Agenda of Council - Tuesday, 30 September 2025

Council

Meeting Agenda

30 September 2025

4 Leadership Reports

4.1 Mayor's Report

Author: Gary Kircher, Mayor for Waitaki

Recommendation

That Council receives and notes the information.

Purpose

This report provides an update to Councillors and our community on a range of issues and matters that I have been involved in over the past few months, with some commentary on future directions. It is my opportunity to share details and thoughts or other people’s commentaries on those matters. This is my last report to Council as Mayor for Waitaki.

Investing our way out of the infrastructure crisis -- Canterbury Mayoral Forum – Guest Speaker, Sam Stubbs

Sam Stubbs is the co-founder and Managing Director of Simplicity, a KiwiSaver fund that focuses not just on returns to its clients, but also on the triple bottom line of investing for social gain as well. Sam was most recently the CEO Of Tower Investments, another KiwiSaver provider. Before that he was Managing Director of Hanover Group and spent 10 years working for Goldman Sachs in London and Hong Kong. He previously worked for Natwest Markets, Fay, Richwhite and IBM New Zealand.

He spoke at our recent Canterbury Mayoral Forum dinner, setting out his vision for New Zealand savings and reinvestment.

Sam believes that KiwiSaver represents a transformative opportunity for New Zealand's economic future, offering a pathway to unprecedented prosperity and financial dignity for citizens. The current KiwiSaver system is generating approximately $50 million in daily savings, with the potential to accumulate $300 billion in investments over the next 25 years.

The most exciting prospect is the ability to reinvest these funds domestically, which provides significantly greater economic benefits compared to overseas investments. Economists have demonstrated that domestic investment generates a two-to-one GDP multiplier, meaning every dollar invested in New Zealand creates twice the economic growth compared to international investments.

This domestic investment strategy can address critical infrastructure needs, with the current infrastructure deficit estimated at $20 billion. KiwiSaver funds could potentially fund every road, hospital, school, water pipe, and electricity line the country requires, using New Zealanders' own money.

A practical example of this approach is Simplicity's housing development, which has already become the country's largest home builder. By investing KiwiSaver funds in housing construction, they've created 1,000 homes and generated employment, demonstrating how retirement savings can directly improve community infrastructure and living conditions.

The proposed "InfraKiwi" concept represents an innovative model for long-term, ethical investment. This potential vehicle would be 100% New Zealand-owned, with a charitable foundation holding a golden share to ensure the investment always serves national interests. The model would prioritise fair returns and community benefit over maximum profit.

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AI-generated content may be incorrect. Comparatively, countries like Australia have shown how systematic retirement savings can drive national prosperity. Australia has maintained 27 years of continuous economic growth, largely attributed to their robust retirement savings system, with 50% of their retirement funds invested domestically.

For individual New Zealanders, this approach means more than just financial returns. It provides genuine economic choices and dignity, reducing poverty by creating opportunities through strategic, long-term investment. The system allows people to build wealth while simultaneously supporting national development.

The vision is not just about financial growth, but about creating a sustainable, prosperous future where New Zealanders' savings directly contribute to their country's infrastructure, housing, and economic resilience. It represents a fundamental reimagining of retirement savings as a powerful tool for national development and individual empowerment.

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Sam Stubbs addressing Canterbury Mayoral Forum members

Canterbury Regional Deal

We’re at an exciting moment for Canterbury (Waitaha). The region is not just preparing for what’s next, it's in strong shape already. Our collective work has set Canterbury up as a launchpad for innovation, trade, clean energy, and resilient, thriving communities. As Waitaki people, we have a lot to gain, and a lot to contribute, as we shape this opportunity together.

What the regional deal pitch is aiming to do

Establish a clear partnership between central and local government, with strong involvement from mana whenua and the private sector. The goal is to ensure Canterbury is “deal-ready”, able to engage with opportunities for major investment, policy changes and infrastructure improvements.

Focus investment and action around four pillars: transport, housing, energy, and infrastructure – making sure these are fit for the future (climate-resilient, sustainable, inclusive).

Deliver on the Mayoral Forum’s Plan for Canterbury 2023-25: sustainable environmental management, shared prosperity, climate change mitigation/adaptation. Also, build, partner and advocate for the type of governance and funding tools that allow local communities to shape local solutions.

What this means for Waitaki

Waitaki has both distinct needs and strong potential:

Housing & settlements: As part of Waitaha, Waitaki must be included in strategies for diverse housing (smaller homes, rentals, housing for older and seasonal workers). Our rural and coastal settlements need housing that makes sense for our people, not just urban models.

Connectivity & infrastructure: Remote areas, coastal communities, and inland stretches in Waitaki will benefit from improved transport (roads, public transport where feasible), broadband/internet access, energy resilience, and investment in infrastructure that can withstand environmental hazards.

Natural environment and hazard risk: With coastline, rivers, natural landscapes, it's critical that any deals address climate exposure (sea level rise, coastal erosion, severe weather), environmental wellbeing (biodiversity, water quality). Waitaki’s landscapes can be protected and sustainably used, contributing to regional natural capital.

Economic opportunities: Waitaki’s agriculture, tourism, small-business sectors can be boosted through regional investments — whether in value-adding processing, better transport/logistics, or supporting innovation. Ensuring our local voice in regulatory/regional planning will help make sure Waitaki is not overlooked.

Governance & policy fit: A deal that provides tools and support for councils to have regulatory flexibility, for local decision-making, and for central government to value rural/less-populated areas will be vital. Waitaki should be clear about what local levers we need (e.g. for housing regulation, infrastructure funding, environmental compliance) to deliver for our community.

Some risks / what to watch out for

Of course, not everything proposed may be adopted. Key risks include:

That investment gets skewed toward Christchurch/urban areas, with rural Waitaki missing out.

That regulatory/policy changes don’t account for costs or feasibility in lower-density or more remote areas.

That infrastructure funding doesn’t cover the higher per-capita cost of maintaining and upgrading infrastructure in rural/coastal zones.

Waitaki’s involvement

Our region is strongest when all parts are pulling together. Waitaki offers landscapes, human capital, and industry that are central to Canterbury’s identity and economic strength. If the regional deal recognises and invests in Waitaki, it strengthens the whole region, and vice versa.

In short, the regional deal offers a real chance for Canterbury to lift everyone, and Waitaki must be alongside the other districts in that lifting. The ambitions are strong, the foundations mostly in place, and if we push hard now for transport, housing, infrastructure, environmental resilience, we can help make sure the deal is one that respects our coast, our rural communities, and our people.

For those people who represent our community for this next term, I hope that we continue to advocate strongly for Waitaki’s needs. Our next leaders need to carry our voice into these negotiations and seize this as an opportunity not just for Canterbury, but for the unique standing of Waitaki within it.

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A significant amount of work has gone into the Canterbury Regional Deal proposal

Otago Mayoral Forum

We held the last Otago Mayoral Forum on the 29^th of August, with a working dinner the evening before. It was an opportunity to go over the work we have carried out over the past three years and for me, as Chair of the forum, to host a number of MPs and Ministers. Being part of two Mayoral Forums is challenging in itself, but it does bring benefits. Whether the next Mayor decides to continue participating in both Canterbury and Otago Mayoral Forums is up to them, but I believe it has been worthwhile having close relationships with fellow Mayors and CEs to the north and south of us.

This last forum allowed us to have discussions with our local (Otago) MPs – at the dinner the evening before, we hosted Minister Mark Patterson, Ingrid Leary MP, Rachel Brooking MP, and Scott Willis MP.

At the forum itself, we hosted Todd Stephenson MP and Joseph Mooney MP as well as Mark Patterson, Ingrid Leary and Rachel Brooking.

We were able to discuss a range of issues that face local government and our province. The lack of party politicking was appreciated as we focussed on how we solve some of those local issues by local government and central government working together. Topics included regional deals, healthcare for the region, economic growth, and housing challenges. These discussions don’t achieve much in themselves, but they do provide an opening on the parliamentary door to progress the issues that affect us here in the South Island.

Given it was the last forum for both Bryan Cadogan and me, it was one of the all-too frequent, bitter-sweet moments for us both. While it may have also been the last forum for other members, at least Bryan and I have chosen to leave. The vagaries of politics and the electoral process may be less kind to some of our colleagues around the country.

On that note, I want to be clear with my support for the collegiality and working relationships of groups like the forum. They are not only opportunities to find ways to work together and to share ideas on how our activities could be carried out. They are also important opportunities to be with other elected representatives who understand the challenges and opportunities faced by each of us as Mayors and regional Council Chairs. I have appreciated those relationships and cannot overstate just how important they are.

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Otago Mayoral Forum with MPs - Mayor Jules Radich, Chair Gretchen Robertson, Joseph Mooney MP, Mayor Gary Kircher, Mayor Bryan Cadogan, Mayor Tamah Alley, Todd Stephenson MP, Forum Principal Advisor Marianna Brook

Building Capability Programme

Now in its third year, the Building Capability Programme continues to make a significant impact. We recently welcomed the latest cohort, bringing the total number of Māori and Pasifika men and women who have participated to 17. Each learner has been able to have their prior learning assessed and identify the university-level papers needed to achieve a degree qualification.

The commitment shown by participants has been inspiring. Balancing tertiary study alongside full-time work and family responsibilities is never easy, yet these learners have persevered and succeeded. For many, this represents the first degree qualification within their whānau – an achievement of great pride and significance.

While the original MSD funding concludes with this latest group, we are pleased that five more students will be able to undertake the programme in the coming year. They will be supported by their whānau and guided by the dedicated Nola Tipa, who ensures learners remain on track and are able to achieve their goals. We also acknowledge the important contributions of Stronger Waitaki Manager, Ali McIntyre, and our Deputy Mayor, Hana Halalele, in her OPICT role, for their leadership in making this programme possible.

Developing our own workforce is especially important in rural communities, where attracting skilled workers can be difficult. By supporting people already in the workforce to gain qualifications, we not only enhance individual career opportunities and potential for promotion, but also strengthen local employers and, in turn, the wider community.

We hope that MSD and its Minister recognise the tangible value this programme creates for rural areas. The outcomes are clear: greater opportunities for individuals, improved social and economic wellbeing for their whānau, and a stronger, more resilient community overall.

