prior to Christmas and have been up again during January in preparation for the Summer Programme boat trip. Up until last year there was a local farmer/contractor close to the park who completed the required maintenance. This contractor is no longer available which has seen the need for the CPT to travel by boat to undertake the required maintenance.

Bason Botanic Gardens The gardens were assessed late last year and the Bason has again been awarded a 4 star rating which indicates a Significant Garden. The assessment is undertaken by the New Zealand Gardens Trust (NZGT) every 3 years. The judges were impressed by the sculpture and BBQ additions, and were also impressed with the improved orchid displays.

As part of reviewing operational costs at Bason, the heating was turned off in two display houses and the tunnel house. While we are still to run a full year without this heating, it would appear that the cost savings in this area are likely to be around $5,000 to $10,000. It has meant a re-think of the displays to include plants that can handle the colder conditions, but to date this seems to have gone well.

A suggestion was made to improve pedestrian access to the Japanese Tea House. This is a project that the Bason Botanic Gardens Trust had already started. The Trust has secured funding to improve the pedestrian access from the BBQ area by the lake to the Japanese Tea House. At present, people have to walk out onto the road to get to this area.

Upokongaro Jetty Work has commenced on repairs. The piles have been stabilised, and work has started on the strengthening of the structure. Work is expected to be completed by the middle of February.

Public Toilets A budget allowance of $128,000 was carried over from the 2015/16 year for a Riverfront Toilet. Subsequently the “Ex-dangerous goods store” at 33 Taupo Quay which sits close to the Tram Shed building was considered a good restoration project that could be converted into a 24/7 public toilet facility.

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Refer to Attachment E for a copy of the plans.

The project has however received less favourable feedback from some elected members, and further consideration by elected members is required before Council Officers’ either progress with this project or remove this from our works programme.

Energy Management • Current time of use contract expires in 2018• Current non-time of use contract expires in April 2017• Current Gas Supply contract expires in August 2018

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

Smart Power is being engaged to manage the tendering for the non-time of use contract which expires in April.

Sport and Recreation

Sport & Recreation Strategy Sport Whanganui in partnership with Council and Sport New Zealand are developing a Sport & Recreation Strategy. This work includes the following:

Stage 1: A Facilities submission process was developed. This creates a pathway for the community to engage with Council around sport and sport facility support that is fair and transparent.

Stage 2: An independent review of key facilities in Council’s portfolio and the wider community was undertaken by Global Leisure Group. Public consultation was conducted on some of the recommendations that arose from that review. Completion of Stage 2 of this strategy has been deferred until Stage 3 has been completed which refers to Sport Development. It has proved useful undertaking the exercise of assessing what facilities we have within our community, the condition of these assets and how these assets compare to other regions, however before this part of the strategy can be completed, we need further engagement with the sporting bodies to understand their needs.

Stage 3: Significant engagement is now underway with Whanganui’s sporting community to create a picture of where sports clubs are and what they might look like in the longer term enabling Council to be able to ensure appropriate support for the community and their future needs.

Sport Whanganui have engaged with individual clubs as well as regional organisations representing golf, lawn bowls, cricket and softball. Engagement will continue through the first half of 2017 with a view to presenting a draft Sport and Recreation Strategy to Council by September of this year.

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Whanganui East Pool For the 2016/17 summer season, agreement was reached with the Wanganui East Pool Trust for the Splash Centre to manage the operational aspects of the pool. The Contract is on an ‘open book’ basis with the base subsidy set at $60,000. A reconciliation of the financial position will be undertaken at the end of the season, with a debit or credit processed based on the actual financial result. It is deemed that an open book contract is a fair and equitable tool for managing this community facility.

The Trust has retained an active role with the pool which is centred on governance and the ability to attract community funding. This year the Trust has raised funding for equipment such as shade sails, picnic tables and a new diving board which is due to be installed shortly.

The toddler’s pool was demolished and the area converted into a safe area for toddlers. Significant trip hazard mitigation work was carried out prior to the complex opening. The learners and main pool had crack repair work completed in order to limit water loss.

At the end of the 2016/17 season Council will commence the capital works programme to upgrade the two main pools. Council has budgeted $75,000 of capex for 5 years to undertake this capital works programme. Stage 1 will involve the utilisation of $225,000 of this expenditure, or 3 years of the capital allowance, with the remaining works being undertaken within the next 2 years.

Attendance numbers for the 2016/17 season have been low, however this is a direct reflection of the adverse weather so far this summer. Booking numbers for schools is good once the term starts.

Velodrome Roof The Manawatu-Whanganui Region has an exciting opportunity to realise the full potential of an upgraded Whanganui Velodrome. The Velodrome is a strategic asset for our region and the opportunity to have it “roofed” will allow this region to achieve status as a Regional Cycling Performance Hub, hold international speed skating events and attract other non-sporting uses.

The Velodrome Roof project is strongly supported by Raise the Velo Roof Group. This Group is made up of local businessmen who have a passion to see this facility enhanced. The Group has been working closely with Council on the development of a Business Plan which is currently in draft and the resource consent application which is currently being processed. The Group have also been instrumental in the promotion of this project and fundraising. Council are in the process of developing a Memorandum of Understanding with the Group that will outline how this project will progress.

In March 2016 Minister Jonathan Coleman visited the Velodrome, and this visit was followed by the then Prime Minister John Key in August. Both visits were supported by the tireless efforts of Chester Borrows. At the present time Government support for this project is apparent, and both Council and the Raise the Velo Roof Group continue to lobby Government for financial support.