All the best to our latest students!

Mayors’ Taskforce for jobs, Youth Employment Initiative

As I have mentioned previously, the government has changed the rules for the Youth Employment Initiative. They have set a target for getting people into work and off the Jobseeker Benefit. Accordingly, the Ministry of Social Development is carrying out its Minister’s direction to use the Mayors’ Taskforce programme to help meet those targets. Our new contract requires us to have 80% of our required placements come from Work & Income’s register.

We have changed our delivery model this year which should help us achieve those new goals. Under previous contracts, we were very fortunate to have Eugen Dupu contracting his services to us, and the awesome results clearly showed his effectiveness. With Eugen stepping aside, we have managed to second Greg Pestell into an in-house position. Greg has been working for MSD as a Work Broker, so his knowledge of the system and W&I clientele will be beneficial.

As I step back from my role, I am confident that the programme will continue to run effectively for the year ahead, helping our rangatahi and unemployed people get into sustainable work to benefit themselves, our employers in a win:win with social and economic outcomes. At that stage, the new Mayor may need to step up and advocate for the programme to continue and for funding to remain at an effective level, just as I have needed to do over the years, but the result is well worth the effort!

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Greg Pestell, MTFJ Employment Coordinator

Hato Hone St John Patient Shuttle Update

I recently met with Julie Taverner and representatives of Hato Hone St John, including the Chair of the local committee, to discuss progress on establishing a patient shuttle service for our community.

Encouragingly, the service is already attracting strong volunteer interest. At a recent meeting, organisers had expected 6–8 attendees, but 18 volunteers came forward. Hato Hone anticipates that even more will join as the shuttle service becomes established. The diversity of age and background among those who attended was also noted as a very positive sign.

The intention is to have the shuttle delivered to Waitaki within the next few weeks. Once volunteers have completed their training, there will be a “soft start,” with volunteers gradually building up the service. It’s important to once again recognise the important service that is currently provided by Trevor Goodin, ensuring that people had an affordable option for getting to Dunedin (and sometimes to Timaru & Christchurch!) for their hospital appointments.

In terms of funding, our Waitaki District Services Trust has committed to providing the first three years of operational funding for the St John service. Although there isn’t a confirmed start date for the service, it is definitely getting close!

Overall, the meeting with Julie and her team highlighted the strong community backing for the shuttle service and the willingness of volunteers and organisations to work together to ensure its success. While I had hoped to have the service commence while I was still in office, I am pleased to have been able to play a part in ensuring it will be operating this year.

New Dunedin Hospital Update

The Out-Patient Building - The New Patient Building: A Practical Overview

Dunedin’s new out-patient building represents a significant advancement in regional healthcare infrastructure. The facility, set to open in October next year, is designed to address critical challenges in current healthcare delivery by creating a dedicated space for ambulatory and outpatient services.

The building's primary innovation lies in its separation of acute and planned care streams. Where the existing hospital currently struggles with mixed patient flows, this new facility provides distinct spaces for different types of medical services. It features four-day surgery theatres and four procedure rooms, effectively quadrupling the current capacity for planned interventions.

Digital systems play a crucial role in the building's functionality. A digital front desk will allow patients to self-check-in, reducing administrative bottlenecks and potential waiting times. The facility incorporates location-grade Wi-Fi that enables real-time tracking of medical equipment, allowing staff to quickly locate resources across the building.

The technological infrastructure goes beyond simple convenience. Integrated scheduling systems will coordinate multi-specialty appointments, reducing the complexity of patient referrals and follow-ups. Automated medication dispensing systems will improve patient safety, representing the first such implementation in the South Island.

Communication technologies will support patient journeys before, during, and after visits. SMS and email notification systems will provide timely updates, while digital record-keeping will improve information sharing between healthcare providers.

The building's design considers patient experience carefully. Wide corridors, intuitive way-finding systems, and a focus on accessibility aim to reduce the traditional anxiety associated with healthcare environments. The space is specifically configured to support efficient patient flow, with dedicated areas for different medical services.

For healthcare staff, the building offers more than just new rooms. The digital and physical infrastructure is designed to reduce administrative burden, allowing medical professionals to focus more directly on patient care. Coordinated clinic systems and improved room scheduling will help optimise resource utilisation.

Project leaders acknowledge that the building represents a significant technological leap. They're approaching the implementation with a "learner's license" mentality, recognising that staff and patients will need support to fully utilise the new systems and spaces.

While the building offers expanded capacity and advanced technologies, the core focus remains on delivering high-quality, patient-centred healthcare. It represents a strategic investment in the region's healthcare infrastructure, designed to improve both patient outcomes and staff efficiency.

Stand Tū Māia hui

Last week I attended an event hosted by Stand Tū Māia in Dunedin and was reminded of the hugely important work they do for tamariki and whānau across Aotearoa. Stand grew out of the former health camps in the early 2000s and has since developed into a national service providing intensive, trauma-informed, wrap-around support for families.

Their model combines long-term therapeutic work with practical help in the home, school and wider community. Stand staff partner closely with Oranga Tamariki, health, education, iwi and other agencies, and in some cases make use of short residential stays to stabilise families. The emphasis is always on healing trauma, restoring healthy relationships, and keeping families together where possible.

The opportunity to see first-hand the type of work was not only interesting, but it was also pleasing to see the range of services available to those who need it in our community. Like many such services, there are waiting lists for most of the regions they serve. They are seeking more sustainable contracts from the government, which is a common refrain in these days of austerity measures.

For us in Waitaki, Stand’s Southern team in Dunedin is a vital resource. It means local families facing serious challenges have access to specialist, kaupapa-grounded support without having to leave our region. The difference Stand makes for children’s wellbeing and for whānau resilience is clear, and their work is deeply valued in our communities.

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Stand Tū Mia staff presenting the tools of their work.

Otago Polytechnic

Over the years I have often reflected on how easy it was for Otago Polytechnic to succeed while stepping back from areas like Waitaki. When they reduced services in Ōamaru, responsibility was passed to Aoraki Polytechnic, and after Aoraki was absorbed into Ara, local provision declined even further.

The creation of Te Pūkenga promised a chance to rebuild services across the country and reduce duplication. I had hoped this would open the door for stronger provision in Waitaki, but the reforms have since been reversed and the focus is now back on regional institutions.

With Otago Polytechnic once again standing on its own, I saw an opportunity to reopen the conversation about how they can serve the whole of Otago, including our district. I recently met with Megan Pōtiki (Executive Director) and Max Sims (Deputy Executive Director: Operations) to begin that discussion.

It is early days, but my message was clear: our community deserves equitable access to vocational training and education. The sooner services are restored in Waitaki, the stronger our local economy and opportunities for our people will be. Local access to courses in areas like the trades, health and social care, and agribusiness would give our young people pathways into work, help employers fill skill shortages, and allow more of our residents to train closer to home.

This is a conversation we will continue, and one we must keep insisting on.

Weston Fire Brigade 50^th Anniversary

I have appreciated my association with our local fire brigades over the years, especially as Mayor. They are amazing organisations, driven by the passion of volunteers and their willingness to serve their communities and people in need. Over the past twelve years, we have gone from having rural fire fighting as part of our Council to have them become part of the Otago Rural Fire Authority in 2014, then the eventual amalgamation with the fire service to become Fire & Emergency New Zealand in 2017.

The changes to the organisations have been major but that passion hasn’t changed. So, it was another special evening when Kerry & I joined the Weston Fire Brigade for their 50^th Anniversary this month. It was an opportunity to reflect on the events of the past 50 years, on the characters involved along the way and the many humorous anecdotes that were mentioned during the evening.

Congratulations to the brigade, to all those who have served over that time, and best wishes for the future!

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Josh Lee presents his Weston Fire Brigade 50th Anniversary plaque to current Brigade Chief, Richard Cranston

Oamaru/Waitaki Library 50^th Anniversary

It is also the 50^th anniversary of the Ōamaru Library! I have vague memories of going to the library when it was in the neighbouring Athenaeum building (now the Waitaki Museum & Archive). I don’t recall if I went to the small museum on top of a slight mound next door, but I do recall it being demolished and the mound levelled to become the site of the current library.

A lot of books have gone through the doors in the past 50 years, and activities have changed significantly over that time. The library is no longer just a place to loan books from, and the expectation they would become the community’s “living room” has been surpassed. Our library still delivers those services, but they are also places of education, cultural exploration and so much more.

We are very fortunate to have the number of libraries we do throughout the Waitaki district, and we are blessed with the dedication of the staff who provide many of the services people value and trust.

Congratulations on the 50^th anniversary, and best wishes for many, many more!

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Site of the current Ōamaru Public Library

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Scenes from the previous library in the Athenaeum Building

The Oamaru Blue Penguin Colony becomes Ōamaru Penguins

The Oamaru Blue Penguin Colony has entered an exciting new chapter with its relaunch as Ōamaru Penguins. The refreshed attraction tells a much broader story, from the prehistoric origins of penguins to the present day and now weaves in the unique geological narratives of the Waitaki Whitestone Geopark. This creates a world-class experience for visitors while deepening the connection between our natural heritage and our community.

It is remarkable to think how far the colony has come. What began as a group of dedicated volunteers protecting penguins once considered a pest has become one of Ōamaru’s most loved and successful visitor attractions. Their efforts not only safeguarded the kororā (little blue penguin) but also shifted attitudes, helping the community recognise the species as a taonga and a very tangible tourism and ecological asset.

Over time, the colony has grown into an internationally recognised tourism experience, attracting tens of thousands of visitors each year and contributing significantly to the Waitaki economy. The relaunch as Ōamaru Penguins builds on that legacy, offering a richer visitor journey and ensuring that both locals and visitors can better understand and appreciate the unique place penguins hold in our story.

This development reflects the vision and hard work of many people over the years, from the original volunteers to today’s professional team, and stands as an excellent example of how conservation, education, and tourism can work hand in hand. Ōamaru Penguins is not just about watching penguins; it is about celebrating who we are as a community, the environment we share, and the stories that make Waitaki unique.

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Te Rūnanga o Moeraki's CEO, Trevor McGlinchey, welcomes us to the revamped Ōamaru Penguins experience

Working with Mana Whenua in a true partnership

Over my time as Mayor, one of the most significant and rewarding shifts has been the strengthening of our relationship with mana whenua. What began as occasional engagement has grown closer to a genuine partnership.

This has not always been a straightforward journey. Building understanding takes time, patience, and commitment on both sides. But the progress has been clear to see. We now have stronger connections with Moeraki and other rūnaka, and their perspectives are increasingly woven into the way we approach issues, whether in planning, environmental stewardship, or community wellbeing.

The benefits of this collaboration are real and wide-ranging. Culturally, it helps us honour Te Tiriti o Waitangi and ensures that local Māori voices are heard and respected. Socially, it strengthens community cohesion. Environmentally, it supports approaches that value kaitiakitanga – caring for the land, water, and ecosystems we all depend on. Economically, it opens new opportunities through shared projects and partnerships.

I am also aware that challenges remain. Racism, misunderstanding, and fear can still emerge in our community, and it is our responsibility as leaders to call that out, to educate, and to encourage dialogue grounded in respect. True partnership means walking forward together, even when the path is not always smooth.

As I reflect on the past 12 years, I am proud of how far we have come, but even more hopeful about what lies ahead. The relationship between mana whenua and the Council is stronger than ever, and I believe it will continue to grow in a way that benefits not just Māori, but all of Waitaki.

Toitū te whenua, toitū te mana, toitū te tangata.
If the land is well, if the mana is upheld, the people will thrive.

Exploring Future-fit Local Government in Canterbury

Reform of local government is once again a live issue, with Environment Canterbury (ECan) leading work in recent months to explore whether our current local government structures are well placed to meet the challenges of the future. This has included looking at possible “future-fit” models for Canterbury, with findings now shared for discussion with territorial authorities, including Waitaki.

Why this work is underway

Since the last major reforms in 1989, local government has faced many incremental changes, but long-standing issues remain:

· Increasing responsibilities and unfunded mandates from central government.

· A heavy reliance on rates, creating affordability challenges alongside major infrastructure demands.

· Declining trust and participation in local democracy.

· Inconsistent approaches to partnership with mana whenua.

· Strained relationships between local and central government.

· In Canterbury, these issues are heightened by unique factors:

· Environmental pressures on rivers, groundwater, and coastal areas.

· A mix of urban, provincial, and rural councils across large land areas.

· Population change – strong growth in some areas and decline in others.

· The need to invest heavily in climate resilience and transport.

Strategic direction

ECan has developed position statements to guide its leadership. These emphasise:

· A maturing partnership with Ngāi Tahu as a critical partner across Waitaha Canterbury.

· Stronger, regionally informed environmental management to complement national standards.

· Supporting economic prosperity through sustainable resource use and innovation.

· Recognition that current structures and funding arrangements are unsustainable.

Models under consideration

To stimulate debate, four broad models have been outlined:

Combined Council – Mayors and mana whenua representatives form a regional body, while local councils continue to deliver services.

Unitary Council(s) – Regional and local government functions are merged, either into a single authority or several smaller unitary councils.

Regional Environmental Leadership Body – A dedicated regional entity manages environmental functions, with local councils focusing on place-based services.

Canterbury Assembly – A directly elected regional mayor chairs an assembly of local representatives and mana whenua, with hyper-local councils advocating for communities.

Each model has different strengths and weaknesses in terms of scale, financial sustainability, strategic capacity, and responsiveness to communities.

Next steps

This is not about choosing a single model now, but about creating the space for Canterbury’s councils, Ngāi Tahu rūnanga, and central government to continue the conversation. The Canterbury Mayoral Forum and other partners will have an important role in shaping that work.

Reflection for Waitaki

For Waitaki, the question is particularly relevant as around 8% of our population and almost 60% of our land area lies within Canterbury. Any changes to regional or local structures will need to carefully address our cross-boundary situation to ensure our communities on both sides of the Waitaki River are fairly represented and well served.

As Mayor, I am open to exploring change where it will deliver real benefits for our ratepayers and strengthen services. At the same time, I know our residents place high value on local representation – they like to know who they are voting for and who will speak for them. This is always a challenge in large regions with relatively small and dispersed populations, such as Canterbury and Otago. However, as I am on my final weeks in the role, it will be up to the next Mayor to decide whether to pick up this work and progress it in any particular direction. That will be their decision and the decision of the next Council.

My overarching view is that striking the right balance between efficiency, affordability, and genuine local democracy will be central to any model that is put forward.

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Some of the work and thinking that has gone into the potential reorganisation of local government in Canterbury

The Past Twelve Years

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Having served our community for 21 of the past 24 years, I thought it would be interesting to look at my original, rather rudimentary candidate brochure I photocopied off and delivered to homes around the Oamaru Ward. A long time ago...

I won’t get too carried away here as we also have valedictory speeches scheduled for this meeting for those of us who have decided to not stand in this year’s election. In fact, I will simply sign off with the words I used in my Ōamaru Mail column a couple of weeks ago:

This is my final column as Mayor of Waitaki. Over the years, this space has given me the chance to share updates, reflections, and sometimes challenges. Today, though, I want to use it to simply say thank you.

First, my thanks go to Allied Press and the Oamaru Mail team. A local paper is so much more than headlines – it’s a reflection of its community, telling our stories in our own voice. I’m grateful that they’ve provided space for elected members, including myself and our Councillors, to speak directly with you, the people we serve.

I also acknowledge the important volunteers who give so much of themselves to make Waitaki a better place. Their contributions span every part of our community, from sport, culture, and the arts, to supporting health and wellbeing, to stepping up in our times of greatest need. Whether it’s firefighters racing to a callout, St John volunteers offering care, our churches operating foodbanks, or Victim Support lending comfort, these people are the glue that holds communities together. True wealth isn’t always measured in dollars – it’s often found in the connections between people, and volunteers create so many of those connections. They have been a constant source of inspiration to me throughout my time as Mayor.

To my fellow elected members – Councillors and Community Board members, past and present – I thank you. Every person who has put their name forward has done so to try to make our district stronger. It’s not about status; it’s about service. The work is not always easy, but the intent is always about helping our community.

Equally important are the many staff who serve our district through their work at Council. I have been privileged to see first-hand the dedication they bring to their roles. Many of them put in long hours, they carry the weight of responsibility, and yes, sometimes they endure criticism that can be unfair. They, too, want the best for our district, and they deserve our respect. None of us – staff, Councillors, or Mayor – are perfect, and in a diverse community, what seems “right” to one person will often be seen very differently by another. But what unites us is the effort to do what we can, as best we can.

I also want to acknowledge mana whenua and the four papatipu rūnanga of Ngāi Tahu with strong and enduring interests in Waitaki – Moeraki, Puketeraki, Waihao, and Arowhenua. Their presence here is not only part of our past, but a vital part of our present and our future. I have valued the wisdom they bring, especially the long-term perspective that is so deeply embedded in te ao Māori. The concept of kaitiakitanga – guardianship of people, land, and resources – is a reminder to all of us who hold elected office that our decisions are not just about the here and now, but about the generations who will follow us. That kind of thinking is something our community and our leaders must continue to embrace if Waitaki is to thrive into the future.

On a personal note, I want to acknowledge those who have been especially important to me. The many community members who have offered encouragement along the way. Whether through support, or by being honest, but kind when they thought I could do better, you have all helped me to grow in this role. And most of all, my family. To Kerry, my children, my siblings, and my mum and my late father, and our wider whānau, your support has been my foundation - you have each played a part in allowing me to serve in this way. You have been part of my journey, and you have also felt the weight of criticism along the way. Your support has been significant, and I wouldn’t have coped without you.

Finally, to you – the people of Waitaki. I would never have been able to serve as your Mayor without your trust. Whether you agreed with me or disagreed, I have always worked to do my best for our district, not just for today but for tomorrow.

If I could hope for any legacy, it would not be bricks and mortar but opportunities: opportunities built on resilient infrastructure, on cultural and sporting chances for people to thrive, on jobs that allow our rangatahi to build full lives, and on a district that leverages its strengths to be the best place possible for all of us.

Thank you, Waitaki, for the privilege of serving you.

Mō tātou, ā, mō kā uri ā muri ake nei.
For us, and for our children after us.

Best wishes,

Gary Kircher

Mayor for Waitaki

Council

Meeting Agenda

30 September 2025

5 Memorandum Reports

5.1 Project Reclaim Final Report

Author: Steve Clarke, Solid Waste Specialist

Authoriser: Roger Cook, Director Natural and Built Environment

Recommendation

That Council receives and notes the report.

Purpose

To provide elected members with a final report in relation to Project Reclaim.

1. Executive Summary

Project Reclaim was initiated in response to an urgent environmental threat posed by three historic coastal waste sites in the Waitaki District — the Hampden closed landfill and two uncontrolled fill areas along Beach Road. Accelerating coastal erosion, worsened by climate change, had begun to expose buried waste in this ecologically and recreationally sensitive area, with NIWA data indicating erosion rates of up to one metre per year.

Council, in partnership with iwi, central government, stakeholders, and the local community, implemented a sustainable and cost-effective solution: the full removal and relocation of approximately 69,000 tonnes of legacy waste to a newly developed Class 1 engineered cell at the Palmerston Landfill.

2. Objectives and Strategic Outcomes

· Eliminate the environmental and public health risks posed by coastal landfill exposure

· Align with climate adaptation and managed retreat principles

· Remove contaminated material to a safe, consented landfill facility

· Engage transparently with iwi, community, and stakeholders

· Minimise costs through leveraging off central government funding and putting a case for waste related levy exemptions.