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Community Bike Park The Community Bike Park project is an excellent example of Council working closely with community organisation to develop a parcel of underutilised Council land at no cost to the ratepayer due to the generosity of the community and various local businesses. Sport Whanganui have been instrumental in engaging with the various interest parties and making this project happen.

The proposed concept layout has been completed and the junior track has been constructed. Sport Whanganui are working on a project timeline for works to occur this year. Some work identified includes park signage, drinking water fountain, shade sail poles and further bike track development that will be occurring throughout February (weather permitted).

River Activity Hub Work continues on the development of a River Activity Hub. Initially after the June 2015 flood many river users had a collective vision of creating a multi-purpose river activity hub. This project falls out of the work undertaken by Sport Whanganui on the Sport and Recreation Strategy, where many projects will promote the combined use of facilities as opposed to each sporting body having their own assets. Recent meetings with the River Activity Hub Working Group has seen their emphasis move from “bricks and mortar” as the number one concern, to initially creating a “virtual” administrative hub. Sport NZ who are a part funder of this study have raised concerns with the direction that this project is taking, and further consideration and consultation with the Working Group is required.

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

The revised tender opened in January and is due to close on 2 March 2017.

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

Ports Group

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

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

The outcomes of the review and the employee consultation process which commenced in November is:

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

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

• Airport Maintenance & Security Officer: it is proposed that this role will bedisestablished and the functions of this role outsourced to a contracted serviceprovider, with parts of the role incorporated within the two newly createdpositions for the Port and Airport business.

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

The two newly created positions are:

• Manager - Ports: core focus on strategic operations, industry best practicemanagement and sourcing of business growth opportunities. This position willreport to the Group Manager Property and is a fixed term employee to 22December 2017.

• Ports Operations Officer: core focus on business finance and administration,health and safety, compliance and day-to-day business operations. This positionwill report to the Manager - Ports and is a full-time permanent employee.

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

Risks All relevant risks have been identified within this report.

References – Agenda Attachments E Riverfront Toilet Plans

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Riverside Toilets

Guyton StWhanganui

Whanganui District Council

Drawing List

Sheet Issue Date Sheet Number Sheet Name Current Revision Current Revision Description

11/05/16 A1.00 Site Plan A Resource Consent11/05/16 A2.00 Existing Floor Plan A Resource Consent11/05/16 A2.10 Proposed Plan A Resource Consent11/05/16 A4.00 Elevations A Resource Consent11/05/16 A4.10 Elevations A Resource Consent

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Bounadry

Boun

adry

Boun

adry

Bounadry

Existing Brick Shed withProposed Toilet Conversion

New LanscapingExisting Tram Poles

Existing Tram Shed

TAUP

O QU

AY

NOTE

DO NOT SCALE FROM THIS DRAWING.USE ONLY FIGURED DIMENSIONS.THE CONTRACTOR SHALL VERIFY ALLDIMENSIONS ON SITE AND REPORTAND DISCREPANCIES TO THE ARHITECTBEFORE COMMENCING WORK.THE COPY RIGHT OF THIS DRAWINGREMAINS THE PROPERTY OF SIMON LEE.

Job No. Drawing No.

Revision No.Scales.Drawing Title.Client.Project Date

1 : 200 AR003 A1.00

Site PlanWhanganui District CouncilSomme Pde

Riverside Toilets 3.05.16

NORTH

LEGALDESCRIPTION

LOT:DP:CT:

SITE AREA:

12205WN 6B/193

319m²

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7580

3660

7020

3100 99835

99955

Existing FFL

GL

Existing Tram line poles

NOTE


Job No. Drawing No.


1 : 50 AR003 A2.00

Existing Floor PlanWhanganui District CouncilSomme Pde


NORTH

64


7580

3660

7020

3100

2000 190 1500 190 1500 190 1450

2210

190

700

Accessible WC

Services access

Unisex WC Unisex WC

Strip drain Strip drain Strip drain

hose reelservice access door

Terracotta Brick Cobbles

Conc

rete

pat

h

Low Level Concrete PlanterLow Level Concrete Planter

Low Level Concrete Planter

Bike Rack

existing tram cable pole

existing tram cable pole

Timber bollard

Wood turners store

10000099955

99965

FFLGL

NOTE


Job No. Drawing No.


1 : 50 AR003 A2.10

Proposed PlanWhanganui District CouncilSomme Pde


NORTH

1 : 50

Proposed Floor Plan1

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Existing Steel door

existing concrete surround

plastered detail

existing concrete base wall

Assu

med

Boun

dary

Existing Tram line pole

Existine triple skin brick wall

exposed edge to existingconcrete ceiling

Assu

med

Boun

dary

NOTE


Job No. Drawing No.


1 : 50 AR003 A4.00

ElevationsWhanganui District CouncilSomme Pde


1 : 50

Proposed East Elevation1

1 : 50

Proposed North Elevation2

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plastered detail

unfinished Macrocarpa

White painted timber window withtimber louvre over

aluminium doors and framesdetialed similar to existing steel door- matt rusty red brown colour

exposed edge to existingconcrete ceiling

Existing triple skin brick wall

Assu

med

Boun

daryExisting Tram line poles

Assu

med

Boun

dary

Existing Tram line polesexposed edge to existingconcrete ceiling

Existing triple skin brick wall

Assu

med

Boun

dary

Existing concrete basewall

Existing Tram line poles

NOTE


Job No. Drawing No.