3. Timeline of Key Milestones AND COUNCILOR UPDATES

Date	Milestone
February 2021	WSP completes Detailed Site Investigation (DSI) for Beach Road sites. DSI recommends a Remedial Options Assessment (ROA) to manage site risks.
November 2021	Morrison Low (ML) awarded Contract 841 to complete a Feasibility Study and Business Case for remediation of Hampden and Beach Road landfills, and redevelopment of Palmerston Landfill.
February 2022	Feasibility Study and Business Case completed.
1st March 2022	Workshop held with Councillors to present Feasibility Study and Business Case findings.
June 2022	Project adopted into the 2022/23 Annual Plan.
10th November 2022	ML awarded Project 2428 to consult and lead procurement of remediation and landfill development contracts.
20th December 2023	Project Reclaim update via Council Activity Update report
8th February 2023	Progress workshop held with Councillors regarding procurement activities.
21st March 2023	Project Reclaim update via Council Activity Update report
22nd May 2023	Skevingtons awarded contract for Falcon Street Sewer Pipe installation.
20th June 2023	Project Reclaim update via Council Activity Update report
27th June 2023	Council meeting: Council approved Contract 901 be awarded to Fulton Hogan; Contract 919 be awarded to Waste Management.
19th September 2023	Project Reclaim update via Council Activity Update report
1st October 2023	Improvement works begin at Palmerston Landfill, including new lined cell development.
5^th December 2023	Project Reclaim update via Council Activity Update report
20th December	Governance Team site visit Palmerston Landfill
12th March 2024	Project Reclaim update via Council Activity Update report
11^th June 2024	Project Reclaim update via Council Activity Update report
June 2024	Excavation work begins at Hampden landfill.
1st August 2024	Excavation work begins at Beach Road landfill sites.
10th September 2024	Project Reclaim update via Council Activity Update report
12th November 2024	Councillor site visit Beach Rd
30th November 2024	Excavation works completed at all sites.
3^rd December 2024	Project Reclaim update via Council Activity Update report
13th December 2024	Intermediate landfill cap installation completed at Palmerston Landfill.

4. Budget and Funding Summary

Total Project Budget: $18.5 million

Total Project Cost: $9.95 million

*Project completed under budget despite increased volume of waste.

Funding Source	Contribution
Waitaki District Council	$9.95 million
Ministry for the Environment - Waste Levy Rebate	$4.05 million
Environmental Protection Agency – Emissions Trading Scheme Exemption	$1.5 million
Ministry for the Environment – Contaminate Sites and Vulnerable Landfills Fund	$3 million

Budgets were reviewed monthly with Project Manager keeping GM HER Group (Project Sponsor) updated.

Budgets reviewed regularly by the Performance, Audit and Risk committee.

5. Project Delivery Approach

· Contracting Model: NZS3916 design-build

· Delivery Team: Fulton Hogan, Waste Management NZ, Tonkin + Taylor

· Design Expertise: Tonkin + Taylor

· Engineer to Contract: Morrison Low

· Procurement Method: Early contractor engagement, collaborative bidding model

This collaborative model streamlined complex technical delivery, fast-tracked consenting, and enabled agile response to environmental conditions and scope growth.

6. Key Outcomes

· 69,000 tonnes of legacy waste removed from erosion-prone coastal landfills

· New Class 1 engineered landfill cell developed at Palmerston Landfill, compliant with leachate management standards

· Installation of improved leachate collection and stormwater separation systems at Palmerston Landfill

· Protection of marine ecosystems and culturally significant environments.

· Operating within the coastal and tidal zones with strict erosion and sediment controls

· Protecting local wildlife, including native lizards relocated from Hampden to Moeraki in partnership with DOC and Iwi.

· Mitigating impacts on penguin nesting sites by scheduling works outside breeding seasons

· Preserving cultural and archaeological sites of significance through early engagement with iwi

· Reinforced Council’s position as a leader in climate resilience and asset management

7. Environmental Enhancements at Palmerston Landfill

· Constructed new lined Class 1 cell with long-term containment

· Installed new sewer pipeline in Falcon St, Palmerston to connect the Palmerston Landfill to the Palmerston Waste Water Treatment Plant for the discharge of landfill leachate.

· Removed evaporation pond and remediated damaged stormwater line

· Ensured complete separation of leachate and stormwater

· Capped existing cells and enhanced environmental monitoring systems

· Temporarily closed landfill and retain future airspace capacity for strategic use prior to August 2027 consent expiry

8. Community and Stakeholder Engagement

· Ongoing engagement with local iwi, residents, schools, and interest groups

· Multiple community site visits, regular media updates, and a dedicated project website

· Strong support from stakeholders, including the Department of Conservation, Otago Regional Council, Iwi and residents

9. Cultural and Environmental Significance

· Honoured Te Ao Māori values, particularly kaitiakitanga (guardianship) of the marine environment

· Directly addressed the risk of landfill waste impacting penguin colonies and coastal habitats

10. Asset Management (AM) and Strategic Learnings

· Demonstrated best-practice alignment with Better Business Case (BBC) methodology

· Reflected core AM principles:

o Sustainable use of resources

o Risk management and asset resilience

o Long-term cost-effectiveness

o Protection of natural and community values

· Prompted internal discussion around climate-related asset retreat, especially for roads and Three Waters networks

· Illustrates the need for future managed retreat and infrastructure realignment strategies

11. Awards and Recognition

· Winner – 2025 Āpōpō Excellence Awards

· Finalist – 2025 WasteMinz Excellence Awards

· Case Study – MfE Coastal Risk Framework and Tonkin + Taylor Knowledge Hub

12. Conclusion

Project Reclaim was a complex, high-risk, and highly visible initiative successfully delivered by Waitaki District Council and its partners. It addressed a critical environmental challenge, protected marine and coastal ecosystems, and provided valuable long-term infrastructure and learnings for the region.

By acting early and collaboratively, Council avoided significantly higher future costs and established a new benchmark for integrated environmental and infrastructure decision-making.

Project Reclaim is an exemplar of sustainable environmental remediation, addressing the pressing risk of legacy waste contaminating the marine environment due to coastal erosion. The project recognised that historical landfill practices were no longer aligned with current expectations of environmental stewardship, especially among iwi and the wider community.

The project successfully removed approximately 69,000 tonnes of waste and contaminated material from erosion-prone coastal landfills and relocated it to a newly constructed Class 1 lined cell at Palmerston Landfill. This solution eliminated the long-term environmental risk, avoided future contamination events, and maximised the use of an existing Council-owned and consented landfill. By keeping waste disposal within the district, the project significantly reduced transport-related emissions and costs.

Broader Environmental Enhancements

The project delivered substantial environmental improvements at Palmerston Landfill, including:

· Construction of a new Class 1 HDPE-lined cell

· Decommissioning of the evaporation pond

· Installation of a dedicated leachate pipeline to the wastewater treatment plant

· Separation and remediation of stormwater systems to prevent cross-contamination

Strategic Asset Management Lessons

Project Reclaim also prompted broader consideration within Council of how to manage infrastructure affected by climate change, including the viability of long-term maintenance for roads like Beach Road. This reflective approach illustrates a responsible asset management strategy that integrates environmental risk, long-term cost, and community values.

Ultimately, Project Reclaim achieved its objective: removing significant environmental risk while demonstrating best-practice environmental, cultural, and financial stewardship in the face of climate change.

Council

Meeting Agenda

30 September 2025

6 Decision Reports

6.1 The Future Status of Beach Road North

Author: Paul Hayes, Assets Planning Manager

Authoriser: Roger Cook, Natural and Built Environment

Attachments: 1. Feedback from Long Term Plan Consultation ⇩

2. Costs of options for Beach Road North ⇩

Recommendation

That Council resolves to permanently close Beach Road North and instructs officers to pursue low-cost options to maintain and enhance public access for as long as erosion allows.

Decision Objective

To seek a decision from Council as to the future status of Beach Road North following the conclusion of Project Reclaim and taking into account public feedback through the 2025-34 Long Term Plan consultation.

Summary

Beach Road North has been closed since mid-2024 due to excavations to remove fly-tipped material during Project Reclaim. Public feedback on the future of the road was sought during consultation for the 2025-34 Long Term Plan and, while the aesthetic, recreational and cultural value of the coastal road was widely recognised, the largest number of respondents felt that the high costs and uncertainty associated with reopening the road made permanent closure a more prudent option.

Officers have assessed a range of reopening and closure options and considered whole of life costs over a 40 year period, including factors such as the placement and maintenance of rock protection, realignment of the road around the excavations and areas of land movement, maintenance of the road surface, widening of alternative transport routes, realignment of water infrastructure and eventual removal of roading assets at end of life.

Description of options	Cost over 40 years	NPV over 40 years
A: Realign and reopen Beach Road North
i. Beach Road North is reopened and remains open through 2065 and beyond	$9.25M	$7.21M
ii. Beach Road North is reopened but needs to be closed in 2065	$10.01M	$6.98M
iii. Beach Road North is reopened but remains viable for only 5-10 years with a low level of service before closure	$6.30M	$4.07M
iv. Beach Road North is reopened only between Old Bones Lodge and Awamoa Road	$7.90M	$4.86M
B: Confirm closure of Beach Road North
i. Assume road is permanently closed and all assets are removed now	$4.61M	$2.63M
ii. Assume road is permanently closed but is used as a cycleway through to 2065	$4.88M	$2.51M

context, analysis and advice

Background and Current Situation

(i) Project Reclaim

Through Project Reclaim, Council committed to undertaking the remediation of historic fly-tipping and landfill sites that were at risk of exposure due to coastal erosion. An environmental pollution incident was highly likely if Council had not committed to the remediation of the sites. Beach Road North was closed in mid-August 2024 between Old Bones Lodge to the corner just before the North Otago Golf Course to allow the excavation to occur.

It was known that one of the sites on Beach Road North extended under the road and would necessitate investment in reopening the road. However, whilst undertaking the work at the two sites located at Beach Road North, 58% more fly-tipped material was required to be removed than expected, with deposits and the resultant excavations extending further back under the road, severing the road in two locations.

(ii) Coastal Hazard Strategy

Council commissioned Beca in 2024 to assess coastal hazards along the North Otago coast and develop potential shoreline management options for 12 of the highest risk locations, including Beach Road North. The multi-criteria analysis outlined in Beca’s Waitaki Coastal Hazard Strategy - High Risk Sites Options Assessment Report (5/11/24) identifies managed retreat through the closure of Beach Road North as the highest scoring option.

(iii) 2025-2034 Long Term Plan Consultation on Beach Road North

At the Council Meeting held on 26 November 2024, Council agreed to consult with the community about whether to reopen Beach Road North as part of the 2025-34 Long Term Plan and that Beach Road North would remain closed until a decision to reopen it occurs. Three options with indicative costings were presented for the Long Term Plan consultation:

Option A: Realign the Road - Realign the road in a new position around the holes and install 42,000m3 of rocks to protect the 2.8km stretch of coastline.

Cost estimate: $12,650,000 (debt funded over 30 years), made up of Road Cost $720,000 + Rock Armouring $11,930,000.

Option B: Managed Retreat – Road Closure – Our preferred option - The road will close permanently to vehicular traffic.

Cost estimate: $50,000 (debt funded over 10 years) in 2025/26 for establishment of a walking/cycling track and beautification.

Option C: Close Beach Road North to Awamoa Road - Close a section of Beach Road North. Realign the road, reinstating the connection between Kakanui Beach Reserve and Awamoa Road.

Cost estimate: $4,200,000 (debt funded over 30 years)

A summary of public feedback on Beach Road North is provided as Attachment 1. The largest number of submissions (38%) recognised the high costs and uncertainty of erosion control efforts and were in favour of the option of managed retreat and road closure (Option B). This was roughly twice the number who favoured re-opening the road based on its scenic nature, cultural, tourism and recreational value, and the convenience of a coastal connection between Kakanui and Ōamaru.

Through the community engagement some additional options for the future of Beach Road North were suggested. These included turning it into a single lane road and/or an unsealed/gravel road, providing carparks for continued beach access, and creating a cycling track that links into town.

(iv) Council assets

Council assets that are affected by any decision to re-open or formally close Beach Road North are summarised below:

· 2.8km of road surface, including culverts and the bridge over Awamoa Creek. These assets have a combined value of $1.6 million.

· 2.5km of water main and wastewater main between Awamoa Creek and North Otago Golf Course were constructed in 2014 and have a combined book value of $1.5 million. Any rupture to these lines would cut the supply of water to Kakanui (North to South) and the conveyance of wastewater from Kakanui (South to North). The mains are located 10 to 20m to the west of Beach Road North.

Beach Road North carried around 500 vehicles per day before the August 2024 road closure. Traffic monitoring shows that most of these movements are now along Thousand Acre Road which now has average daily traffic of around 1,600 vehicles.

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Priority and Strategic Context

A decision around the future status of Beach Road North is important from a public interest viewpoint, but less so from a roading perspective given the proven viability of an alternative traffic route along Thousand Acre and Stonewall Roads. There is, however, some urgency around decision making given the continued coastal erosion that is making a reopening decision progressively more challenging and expensive.

Decision making should take into account the wider context of coastal erosion in North Otago and the need for a consistent and strategic approach.

Analysis and Discussion

As requested by Council, Officers have reviewed the issues associated with re-opening and formally closing Beach Road North between Old Bones Lodge and North Otago Golf Course. Costs have been estimated over a 40 year horizon through to 2065 and calculated in terms of raw expenditure and net present value^{^[1]} (NPV) applying a discount rate of 4% as used by Waka Kotahi NZTA.

Officers have taken a wider view of the cost components that are considered for the two options than was taken in the LTP document. These include:

· Rock protection – The LTP road realignment option was based on the Beca report which allowed for 42,000m³ of rock and turf reinforcement matting over 2.8km of coastline. Beca considered that this extensive protection “would provide adequate protection to avoid the relocation of the services” (page 50). Compared with this advice, a lesser degree of rock protection is considered to be more realistic and in line with measures undertaken with some success along other parts of the coastline. An allowance should be made for maintenance of the rock protection over its lifespan. It should be recognised that it would provide a lower level of protection than the full revetment recommended by Beca.

· Realignment around the dump sites – The excavations to remove fly-tipped material have cut the road in two locations, and localised realignments are required to reopen the road.

· Realignment around additional slips – Since Beach Road North was closed, two areas of additional slippage have advanced to the point that localised road realignments are now required. An allowance should be made for ongoing localised areas of slippage if anything less than Beca’s full revetment construction is constructed.

· Maintenance of Beach Road North – If Beach Road North is reopened, ongoing road maintenance will be required, including annual maintenance, periodic resealing and rehabilitation of the road surface, and renewal of culverts, signage, etc.

· Widening of Thousand Acre and Stonewall Roads – The analysis assumes that the additional vehicle movements shifted from Beach Road North to Thousand Acre and Stonewall Roads aren’t significant enough to have a noticeable impact on the maintenance and renewals regimes of these roads. It is assumed, however, that increased traffic volumes would trigger road widening (1m width per lane over 4.2km) as soon as a formal decision was made to close Beach Road North.

· Realignment of water and wastewater services – The water and wastewater mains running parallel to the closed section of Beach Road are only ten years old. Irrespective of any decision on Beach Road North, Council would aim to maintain these services in place for as long as possible to extract maximum value from this sunk cost. The pipes are set back 10 to 20m beyond the landward edge of the road and, even without any protection, could be expected to be safe from erosion for several decades. Even once threatened by erosion, it is probable that localised realignments could be employed in the first instance to maximise the life of the assets. For the purposes of this analysis, it is assumed that full realignment would be undertaken after 30 years if Beach Road North is permanently closed. The water main would be connected to the Hamnak Line at the junction of Thousand Acre and Stonewall Roads, whilst the wastewater main would continue along Stonewall Road to connect at the top of the sewer network on Awamoa Road.

· Cycleway – Public consultation clearly demonstrated a desire to maintain access for pedestrians and cyclists along Beach Road North in the event of its closure. Signage, protective barriers and periodic localised realignment around areas of slippage would be required, but no investment is allowed for in terms of erosion protection or road maintenance outside the bridge over Awamoa Creek.

· Removal of assets – It is assumed that infrastructure assets would be removed before they are undermined by erosion and fall into the sea.

The cost of options for Beach Road North are summarised below, with more detail provided in Attachment 2.

Council

Meeting Agenda

30 September 2025

6.2 Chief Executive and Corporate KPIs

Author: Alex Parmley, Chief Executive

Recommendation

That Council:

1. Adopts the Key Performance Indicators for the Chief Executive for the year ending 30 June 2026 (to be circulated as Attachment 1).

Decision Objective

To adopt the Chief Executive and Corporate Key Performance Indicators (KPIs) for the year ending 30 June 2026.

Summary

This report provides the proposed Chief Executive and Corporate Key Performance Indicators (KPIs) for the year ending 30 June 2026. These KPIs have been discussed informally with the Mayor and Councillors.

Background

The Chief Executive is responsible for advising Council, implementing policy, and delivering the services and development according to Council’s Long-Term Plan (LTP) and Annual Plan.

The Chief Executive is the Council’s only employee and is expected to work according to the role and leadership behaviour set out in the Local Government Act (LGA) and the relevant Position Description. The Council and the Chief Executive are expected to agree on key areas of performance each year. These in turn reflect the priorities for what the organisation overall, delivers through its staff, contractors and partnerships. The Chief Executive and Corporate KPIs and the Councils Strategic Framework are important tools by which the Council sets the priorities and objectives to be delivered by the organisation, and key performance indicators for the organisation, with the CE being accountable for ensuring organisational delivery.

The proposed CE and Corporate KPIs sets out two distinct areas:

1. The Priority Outcomes – these are the key outcomes/objectives that the CE and staff will work to deliver with the Governance Team and partners over the next one to two years.

2. Organisational (CE) Key Performance Indicators – these are the key priority measures to assess the health and performance of the organisation mapped to the Waitaki District Council Strategic Framework pillars.

The Priority Outcomes reflect a focus on the delivery of the Council’s Strategic Framework together with associated strategies and plans agreed by Council. This includes the continued change and continuous improvement of the organisation, following the Transformation Programme, to ensure it delivers more effectively and efficiently for the district and our communities; together with ensuring continued progress in delivering ambitions and outcomes for

· Prosperous Place,

· Strong Communities, and

· Valued Environment.

The KPIs do not attempt to list every item of work to be taken forward by the Chief Executive and the staff team. Instead, they set out the focus and priorities for the Chief Executive and the organisation to deliver the outcomes the Council has identified.

DISCUSSION

The Chief Executive’s and Corporate KPIs, as outlined in this report, continue to enable Council to deliver the Community Outcomes identified by this Council in the Strategic Framework and the associated strategies and plans. They also serve to prioritise the work of the CE and the Council, to ensure focus on the most important matters, given the range of competing demands. The Priority Outcomes identified support the delivery of the four Organisation Objectives in the Council’s Strategic Framework:

· Quality Services: Deliver modern, effective customer services within a culture of continuous improvement.

· Strong Communities: Support and enable our communities to improve wellbeing.

· Prosperous District: Develop and enable a thriving district economy, characterised by sustainable and inclusive growth.

· Valued Environment: Protect Waitaki’s natural and built environment for present and future generations.

It is recommended that the Priority Outcomes support the Strategic Framework and that KPIs are measures that will support assessment of progress in delivering the Strategic Framework and the Priority Outcomes. They provide a measurable framework for aligning the performance of the Chief Executive and the organisation with the Council’s outcomes and priorities. Adding other KPIs may dilute the focus and accountability and create confusion or inconsistency in the reporting and evaluation process.

If adopted, there will be further discussion with the new Council following elections and induction on the KPIs and if necessary, adjustments will be made to reflect the aspirations and priorities of the new Council.

Summary of Options Considered

Option 1 – Adopt the Chief Executive and Corporate KPIs for the year ending 30 June 2026, as proposed (Recommended)

Option 2 – Adopt the KPIs for the Chief Executive for the year ending 30 June 2026, with any amendments agreed at this meeting

Option 3 – Do not adopt the KPIs for the year ending 30 June 2026.

Assessment of Preferred Option

Option 1 is the preferred option as it represents an ambitious and substantial body of work to be taken forward over the coming year. It has been carefully considered within the Organisational Performance Management Framework developed for Council, with defined outcomes and measures of success that will enable progress to be clearly assessed and monitored. Adoption of the KPIs will enable clarity to be given to the whole staff team of the work priorities and enable delivery to be commenced.

Option 2 is not preferred, as adding to or amending the KPIs may risk the KPIs not being able to be achieved or not being measurable.

Option 3 is not a desirable option. It is a legal requirement for KPIs to be in place to manage the Chief Executive’s performance under the Local Government Act 2002. If KPIs are not agreed, then the priorities and workplan for the Chief Executive and the organisation will not be clear for the year ahead.