1 : 50 AR003 A4.10

ElevationsWhanganui District CouncilSomme Pde


1 : 50

Proposed South Elevation1

1 : 50

Proposed West Elevation2 1 : 50

Existing South Elevation3

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12. Operations Group Activity Report


12.1 THAT the information be noted

Bryan Nicholson, General Manager – Operations, reports:

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

Progress Update

District Library

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

1. To set in place a straightforward reporting structure and the appropriate roles toenable the library to meet the community’s and council’s expectations and to deliverthe outcomes set out in the strategic plan.

2. To provide a clear and obvious hierarchy of responsibility, so that library staff at alllevels understand their individual roles, authority and responsibilities.

3. To establish roles that provide a career progression path through the organisation andfacilitate effective succession planning.

Part of the review involved analysis of Library customer activity which revealed that Gonville Café Library’s Saturday opening hours are broadly similar to any other four hour period in the week (slightly fewer visits, slightly more issues); and that the late evening opening at the Davis Central City Library (6.00pm to 7.00pm on Thursdays) accounted for only 0.4% of weekly activity. In view of this latter finding, from Thursday 2 March 2017 the Davis will close at 6.00pm, as it does on other weekdays.

As a consequence of the restructure the total number of FTEs in the Library & Archives operation reduced from just over 29 to just under 24.


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

• RFID allows customers to checkout, return, query, renew and track their own itemswithout staff or organisational input.

• RFID strengthens customer privacy – members can checkout and return library itemswithout fear of embarrassment or compromised privacy

• RFID has a higher degree of accuracy – minimising error and making it easier forcommunity members to locate and track collections

• RFID streamlines back-of-house processes allowing the library team to be on the floorwith customers, helping and responding to community need

Davis Library refurbishment The Davis Library has undergone a facelift: the planned internal re-painting and re-carpeting has hugely improved the appearance – and the public experience – of the building. During this work the Library operated in a reduced form at the Alexander Library.

Further changes – to the entrance and the issues/returns/café area – have opened up the space and made it much more welcoming, as well as improving the efficiency of the front of house operation by removing physical barriers to the staff’s ability to work effectively.

Alexander Library Te Rerenga Mai o Te Kāuru The earthquake strengthening was completed in August and the Library, with its new bilingual name Alexander Heritage & Research Library Te Rerenga Mai o Te Kāuru, was opened on 12 September 2016. The improved visitor numbers seen at the temporary venue on Ridgway Street have been sustained.

Council’s longest-serving employee, Heritage Librarian Lynley Fowler, celebrates 50 years of employment with the Library on 6 February 2017.

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

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

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Archives The launch of Felicity Campbell’s book Town Hall took place in December 2016 at the Alexander Library. The book outlines the history of the independent years of Castlecliff, Gonville and Wanganui East, when they were governed by their own Town Boards, (1907 – 1924).

The extensive collection of WDC Archive Maps, Plans and Drawings is being moved to the current Archives location, on the ground floor at 179 St Hill Street. Archive requests for information from both staff and members of the public continue to grow, as a result of having our Archive listings, available on line, via the Archives Central website.

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

Whanganui Regional Museum

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

Funding bids by the Museum to the Lottery Grants Board and the Ministry for Arts, Culture and Heritage were successful, bringing in a total of $690,000 of extra investment in the upgrade work, with particular emphasis on the storage conditions. Plans include the establishment of five climate-controlled vaults within the storage areas, substantial improvement of the exhibition galleries and fittings and the establishment of a public archive and reading room area. A further $165,000 has been raised from philanthropic sources, with around $85,000 still required for the full project budget.

With the help of the Museum’s contract team of Collection Assistants, a large proportion of the Natural History and Cultural History collections were moved to off-site storage by the beginning of October. Following the Museum’s closure on September 4 2016, all the collection items on public display were packed and removed to the storage areas, culminating in the complete clearance of the 1928 and 1968 buildings by mid-December 2016, in readiness for the contractors’ arrival on-site. Particularly large and valuable items were encased in situ with protective structures.

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

Visitation to the Ridgway Street site has been good and public programmes have also continued to attract large audiences - with special events such as the annual Halloween programme helping to push overall visitation to over 26,000 by year’s end. As a result

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visitor numbers are considerably ahead of the revised target agreed under the 2016 - 2017 Service Level Agreement.

Education The Museum has reached agreement with the Ministry of Education over the Leaning Experiences Outside the Classroom contract for 2017 and 2018. Despite the risks posed by the shut-down period the Museum’s strong record of achievement ensured that the contract was renewed. It is very important that the Museum continue to deliver high quality, well supported schools programmes throughout 2017 and 2018 in a variety of venues throughout the community.

Service Level Agreement (SLA) Museum and District Council Operations staff have begun discussions on the 2017-2018 SLA, in conjunction with the Museum’s development of a new five-year strategic plan and in recognition of the short and medium-term changes to the relationship arising from the Whakahoutanga project and the associated shut-down.

The 2016-2017 Agreement requires the Council and Museum to work together as a matter of urgency on the formulation of an occupancy agreement to clarify the rights and obligations of both parties in respect of the Museum buildings.

Curatorial Staff are working on concepts for the Museum reopening in 2018. The plans are expected to strongly emphasise the Museum’s role in the wider region and include significant elements of the Taonga Māori and natural history collections.

Collections The relocation project has enabled staff to make major progress on cataloguing and conserving collection objects from both the Social History and Natural History collections. In total over 150,000 collection items have been moved and many of them received significant conservation, packaging, photography and data entry as a consequence.