Conclusion

It is a legal requirement for Council to agree with the Chief Executive key performance indicators for the Chief Executive on an annual basis and to adopt these. The proposed KPIs represent an ambitious programme of work to deliver the Strategic Framework of Council, continue to progress the development of the organisation and to deliver priority outcomes for the district and communities.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Prosperous District

· Attractive to new opportunities

· Supporting local businesses

· Fostering a diverse and resilient economy

Strong Communities

· Enabling safe, healthy communities

· Connected, inclusive communities

· Promoting a greater voice for Waitaki

· Celebrating our community identity

Quality Services

· Robust core infrastructure and services

· Community facilities and services we are proud of

Valued Environment

· Protecting our diverse landscapes and water bodies

· Meeting environmental and climate change challenges

Legal Considerations

Legal considerations are addressed in the body of this report.

Council

Meeting Agenda

30 September 2025

6.3 Capital Works Programme Approval

Author: Mark Renalson, Project Management Office Manager

Authoriser: Paul Hope, Director Support Services

Attachments: 1. Corriedale Water Quality Upgrades presentation ⇩

Recommendation

That Council:

Approves project commencement for the Corriedale Water Supply upgrades, which will likely impact rates for end users.

Acknowledges that installation of end-point treatment units as being the most likely compliance pathway under the Acceptable Solutions framework.

Decision Objective

To seek Council approval for the Corriedale Water Upgrade Project for potential end-point treatment systems across the Corriedale mixed-use rural water schemes, in alignment with legislative requirements and to ensure compliance with drinking water standards.

Summary

End-point water treatment units are being reviewed for potential use as an acceptable solution to meet the Drinking Water Standards for New Zealand. A key characteristic of this approach is that water is not treated through a centralised system, but rather at the point of use, specifically at each dwelling or property, where dedicated residential treatment equipment would be installed.

The Corriedale supply is classified as a mixed-use rural scheme, where at least 50% of the water is used for agricultural purposes. The proposed treatment units will require ongoing operational support, including the replacement of consumables (such as filters and UV bulbs), water quality testing, as well as associated administrative oversight. As these ongoing operational costs will likely increase targeted rates for this area, a previous Council resolution requires Council approval to continue.

decision-making expectations

Governance Decision-Making:

Although funding for the project has already been approved through the Long Term Plan and initial work has commenced, early financial modelling has identified a likely increase to targeted rates. In accordance with a previous Council resolution, any project with potential rating impacts must return to Council for formal approval before proceeding further.

Operational Decision-Making:

The Project Management Office (PMO), in collaboration with Infrastructure and CWML, will manage solution development and approval, the procurement process, contractor engagement, installation of treatment units and coordination of ongoing operational support. Operational teams will also oversee consumables replacement, water quality testing and asset updates.

Communications

Media Releases – contributed to by officers and Elected Members

Media/public enquiries regarding governance decision-making topics above can be addressed by governance

Media/public enquiries regarding operational decision-making topics above can be addressed by officers

Summary of Decision-Making Criteria

	No/Moderate/Key		No/Moderate/Key
Policy/Plan	Moderate	Environmental Considerations	Moderate
Legal	Moderate	Cultural Considerations	Moderate
Significance	Key	Social Considerations	Moderate
Financial Criteria	Key	Economic Considerations	Moderate
Community Views	Moderate	Community Board Views	No
Consultation	Moderate	Publicity and Communication	Moderate

Background

The Corriedale Water Quality Upgrade project consolidates upgrades four rural schemes: Awamoko, Kauru Hill, Windsor and Tokarahi. These schemes are currently non-compliant with Taumata Arowai drinking water standards due to current treatment methods currently being below that which is stipulated in the Drinking Water Quality Assurance Rules set down under section 49(1)(a) of the Water Services Act 2021.

The Rules focus upon larger schemes for which centralised treatment is usually the most viable option from a cost perspective. For smaller schemes, where there is less than 500 people, or where at least half of the water is used for agricultural purposes, centralised treatment usually becomes cost ineffective, and a Taumata Arowai Acceptable Solution may instead be used.

Taumata Arowai under section 50 of the Water Services Act 2021, have issued by way of Notice, the Water Services (Mixed-use Rural) Drinking Water Acceptable Solution 2025. This Solution allows for the use of end-point treatment systems that are installed on residential properties and treat the water as it enters the residence. This is the solution that is currently being explored and confirmed for the Corriedale schemes.

Following site visits and preliminary discussions with CWML, and once Council approval to proceed is obtained, Fluent Consultants will be engaged to produce a Solution Report, so that this matter can proceed in an expedited manner. The report will recommend the most appropriate solution available and early indications have been that end-point treatment is the most viable option within the available budget. The total budget is $4.4 million, with $400,000 allocated for contingency, professional services and potentially contingency consumable stock. The remaining funds will be used for supply and installation of treatment units.

Summary of Options Considered

Option 1 – Council supplies and installs end-point treatment units via contract, with ongoing consumables provided through CWML Contract (Preferred Option)

Under this model, Council would procure and install end-point treatment units at each dwelling through a centralised contract. The units would be standardised across all four schemes (Awamoko, Kauru Hill, Tokarahi and Windsor) and include multi-stage filtration, UV disinfection and backflow prevention. Ongoing supply of consumables (filters, UV bulbs) would be managed through CWML or a nominated contractor, with costs recovered via targeted rates.

Advantages:

· Ensures full compliance with Taumata Arowai’s Acceptable Solutions framework.

· Enables standardisation of equipment, simplifying maintenance and monitoring.

· Leverages Council’s bulk purchasing power to reduce unit and consumables costs.

· Allows for verifiable installation and scheduled replacement of consumables.

· Minimises administrative burden on ratepayers and ensures equity of service.

Challenges:

· Requires upfront capital investment and ongoing operational funding.

· Council retains responsibility for ensuring ongoing compliance and performance.

· Will require long term support for consumables CWML.

Option 2 - Require users to purchase, install, and maintain units independently, with Council verifying compliance.

This option would shift responsibility to individual property owners to purchase, install and maintain their own end-point treatment units. Council would still be legally responsible for ensuring compliance, meaning it would need to verify that each unit is correctly installed, maintained and functioning as intended. This option was considered but ultimately not recommended due to the high compliance risk and administrative complexity.

Advantages:

· Reduces initial capital outlay for Council.

· Empowers property owners to manage their own systems.

Challenges:

· Council remains legally accountable under the Water Services Act

· Requires significant administrative oversight to verify compliance

· Risk of inconsistent installation, non-standard equipment and non-compliance

· Loss of bulk purchasing power increases cost per unit

· Likely to require additional FTEs to manage verification and enforcement

· Difficult to ensure equity across the community

· Not a cost effective as a standardised unit installed by Council (i.e. Option 1)

Option 3 – Centralised treatment system (ruled out due to cost and feasibility).

This option would involve constructing a centralised water treatment facility for each scheme. While this approach aligns with traditional water supply models, it was ruled out early due to cost, complexity and feasibility constraints.

Advantages:

· Centralised control and monitoring of water quality.

· Familiar model for water treatment and asset management.

Challenges:

· Significantly higher capital and operational costs (well beyond the $4.4M budget/quotes received at $12m).

· May require land acquisition, consenting and complex infrastructure upgrades.

· Longer delivery timeframe and higher risk of delays.

· Not viable for dispersed rural populations with mixed-use supply.

Assessment of Preferred Option

The preferred option, Council-led supply and installation of end-point treatment units via contract, offers the most effective, equitable and compliant pathway for addressing water quality issues across the Corriedale schemes. This approach ensures standardisation of equipment, simplifies procurement and enables bulk purchasing efficiencies. It also allows Council to maintain oversight of installation quality, consumables replacement and ongoing compliance with Taumata Arowai’s Acceptable Solutions framework.

Alternative options, such as user-led installation and centralised treatment, were assessed but found to be either administratively burdensome or financially unviable. User-led models would ultimately be more expensive due to the lack of bulk purchasing, require significant Council resources to verify compliance and would introduce risks related to inconsistent installation and maintenance. Centralised treatment systems were ruled out due to high capital costs, complex infrastructure requirements and incompatibility with the mixed-use rural supply model.

The preferred option aligns with Council’s strategic priorities, supports public health outcomes, is the most cost-effective option for Council / users and will facilitate an expedited return to compliance.

Conclusion

The Corriedale Water Quality Upgrade is a strategically important and legislatively mandated initiative that addresses non-compliance across four rural water schemes. The recommended delivery model, Council-led supply and installation of end-point treatment units, is fiscally prudent, and ensures regulatory compliance and operational sustainability.

Council approval is now sought to proceed with implementation, acknowledging the financial impact on targeted rates and the legal obligation to act. This decision will enable the project to move forward with solution design, procurement, community engagement and installation, ensuring safe and reliable drinking water for affected residents.

It is important to note that this is notification only of the potential impact on rates and charges. A decision on the funding mix and approach will be made in later report.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Prosperous District

· Attractive to new opportunities

· Supporting local businesses

· Fostering a diverse and resilient economy

Strong Communities

· Enabling safe, healthy communities

· Connected, inclusive communities

· Promoting a greater voice for Waitaki

· Celebrating our community identity

Quality Services

· Robust core infrastructure and services

· Community facilities and services we are proud of

Valued Environment

· Protecting our diverse landscapes and water bodies

· Meeting environmental and climate change challenges

Policy and Plan Considerations

The project aligns with the Water Services Act 2021 and Taumata Arowai’s Acceptable Solutions framework. It supports Council’s Long Term Plan objectives by delivering safe, compliant drinking water infrastructure to rural communities.

Community Views

Initial engagement with CWML and Corriedale community representatives has highlighted their strong commitment their schemes, infrastructure and water quality. A targeted communications programme is planned to ensure transparency and gather feedback prior to solution approval and implementation. Community representatives are aware and understanding of the financial limitations that will influence the chosen solution.

Financial Considerations

The total approved budget for the Corriedale Water Quality Upgrade is $4.4 million, funded through internal loans and depreciation reserves. Approximately $400,000 is allocated for contingency and professional services, with the remaining budget dedicated to the supply and installation of end-point treatment units.

Ongoing operational costs are estimated at $230,000 per annum, primarily for consumables such as filters and UV bulbs. It is currently intended that these costs will be recovered through targeted rates applied to affected properties. Additional contractor administration costs for consumables distribution are yet to be finalised.

Legal Considerations

Council is legally obligated to ensure compliance with the Water Services Act 2021 and Taumata Arowai’s Drinking Water Quality Assurance Rules. The Corriedale schemes are currently non-compliant and failure to act may result in enforcement action, reputational damage and increased public health risk.

The Acceptable Solutions framework provides a legally recognised compliance pathway for mixed-use rural supplies, allowing Council to meet its obligations without preparing a full Drinking Water Safety Plan. Adoption of this framework requires formal notification to Taumata Arowai and implementation of end-point treatment systems that meet specified standards.

Environmental Considerations

The project directly contributes to improved environmental outcomes by ensuring safe and compliant drinking water across four rural schemes. It reduces reliance on untreated or inadequately treated water sources, thereby lowering the risk of contamination to local water bodies and ecosystems.

The use of end-point treatment systems also supports decentralised infrastructure, which is more adaptable to rural landscapes and less disruptive to natural environments. The project aligns with Council’s strategic goal of meeting environmental and climate change challenges through resilient infrastructure.

Publicity and Community Considerations

A targeted communications programme will be delivered in partnership with CWML to ensure affected residents are informed and engaged throughout the project lifecycle. This includes direct communication regarding installation timelines, operational impacts and changes to targeted rates.

Media releases will be coordinated with elected members as necessary, and public enquiries will be managed by officers. Community feedback will be incorporated into the final design and delivery approach, ensuring transparency and building trust in Council’s water services.

Council

Meeting Agenda

30 September 2025

6.5 Minor Amendments to Roading Bylaw 2020

Author: Andrew Bardsley, Regulatory & Compliance Manager

Authoriser: Roger Cook, Director Natural and Built Environment

Attachments: 1. Roading Bylaw 2020 - Parking machine changes ⇩

Recommendation

That Council:

1. Approves minor amendments to the Roading Bylaw 2020 – Parking, and that any amendments will apply from the time the replacement parking machines become operational.

Decision Objective

For Council to approve minor administrative amendments to the Roading Bylaw 2020 – Parking (refer Attachment 1)

Summary

The Roading Bylaw 2020 – Parking, is Councils mechanism for controlling metered parking zones, outlining approved payment methods and the conditions of use.

The replacement of the current Pay and Display parking machines with Pay by Plate machines will require minor changes to the Roading Bylaw 2020 to ensure Council modifies the information provided to the public on the changes to the operation of parking machines and accepted payment methods.

decision-making expectations

Governance Decision-Making:

To determine parking policy

Operational Decision-Making:

To implement changes to parking policy

Communications

Media Releases – contributed to by officers and Elected Members

Media/public enquiries regarding governance decision-making topics above can be addressed by governance

Media/public enquiries regarding operational decision-making topics above can be addressed by officers

Summary of Decision-Making Criteria

	No/Moderate/Key		No/Moderate/Key
Policy/Plan	Key	Environmental Considerations	No
Legal	Key	Cultural Considerations	No
Significance	Moderate	Social Considerations	No
Financial Criteria	No	Economic Considerations	Moderate
Community Views	No	Community Board Views	No
Consultation	No	Publicity and Communication	Key

Background

A Council resolution on 27 May 2025 approved the replacement of the current parking machines with Pay by Plate cashless models.

The machines being replaced are Pay and Display models requiring the user to display a paper receipt in their vehicle upon payment by card, app or coins.

The new machines are paperless and require the user to only enter their vehicle registration number and payment is made via card, app or QR code. There is no requirement to display a receipt.

The Councils current Roading Bylaw 2020 - Parking refers to users displaying a receipt and using coins as a means of payment. This information is no longer relevant and is required to be updated in line with the guidelines for usage of the new machines.

The changes requested are addressed on Page 11 Part 5.4, Page 13 Part 9.1 and Pages 14, 15 Part 10.3 to 10.9 of the attached Roading Bylaw 2020 – Parking. (refer Attachment 1)

Summary of Options Considered

Option 1 – Adopt minor changes to the Roading Bylaw 2020 – Parking (Recommended)

This option will remove any inconsistencies between the current Roading Bylaw for parking and the

operational requirements of the replacement parking machines.

Option 2 – Does not adopt minor changes to the Roading Bylaw 2020 – Parking

This option will render the current Roading Bylaw unenforceable in relation to the parking related

compliance guidelines for the replacement parking machines.

Assessment of Preferred Option

Making the requested minor changes to the Roading Bylaw is required to align it with changes to the operational requirements of the replacement machines. These include a change from Pay and Display to Pay by Plate and payment methods. Without these changes officers will be unable to carry out enforcement for non-compliance relating to parking behaviour in our metered parking areas.

Conclusion

The recent Council decision to replace our parking machines was required to address their outdated technology and increasing maintenance issues. The new models improved operational reliability, and technology has necessitated changes to the Roading Bylaw to align with the operational changes for using the new machines.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Prosperous District

· Attractive to new opportunities

· Supporting local businesses

· Fostering a diverse and resilient economy

Strong Communities

· Enabling safe, healthy communities

· Connected, inclusive communities

· Promoting a greater voice for Waitaki

· Celebrating our community identity

Quality Services

· Robust core infrastructure and services

· Community facilities and services we are proud of

Valued Environment

· Protecting our diverse landscapes and water bodies

· Meeting environmental and climate change challenges

Policy and Plan Considerations

The required administrative amendments will ensure the Roading Bylaw 2020-Parking is fit for purpose to fairly inform the community and to support the compliance and enforcement functions for paid parking

Community Views

Consultation is not required; however these amendments will inform the public of usage and payment requirements associated with the use of the new parking infrastructure.

Financial Considerations

Without the requested amendments the ability to collect the current parking related fee and enforcement fines would be incompatible with the bylaw.

Legal Considerations

The amendments to the bylaw are required to allow WDC to legally enforce the requirement to pay for parking.

Environmental Considerations

There are no environmental considerations.

Publicity and Community Considerations

The changes will be widely disseminated to the public via our community engagement team. This will include information about the changes, guidance on how to use machines and identifying any changes to the paid parking requirements. Community feedback will be sought via our ‘Let’s Talk’ website page.

Council

Meeting Agenda

30 September 2025

6.6 Report to Alcohol, Regulatory and Licensing Authority (ARLA)

Author: Andrew Bardsley, Regulatory & Compliance Manager

Authoriser: Roger Cook, Director Natural and Built Environment

Attachments: 1. Alcohol Regulatory and Licensing Authority - Annual Report 2024 - 2025 ⇩

Recommendation

That Council:

1. Formally receives the 2024/2025 Alcohol Regulatory and Licensing Annual Report, and

2. Acknowledges that resolving point 1 above will also enable the Annual Report to be publicly notified on Council’s website pursuant to legislative requirements

Decision Objective

That Council formally receives the 2024/2025 Alcohol Regulatory and Licensing Authority (ARLA) annual report for the Waitaki district (included as Attachment 1).

Summary

This annual report fulfils the statutory requirements of Section 199 of the Sale and Supply of Alcohol Act 2012. It provides a comprehensive overview of alcohol licensing activities in the Waitaki District for the reporting period, ensuring transparency, accountability, and compliance with legislative obligations.

New Zealand Medical Journal data suggests that more than half of physical and sexual assaults involve alcohol consumption by the offender. Equally, national police data shows that almost 50% of family harm incidents involved either the offender or victim being affected by alcohol.

Policy interventions, such as limiting trading hours, appear to reduce assault-related harm, a tangible indication of how alcohol availability impacts violence rates.

The steady state of alcohol licensing activity and increased community engagement signal a positive trend in public involvement and regulatory compliance. Continued focus on stakeholder collaboration and public participation will further strengthen the Council's ability to address alcohol-related issues effectively.

decision-making expectations

Governance Decision-Making:

The report is approved, and statutory reporting requirements are met

Operational Decision-Making:

None

Communications

Media Releases – contributed to by officers and Elected Members

Media/public enquiries regarding governance decision-making topics above can be addressed by governance

Media/public enquiries regarding operational decision-making topics above can be addressed by officers

Summary of Decision-Making Criteria

	No/Moderate/Key		No/Moderate/Key
Policy/Plan	Moderate	Environmental Considerations	No
Legal	Key	Cultural Considerations	No
Significance	Moderate	Social Considerations	Moderate
Financial Criteria	No	Economic Considerations	No
Community Views	Moderate	Community Board Views	No
Consultation	No	Publicity and Communication	Key

Background

The Alcohol Regulatory and Licensing Authority (ARLA) is required to provide an annual report to the Minister of Justice each year detailing alcohol licensing activities for each district. To achieve this, the Waitaki District Licensing Committee (DLC) is required to provide an annual report to ARLA detailing records of all licensing application decisions.

Section 65(1) of the Sale and Supply of Alcohol Act 2012 requires the Waitaki District Council to provide a detailed list of names, addresses, and types of licensed premises currently operating in our district and a breakdown showing revenue from licensing fees.

Council as the Licensing authority is required to publicly notify the ARLA Annual report, to meet the requirements of section 199(4)(5) Sale and Supply of Alcohol Act 2012. The report is a public record and is required to be made available on an Internet site maintained by or on behalf of the territorial authority for a period of no less than 5 years.

Commentary on current alcohol-related trends and issues is also provided by the Chair of the DLC on pages 2 – 3 of the report.

Summary of Options Considered

Option 1 – The 2024/2025 annual ARLA report is formally received by Council (Recommended).

Option 2 – The 2023/2024 annual ARLA report is not formally received by Council.

Assessment of Preferred Option

Option 1 is the recommended option. It will enable the report to be publicly notified and made available to the public on Council’s website, which is a requirement of section 199(5) of the Sale and Supply of Alcohol Act 2012. This will promote transparency and accountability of Council to its community.

Next Steps

The Regulatory & Compliance Manager will have the report published on the WDC website.