The Whanganui Regional Museum activity dashboard for December 2016 is tabled. (Ref F2)

Sarjeant Gallery Te Whare o Rehua Whanganui The period 1 August 2016 through 31 December 2016 saw 25,025 visitors. This comprised:

• International visitors: 950• National visitors: 3,144• Local visitors: 6,908• iSite Gallery visitors: 6,689• Website: 7,334

Brief highlights for this period include:

• Glen Hayward: Super ordinary - new and selected wood carvings by Glen Haywardwho was artist-in-residence at Tylee Cottage in late 2014; REVEALED: Collectiondiscoveries from our recent move; SEE WHAT I CAN SEE: Discovering New Zealand

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Photography; SAM MITCHELL & GAVIN HURLEY: Beards, Boys, Platters, Shattered Dreams - ceramics and collage portraits by former Tylee Cottage artists-in-residence; FRANCES STACHL: Fiction in the space between - Contemporary jewellery made in response to objects precious, found and borrowed; BLOOM: Floral works from the Collection; RICHARD WOTTON: Marking time - portraits of the inked - black and white photographs capturing the art of contemporary tattoo; VIGNETTES: 30 Years at Tylee Cottage 1986-2016 - An exhibition celebrating thirty years of the Sarjeant Gallery's artist-in-residence programme at Tylee Cottage; Motorcycle Display - A display of four motorcycles on loan from local enthusiasts, to coincide with the 2017 Cemetery Circuit.

• In addition to the exhibitions the Gallery hosted 51 tours, public, private and outreachevents, at 38 Taupo Quay, the iSite Gallery and beyond.

• In October 2016 the Gallery was also thrilled to once again play host to the LatinAmerica and Spain Film Festival opened by Mayor Hamish McDouall and attended byHis Excellences the Ambassadors of Chile.

• On 5 October 2016 the Gallery received a grant of nearly $125,000 from the StoutTrust to cover costs of conservation work to be carried out on the canvas and frame ofFrederick Goodall’s Flight into Egypt, as well as the frame of The Fountain of Youth byEdward Burne-Jones. Two of the most significant works in the Sarjeant’s collection.

• The Curator of Collections has successfully dealt with over 40 collection relatedqueries during this period; and the number of items in the collection catalogued tobest practice international standard now stands at 1,906.

• Friday 11 & 12 November 2016saw many people turn out to listen to architects fromWarren & Mahoney Architects Ltd, along with the lead engineer from PacificConsultants, speak about the technical aspects of the Redevelopment Project. Thiswas followed the next day by tours of the existing Gallery and the areas to the northsurveyed in accordance with the proposed layout of the new wing.

• Sunday 20 November 2016 marked the centenary of Henry Sarjeant’s birth. This wascommemorated with a ceremony rededicating his (expertly conserved) grave; andfollowed that afternoon with a memorial lecture by renowned historian Jock Phillipsdiscussing the nature of philanthropy in New Zealand and those who had given fundsto establish public art galleries.

• 24 November 2016 was a milestone for the Sarjeant Gallery as Attorney General theHon. Chris Finlayson visited Whanganui, on behalf of Maggie Barry Minister for Culture& Heritage, to announce the government’s conditional commitment of $10 milliontowards the Redevelopment Project.

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

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

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

Whanganui Venues & Events In the last quarter of 2016 the staffing make-up of the Royal Wanganui Opera House (RWOH), and War Memorial Centre (WMC) was reviewed, and a new staffing structure was implemented for the Whanganui Venues & Events activity in December 2016.

The object of the restructure was to bring together RWOH, WMC, and Cooks Gardens under one operating model, to strengthen how they operate, and address resourcing needs at each location.

As a consequence of the restructure the roles of the RWOH and WMC Venue Managers, and Technicians were disestablished, and three new appointments were made; Manager Whanganui Venues & Events, Team Leader, and Technical Lead.

Key Focus Looking Forward Under the newly formed Whanganui Venues & Events (WVE), the future focus will include consolidation of the booking process, including a pricing review, for all WVE venues. The key focus will be on consistency, transparency and customer centric solutions.

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Running alongside this project will sit the development of WVE brand and supporting collateral, key messages, and tactical and marketing strategy.

Development of products offered at each venue is underway, including “Behind the Scenes Tours”, Open Concerts, and High Teas. The investigation into a Food & Beverage service will be recommenced, with a view to a consolidated Food and Beverage service, including liquor licence across all WVE venues.

Royal Wanganui Opera House This period saw 12 events hosted at the Opera House, comprising 4 new promoters and 8 returning. The facilities were hired for 22 days over the period; the low venue usage was due to final building works to allow completion of the seismic upgrade works.

Venue attendance was 7,203, comprising 7,035 patrons (show attendance) and 168 visitors.

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

War Memorial Centre War Memorial Centre usage is measured across the three facilities – Pioneer Room, Main Hall and Concert Chamber.

This period saw 48 events hosted, comprising 14 new event organisers and 34 returning. The facilities were hired for 90 days compared to 103 in the same period in 2015, and 111 in 2014. This level of decline is concerning and needs to be an area of regeneration for the new WVE team.

Venue attendance was 22,193, not including visitors; a 70% uplift from the same period 2015.

Installation of the curtain in the Main Hall was completed this period; the venue is currently working with WDC Property team on installing appropriate storage for the curtains when not in use.

The Whanganui Venues & Events Activity Dashboard for August to December 2016 is tabled. (Ref F4)

Arts Facilitation

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

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

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

The main focus is the creation of an Arts Strategy.

Health and Safety

People Safe • Notification for manage users is partially complete as restructuring is taking place

within WDC. Considerable background work is required before the notificationstructure with manage users, (reporting lines) can be concluded. People Safecoordinators have been advised to double check that the notification alert is correctbefore assigning it to the workers Manager.

• As of 1 February last 3 months 16 stories have been reported. 1 accident, 2 pain &discomfort, 1 Threatening Behaviour, 6 Injury, 1 Damage, 1 nice job and 4 near misses.

• WDC achieved ACC tertiary accreditation in October 2016, with an external auditor.Three internal audits completed, and one external workplace assessment.

• Sam Koronui and Kevin Cate from Worksafe NZ visited NZ Glassworks on 10 January2016. Recommendation - to start an inventory for all hazardous substances along withthe New Zealand Safety Data Sheets (including 16 sections), the product must beissued within the last 5 years and be disposed of or to use up any random productslying around. Note that this inventory request is new legislation due for release mid-2017 and will be a requirement for all workplaces. This was a productive and positivevisit with good feedback received from Worksafe NZ.

Health and Safety Committee • The last meeting was held on 26 January 2017.• Members are working with Whanganui District Council (WDC) Business Analysts,

David Perkins and Graeme Paulger to develop one consistent register to capture allworkplace hazards / risk factors for WDC.

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Emergency Management

Civil Defence and Emergency Management (CDEM)

• Matthew Smith has moved on to a role at Horizons Regional Council, and theposition of Emergency Manager was taken up by Timothy Crowe. Tim’s previousposition of Senior Emergency Management Officer was disestablished with theCDEM cell reducing in number by one. As a result of ongoing restructuring in otherareas of Council, a number of experienced council staff volunteers are no longeravailable for Emergency Operation Centre (EOC) duties; training and reallocation ofthese duties to new staff is underway.

• The recent Kaikoura earthquake has awakened considerable public interest in CivilDefence matters and personal preparedness. This has led to a surge in publiceducation sessions as well as business continuity advice around the City.

• Training: Exercise Tangaroa (National CDEM Tsunami exercise) was conducted inAugust and September, involving WDC EOC staff and multiple other governmentagencies. The first day was a simulated response to a National emergency, followed

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by a workshop focussing on longer term response and recovery issues. The training involved interagency cooperation, testing the existing tsunami plan, and the use of EMIS in an evolving event.

• Whanganui Tsunami Signage project. All signs have been emplaced around theDistrict, an informative mail drop undertaken in those areas identified as at risk, andan online public information portal detailing individual address risks and messaginghas been established on the Council webpage. Feedback to date has been verypositive.

• Anthony Edwards, Robin Mackie, Darryl Couper, Graeme Paulger, Scott Wylie andMatthew Smith attend the Integrated Training Framework – Intermediate (ITF-I)course in Feilding in September. This course is designed for EOC staff and focusseson intelligence, planning and logistics.

• Consolidation and expansion of the Neighbourhood Support (NSG) backed welfareteam initiative is ongoing with up to 25 volunteers undergoing training. Support hasalso been given to the development of a team in Marton.

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

Rural Fire

• The position of Principle Rural Fire Officer is now held by the Emergency Manager.The Deputy Principle Rural Fire Officer (DPRFO) became a full time role with effectfrom January 2016 and is filled by Gavin Pryce, one of our Rural Fire Officers. Thisrole covers the operational command and day to day management of the Rural Fireteam as well as the increasing administrative and information required as part ofthe transition to “Fire and Emergency New Zealand” (FENZ).

• Ongoing work includes the administrative arrangements for the transition to ‘Fireand Emergency New Zealand’ planned for July 2017. Planning and resourcing toensure the Whanganui Rural Fire Crew transitions to the new organisation in thebest possible condition is underway. The relevant legislation on the neworganisation is still passing through parliamentary processes and is on track tobecome law. We have been receiving considerable information requests from theFENZ transition team in regards to all aspects of WDC Rural Fire. Multiple areas ofuncertainty remain about how the process of transition will be implemented. Theseknowledge gaps should begin to be addressed in the next few months.

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

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

• Additionally Rural Fire responded to a recent Level 2 fire at Marangai Road on 17January 2017. Fire suppression involved a two day campaign utilising multiple assets

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from Whanganui, Rangitikei and Manawatu Districts as well as two monsoon helicopters and a Digger. The fire was the largest in the District for the last three years. A formal investigation to its cause is ongoing and results, along with compiled costs ($55,000) will be forwarded on to the National Rural Fire Authority for recovery action.

Safer Whanganui

Nationally • Completed final wrap up and evaluation of Results Based Accountability (RBA) pilot

that Safer Whanganui were part of with Safe Community Foundation NZ (SCFNZ).Safer Whanganui Project Leader, Lauren Tamehana presented on the final stages ofthe pilot and recommendations on behalf of the pilot group at the SCFNZ nationalforum in August.

• Participated in a telephone interview on reaccreditation from the coordinatorsperspective with an aim to streamline future reaccreditation processes.

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

Local Activity • Safer Whanganui supported the Dignity Whanganui 2016 Conference at which

Lauren Tamehana attended the powhiri and was a keynote speaker on day one. Theattendance from the community and the speakers on the first day wereinspirational.

• Alcohol Control Bylaw – a number of meetings were held with Police and Policyteam to develop the draft bylaw – this went to Council in November withsubmissions and final draft to Council in December. The Alcohol Control Bylaw wasapproved in December 2016.

• Alcohol and other Drug reference group meeting - the group has worked on thedraft alcohol control bylaw and working with the WDC policy team on the LocalAlcohol Policy. This was due to go to Council in December but was deferred untilFebruary 2017.

• Safety & Wellbeing reference group meet monthly looking at opportunities to worktogether to support change – main focus has been working with the Fire Service onthe online smoke alarm project.

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

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

Needs Assessment • Accident Compensation Corporation and Safer Whanganui have engaged two

researchers to complete a comprehensive needs assessment. Currently we have alarge amount of data for the community but no one is really sure what the true

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picture of the injury burden is for the community. The researchers have been completing this type of needs assessment in Taranaki for the past 15 years. The aim is to get a clear understanding of what the real injury issues are for our community and then focus or target interventions to get a reduction. Data is being sourced from a number of agencies across the region with the draft data available in December. Focus group and one on one meetings with key representatives across the sector will be interviewed in early 2017 and a final report due in June / July 2017. This report will provide Safer Whanganui with key focus areas for the next strategic plan. The report will be shared once complete.

Healthy Families • The prevention network are involved in scoping some work looking at coordinated

planning and data collection across the region. Everyone working towards the sameoutcome. The team have engaged Andrew Tripe of Samepage to facilitate thisprocess.

Community Contracts • Council meeting and deliberations were held – 30 applications were received and 27

were approved for funding. Contract negotiation meetings were held with all 27organisations. Where applicable these organisations are asked to link in if they arenot already with one of the Safer Whanganui Reference Groups. Progress reportsfor all contracts valued at $5,000 or more are due January and full project reportsJuly 2017.

Welfare • Safer Whanganui participated in Exercise Tangaroa (Tsunami) - day 1 planning was

focused on getting 7,000 people out of the Castlecliff area and to safe groundbefore the wave hit. Welfare was then tasked with registering all the peopleevacuated and finding accommodation for those that required it for the first 48hours.

• Lauren Tamehana is currently working on welfare projects to build capacity in theWelfare area of Civil Defence. Additional support for the Welfare Managers role andCivil Defence Centres is required. Neighbourhood Support and CYF have come onboard and we will be offering training for others in the community to be part of thesupport team.

Key Issues Nil

Risks Not applicable.

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

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

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2% 14%

65%

1%

13%5%

0%

0%

Heritage & Research Librarywanganuilibrary.comDavis Central City LibraryOutreach ServiceGonville Café LibraryMobile Branch LibrarySuzanne Aubert LibraryAwa City Computer Clubhouse

ACTIVITY DASHBOARDDecember 2016

People Visits Dec 15 Dec 16

Suzanne Aubert Library 8 70 775% é

Awa City Clubhouse 207 379 83% é

Outreach Service 155 175 13% é

Heritage Library | TRMoTK 609 594 0%Davis Central City Library 23283 22162 -5% ê

Mobile Branch Library 1342 1191 -11% ê

wanganuilibrary.com 5444 4343 -20% ê

Gonville Café Library 5793 3992 -31% ê

Total 36,841 32,906 -11% ê

% of Total Visits by Service (Dec 2016)

22,302 People Belong! 32% Visited once

25% Visited twice

8 % Visited three times or more

35% Did not visit

51%

49%

We added 212 new members this month

+1%

Collection Annual Turnover by BranchDAVIS CCL

6GONVILLE CL

5MOBILE BL

5SUZANNE

AUBERT

2DIGITALBRANCH

6

People Visits ~ Rolling 12 months*Dec 15 Dec 16


Awa City Clubhouse 2,611 4,011 54% é

Heritage Library | TRMoTK 5,707 8,507 49% é

Davis Central City Library 276,735 276,366 0%

Gonville Café Library 66,801 62,450 -7% ê

Outreach Service 4,334 3,991 -8% ê

Mobile Branch Library 27,818 17,360 -38% ê

Total 384,454 373,559 -3% ê

Analytics ~ Average Daily People VisitsDec 15 Dec 16


Awa City Clubhouse 16 19 19% é

Heritage Library | TRMoTK 25 30 0%

Davis Central City Library 832 792 -5% ê

Mobile Branch Library 54 48 -11% ê

Gonville Café Library 241 160 -34% ê

Total 1,170 1,065 -9% ê

Outreach Services ~ Monthly VisitsDec 15 Dec 16

Home Service 155 175 13% ê

Children & Youth 0 0 -Suzanne Aubert Library - Comp. Sessions 32

Benchmarking NationallyThis analytic measures key nationally recognised performance indicators against other Level 2 Public Libraries across New Zealand.

Monthly Average Dec 15 Dec 16LEVEL 2

LIBRARIESAVERAGE

Transactions per member 5 6 20% é 3.9 é

Members as % of district pop. 48% 51% 2% é 52% ê

Issues per team member 2287 2353 2% é 2035 é

Self-checkout as % of tot.issues 5% 7% 5% é 31% ê

Aotearoa People’s Network - Community Computer & Internet Access.

LEVEL 2 LIBRARIESAVERAGE

Monthly Average Dec 15 Dec 16

Wifi sessions 3346 3174 -5% ê 2859 é

Desktop computer sessions 4064 3317 -18% ê 2522 é

Total Sessions 7,410 6,491 -12% ê 5381 é

Collection Issues ~ Rolling 12 monthsDec 15 Dec 16

Digital Branch - eBooks 4,786 5,840 22% é

Gonville Café Library 27,931 28,760 3% é

Davis Central City Library 480,828 475,721 -1% ê

Mobile Branch Library 56,357 30,953 -45% ê

Suzanne Aubert Library 151 63 -58% ê

Total 570,053 541,337 -5% ê

Total Collection Size: 119,778

We renewed 845 members this month

+3%

Member visits in December

* Alexander Library closed from 12 August to 15 December 2016 for relocation, Davis Library closed from 19 - 27 October 2016 for refurbishment & Mobile Library off-road from July to August 2016.

Dec 15 Dec 16

Active Members - Local 21005 22196 6% é

Active Members - Regional 99 106 7% é

Total Active Borrowers 21104 22302 6% é

2% 14%

65%

1%

13%5%

0%

0%


2% 14%

65%

1%

13%5%

0%

0%


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International - Sarjeant on the Quay 261 330 26% é

sarjeant.org.nz 1005 1210 20% é

National - Sarjeant on the Quay 769 895 16% é

Local - Sarjeant on the Quay 1495 1528 2% é

Quay (i-Site) 2290 1522 -34% ê

Total 5820 5485 -6% ê

ACTIVITY DASHBOARD

December 2016People Visits

Rolling 12 Months Dec 15 Dec 16

Quay (i-Site) 9,867 25,620 160% é

National - Sarjeant on the Quay 5,286 8,496 61% é

International - Sarjeant on the Quay 1,723 2,308 34% é

Local - Sarjeant on the Quay 12,982 16,715 29% é

sarjeant.org.nz 12,754 15,715 23% é

Total 42,612 68,854 62% é

Fundraising To DateSigned-up Stars members 327

Pledged and in payment 296

Banked/Pledged $310,000

Sarjeant Business Partners signed-up 9

Sarjeant Business Partners paying $45,000.00

Collection Transition

Number of items inventoried in the collection 8340

Number of items catalogued to best practice 1917

Annual Local People Visits Dec 15 Dec 16

as % of district population 30% 38% 9% é

Revenue per visit* Dec 15 Dec 16

All sites $2.21 $4.21 90% é

Excluding Quay (i-Site) $2.68 $5.83 118% é


Website 856 819 -4% ê

Local 3,568 2,102 -41% ê

International 888 308 -65% ê

National 926 287 -69% ê

Total 6,238 3,516 -44% ê

People VisitsRolling 12 Months Dec 15 Dec 16

National 6,963 7,671 10% é

Website 13,172 11,858 -10% ê

Local 51,737 43,468 -16% ê

International 5,451 4,394 -19% ê

Total 77,323 67,391 -13% ê

Collections Summary YTD

Collections online 120Collections rehoused 257New acquisitions documented 139Retrospective documentation 3,131Records improved 26,125Percentage new objects stored 96%Objects rehoused 22,827

Annual Local People Visits Dec 15 Dec 16

as % of district population 119% 100% -19% ê

Revenue per visit Dec 15 Dec 16

All sites $0.83 $0.47 -43% ê

ACTIVITY DASHBOARD

December 2016

* Door counter fault

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Reference F3Sarjeant Gallery Strategic Plan Progress 2015-2019 Objective Outcome Action Completion

Date Progress

One: Recognised as one of the leading art institutions in NZ

Complete the capital raising for the Sarjeant Gallery Redevelopment Project

Develop national media strategy for the redevelopment project

Jul-15 Achieved

Four: Valued as a source of pride for the Whanganui community

Connecting with our community

Establish annual schools art exhibition

Jul-15 Mainstreet Whanganui window project - completed Sep 2015. Achieved


Provide high quality scholarship

Develop and implement an appropriate communication plan

Jul-15 achieved



Ensure that bicultural practice is embedded in all operations

Jul-15 Ongoing dialogue with Whanganui Iwi regarding all gallery procedures and events. Achieved and ongoing



Complete promotional video to support the capital-raising & awareness raising effort

Aug-15 Achieved


Demonstrate leadership in stewardship of collections & historic building

Complete Transition Stage 3 (relocation) of collection

Sep-15 21st October 2015. Achieved

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Two: Acknowledged as a focal point for partnership

Develop and strengthen partnership with Whanganui Iwi

Define procedures and protocols to be integrated into Gallery daily operations and amend staff PDs to include reference to appropriate protocols

Sep-15 Events procedures/protocols noted andimplemented on case by case basis. PDs yet to be updated. On track


Form partnerships with educational providers

Submit application for LEOTC funding to Ministry of Education

Sep-15 Achieved



Maintain newsletter publication on a quarterly basis

Sep-15 Sep - Nov, 2015 issue just published. Review underway for Dec, 2015 - Feb, 2016. Achieved

Three: Renowned as a must-see NZ destination

Grow revenue generation opportunities through events and the shop

Prepare marketing plan for facility hire at Sarjeant on the Quay

Oct-15 Seeking expert advice. Behind schedule. Recommend revision of date



Align shop stock with three selected public programmes per annum

Nov-15 Completed-Cat Auburn catalogue, Alexis Neal products and catalogue, collection cards that tie to exhibition for sale. Achieved



Implement bilingual signage Nov-15 Achieved

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The Sarjeant is a key component in Whanganui's Economic Development Strategy and Visit Whanganui Strategy

Develop a marketing plan for the Gallery

Nov-15 Seeking expert advice. Behind schedule. Recommend revision of date



Implement the Revenue Generation Strategy and Communications & Community Engagement Plans

Nov-15 Events being planned in Wellington, Rangitikei and Whanganui. Achieved


Representing our community

Implement media strategy so that the Gallery presents a positive image of Whanganui in the national media

Nov-15 National Media framework implementation begun. Achieved and ongoing


Deliver high quality curatorship

Develop a balanced public programmed plan, including defined success measures

Dec-15 GD: Programme is scheduled until Autumn 2017. Detailed summaries of each exhibition to follow. Achieved



Undertake a feasibility study for a major publication marking the Gallery centenary

Dec-15 on track



Define procedure to be followed for events and openings

Dec-15 Achieved

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Establish DRAFT MOU with UCOL

Dec-15 Original MOU uncovered. First draft by end of October 2015. Behind schedule



Implement sale of collection reproductions (including posters and prints)

Dec-15 Collier & out of copyright collection works identified for reproduction. Collier reproductions for sale. Achieved/on going


Develop cultural trail with other mid/lower North Island institutions

Begin discussions with regional partner institutions to develop one or more cultural trails (art, architecture, heritage)

Dec-15 Positive discussion held with NPDC CEO; also in contact with Dowse and Pataka. Achieved


Understanding our community

Complete in-depth survey of the existing audience

Dec-15 Surveys underway for reporting purposes. Seeking industry benchmarks for greater depth. Participated in Museums Aotearoa national survey – On going



Begin regular survey of local non-visitors

Dec-15 Achieved

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Representing our community

Undertake a benchmarking exercise based on the Museums Australia National Standards

Dec-15 Reference Resources gathered. On track



Implement marketing plan for facility hire at Sarjeant on the Quay

Jan-16 As above. January date may be subject to earlier revision. Behind schedule



Complete plan for centenary publication

Feb-16 Ongoing



Review the role of the Sarjeant Gallery Trust Board

Mar-16 Ongoing.



Establish more comprehensive feedback mechanisms in-Gallery and online

Mar-16 Staff investigating use of iPad and tablets to facilitate this outcome. Achieved



Prepare a Disaster Management Plan

Jun-16 Reference resources gathered. On track.


Deliver high quality curatorship

Prepare an annual acquisition plan in line with the terms of Henry Sarjeant's will & the Collections Policy

Jun-16 Discussion between curatorial staff begun. Ongoing



Publish two exhibition related catalogues

Jun-16 Cat Auburn and Alexis Neal published 26 Sep, 2015. Achieved

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Begin discussions with appropriate iwi representatives to establish an advisory group

Jun-16 Relationship developing with iwi representatives. On track


Establish partnerships with key institutions

Investigate establishment of collaborative partnership with selected regional and metropolitan institutions

Jun-16 Discussions begun with Te Uru, Te Tuhi and AucklandMuseum. Achieved



Establish MOU with Massey University

Jun-16 Will be based on UCOL MOU. On track



Review the existing structure of Gallery membership

Jun-16 New executive members and president in place as of 28/10. On track



Develop cultural engagement plan

Jun-16 First discussion on progressing the plan held. On track



Complete four outreach projects/events outside the Gallery walls that directly engage with under-served areas of the community

Jun-16 Planned and on track



Drive initiatives to ensure that Gallery is recognised as one of Whanganui's USPs

Jun-16 Discussions regarding promotion of SG begun with ED. Ongoing

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Identify opportunities for publication & to provide presentations & lectures to peers on relocation & redevelopment projects

Dec-16 Planned presentations to attendees atscheduled fundraising and community engagement events. Achieved



Establish training and development opportunities with partner institutions

Dec-16 Connections already established between SG and Te papa and Auckland Museum. On track


Forge partnerships with artists

Identify and support up-and-coming artists through the Tylee Residency and the exhibition programme, with three exhibitions

Dec-16 Achieved



Build relationships with artists through Gallery shop, with a stock ration of 60% local, 40% national artist/makers

Dec-16 On track. Proportions are to be revised


Capitalise on Gallery's architectural qualities

Commission on site-specific work on the Pukenamu/Queen's Park site

Dec-16 Suitable sites being investigated. On track



Incorporate survey and feedback data into programme planning to build audiences

Dec-16 New mechanisms to collect data are being investigated. Programmes and exhibitions linked to

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public community events already under way. On track



Begin development work for major exhibition to take place in 2019/2020 as part of the offering of the new site, including work from national and international collections

Mar-17 On track



Develop Tylee residency programme with external sponsorship both public and commercial

Mar-17 Conversations begun with potential external funders. On track



Implement the Disaster Management Plan

Jun-17 On track



Contact new artists to grow shop stock range and engage with the wider arts community

Jun-17 On track



Prepare collaborative promotional strategy leading up to 2019 re-opening to maximise benefit

Jul-17 Begin development of strategy with internal marketing partners and external experts. On track


Capitalise on Gallery's architectural qualities

Generate an exhibition of current student architectural responses to the original Gallery brief to commemorate centenary of Hosie's winning design

Oct-17 Conversations begun with architects and potential student bodies. On track

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Develop one major exhibition with a partner institution

Dec-17 Discussion begun with Auckland Museum. On track



Complete Transition stage 4 (full documentation) of 3,000 artworks

Jun-18 On track



Develop exhibition to be toured to partner institutions

Dec-18 Developing relationships with potential partners. On track



Develop a relationship with an Australian Gallery with a view to partnering and exchange of exhibitions/collections

Dec-18 First relationship discussion had. On track



Ensure Gallery information is up-to-date, accurate and utilises communication modes and formats effectively

Dec-19 Ongoing. All internal and external areas where Gallery information is disseminated are kept up to date. On track

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Period: 1 August to 31 December 2016

WHANGANUI EVENTS & VENUES ACTIVITY DASHBOARD

Events / Productions Quantity Days Usage

War Memorial Centre 48 90Royal Wanganui Opera House 12 22Total 60 112

Organisers / Promoters New Repeat

War Memorial Centre 14 34Royal Wanganui Opera House 4 8Total 18 42

Attendance / Tickets Sold Current Period Previous Period Variance

War Memorial Centre 22,193 13,084 70%

Royal Wanganui Opera House 7,035 N/A 0%Total 29,228 13,084 70%

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