Conclusion

District Licencing Committees are an important link between communities, police and public health in considering licencing related matters in the sale and supply of alcohol. It is important that communities have a voice in this decision-making process supported by statistical and trend analysis.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Prosperous District

· Attractive to new opportunities

· Supporting local businesses

· Fostering a diverse and resilient economy

Strong Communities

· Enabling safe, healthy communities

· Connected, inclusive communities

· Promoting a greater voice for Waitaki

· Celebrating our community identity

Quality Services

· Robust core infrastructure and services

· Community facilities and services we are proud of

Valued Environment

· Protecting our diverse landscapes and water bodies

· Meeting environmental and climate change challenges

Policy and Plan Considerations

Reporting on alcohol-related licensing activity is important as it provides trend analysis, helping Council officers identify patterns and trends in alcohol related licencing, allowing for more informed decision-making. By understanding these trends, the Council can allocate resources more effectively to areas that need the most attention.

Community Views

Regular reporting ensures that the community is kept informed about alcohol licensing matters, fostering trust and accountability. It provides an opportunity for the community to engage with the Council on these issues, ensuring that their concerns and suggestions are considered.

Financial Considerations

Alcohol licencing fees are set within the Sale and Supply of Alcohol Act 2012.

Legal Considerations

It is a legislative requirement under s199 of the Sale and Supply of Alcohol Act 2012 to report on proceedings and operations over the previous year. Option 1 ensures the legislative requirement is met. There are no further risks identified.

Environmental Considerations

There are no identified environmental considerations.

Publicity and Community Considerations

S199 (5) of the Sale and Supply of Alcohol Act 2012 requires copy of every annual report be made available by the territorial authority for inspection free of charge and be made available on an Internet site maintained by or on behalf of the territorial authority for a period of not less than 5 years

Council

Meeting Agenda

30 September 2025

6.7 Annual Dog Report

Author: Andrew Bardsley, Regulatory & Compliance Manager

Authoriser: Roger Cook, Director Natural and Built Environment

Attachments: 1. Sec 10A Dog Report 2024-25 ⇩

Recommendation

That Council:

1. Approves the Annual Dog Control S10A Policy and Practices Report 2024/25 in order that the report can be publicly notified and made publicly available

Decision Objective

To seek Council’s approval of the Annual Dog Control S10A Report for 2024/25 (included as Attachment 1).

Summary

Annual reporting of the information required by Section 10A of the Dog Control Act 1996 (the Act) enables Council to meet its statutory obligations.

decision-making expectations

Governance Decision-Making:

The report is approved, and statutory reporting requirements are met.

Operational Decision-Making:

None

Communications

Media Releases – contributed to by officers and Elected Members

Media/public enquiries regarding governance decision-making topics above can be addressed by governance

Media/public enquiries regarding operational decision-making topics above can be addressed by officers

Summary of Decision-Making Criteria

	No/Moderate/Key		No/Moderate/Key
Policy/Plan	Moderate	Environmental Considerations	No
Legal	Key	Cultural Considerations	No
Significance	Key	Social Considerations	No
Financial Criteria	No	Economic Considerations	No
Community Views	No	Community Board Views	No
Consultation	No	Publicity and Communication	Key

Background

Annual reporting of the information required by Section 10A of the Dog Control Act 1986 (the Act) enables Council to meet its statutory obligations under the Act. Waitaki District Council is required to report annually on its dog control policy and practices to comply with that legislative requirement. The relevant clause from the Act is provided below, for ease of reference:

‘10A Territorial authority must report on dog control policy and practices

(1) A territorial authority must, in respect of each financial year, report on the administration of—

(a) its dog control policy adopted under section 10; and

(b) its dog control practices.

(2) The report must include, in respect of each financial year, information relating to—

(a) the number of registered dogs in the territorial authority district:

(b) the number of probationary owners and disqualified owners in the territorial authority district:

(c) the number of dogs in the territorial authority district classified as dangerous under section 31 and the relevant provision under which the classification is made:

(d) the number of dogs in the territorial authority district classified as menacing under section 33A or section 33C and the relevant provision under which the classification is made:

(e) the number of infringement notices issued by the territorial authority:

(f) the number of dog related complaints received by the territorial authority in the previous year and the nature of those complaints:

(g) the number of prosecutions taken by the territorial authority under this Act.

(3) The territorial authority must—

(a) give public notice, as defined in section 5(1) of the Local Government Act 2002, of the report; and

(b) make the report publicly available, as described in section 5(3) of that Act.’

Summary of Options Considered

Option 1 – The 2024/25 Annual Dog Report is approved (Recommended)

Option 2 – The 2024/25 Annual Dog Report is not approved.

Assessment of Preferred Option

Approval of the report enables the report to be publicly notified and made publicly available on Council’s website. This promotes transparency and accountability of Council to its communities.

Conclusion

The Annual Dog Control Policy and Practices report summarises key information which is mandatory for Council to report on. It also provides context to animal management operations which will assist the community to understand unique challenges of dog control in the district and the services which are financed through collection of dog registration fees.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Prosperous District

· Attractive to new opportunities

· Supporting local businesses

· Fostering a diverse and resilient economy

Strong Communities

· Enabling safe, healthy communities

· Connected, inclusive communities

· Promoting a greater voice for Waitaki

· Celebrating our community identity

Quality Services

· Robust core infrastructure and services

· Community facilities and services we are proud of

Valued Environment

· Protecting our diverse landscapes and water bodies

· Meeting environmental and climate change challenges

Policy and Plan Considerations

Council and the community be satisfied that the key outcomes for dog control in Waitaki district are being met.

Legal Considerations

Council must meet its statutory obligations to report annually on dog control practices and policy.

Publicity and Community Considerations

Public notification and publication of the report enables the community to be informed about dog control practices and policy.

Council

Meeting Agenda

30 September 2025

6.8 Loch Laird Labour Weekend Liquor Band

Author: Lindsay Hyde, Recreation Specialist

Authoriser: Roger Cook, Director Natural and Built Environment

Attachments: 1. 20250930 Alcohol Ban Area 2025 ⇩

Recommendation

That Council:

1. Agrees to designate the area in Loch Laird shown in Attachment 1 as a specified public place under the Waitaki Alcohol Ban Bylaw 2018 from 5.00pm on Friday 24 October 2025 (being the Friday preceding Labour Weekend 2025) to 12.00am on Tuesday 28 October 2025 (being the Tuesday following Labour Weekend).

Decision Objective

To place an alcohol ban on the upper terrace of Loch Laird and the foreshore between Loch Laird and Wildlife camp for Labour Weekend in 2025 to protect the community and improve safety.

Summary

The upper terrace of Loch Laird has been a de-facto venue for an informal party at Labour Weekend. This historically created a variety of unsafe situations and anti-social behaviour, much of it related to the consumption of alcohol. Over the past four years, an alcohol ban resulted in the usual party participants making other arrangements and contributed to a reduction of the issues that have been experienced in Otematata over the Labour Weekend period prior to the ban being in place.

It is proposed to put a ban in place for 2025.

In accordance with the Waitaki Alcohol Ban Bylaw 2018, Council may add an area as a specified public place in which an alcohol ban is instituted for a specified period. Council must formally resolve a specified period during which the ban will apply. That resolution must then be publicly notified at least 14 days before it shall take effect. Consequently, Council must decide each year whether to institute an alcohol ban for the Loch Laird area and, if so, for what specified period.

decision-making expectations

Governance Decision-Making:

Implementation of Alcohol Ban area for Labour Weekend in 2025

Operational Decision-Making:

Implementation and delivery of the Alcohol Ban

Communications

Media Releases – contributed to by officers and Elected Members

Media/public enquiries regarding governance decision-making topics above can be addressed by governance

Media/public enquiries regarding operational decision-making topics above can be addressed by officers

Summary of Decision-Making Criteria

	No/Moderate/Key		No/Moderate/Key
Policy/Plan	Moderate	Environmental Considerations	No
Legal	Moderate	Cultural Considerations	No
Significance	No	Social Considerations	Key
Financial Criteria	No	Economic Considerations	No
Community Views	Key	Community Board Views	Moderate
Consultation	No	Publicity and Communication	Key

Background

For up to 20 years, the upper terrace at the Loch Laird Campground has been the de-facto location for predominantly high school-aged students to ‘party’ on Labour Weekend. While the land is not provided as a venue for these activities, Council is perceived by some to be providing an official, managed community event. As an uncontrolled event, participants and the local community are put at risk. Alcohol is a major contributor to the anti-social behaviour.

Prior to the 2021 Labour Weekend, a taskforce comprising of Police representatives, Councillors, Community Board members, Council officers, and other community representatives discussed options to reduce this risk. The taskforce identified the following actions for implementation for Labour Weekend 2021:

1. Council to implement a temporary alcohol ban for the top paddock by Loch Laird and the foreshore between Loch Laird and Wildlife campground.

2. Increased Police presence and extra camp and security staff.

3. Lighting improvements.

4. Increased communication around the risks.

These actions have successfully mitigated negative behaviours last three Labour Weekend periods.

Due to the success of the above measures, officers are recommending the same approach as was undertaken in 2024. Our camp management staff will be onsite and if any issues arise the team will contact the local police.

Alcohol Ban

Section 10 of the Waitaki Alcohol Ban Bylaw 2018 provides for Council to:

• From time to time by resolution, specify additional periods during which the bringing of alcohol into a public place and the possession or consumption of alcohol in a public place may be prohibited and (in conjunction with such a prohibition) the presence or use of vehicles may be regulated or controlled. The Council may make such a resolution in relation to any planned public event, function or social gathering to be held in a public place or in relation to a period when the congregation of a large number of people in a public place is anticipated.

• From time to time by resolution, specify additional public places that are to be defined as Specified Public Places and in relation to which the provisions of this Bylaw relating to the prohibition, regulation or control of alcohol and vehicles may apply during a Specified Period.

• Every resolution made shall be publicly notified at least 14 days before it shall take effect.

Section 11 of the Waitaki Alcohol Ban Bylaw 2018 requires Council to be satisfied that:

• There is evidence that the area to which the bylaw applies has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area; and

• The bylaw is appropriate and proportionate considering the evidence and can be justified as a reasonable limitation on people’s rights and freedoms.

A temporary Alcohol Ban is in place in designated areas of Otematata from Labour Weekend until Queen's Birthday Weekend under the Waitaki Alcohol Ban Bylaw 2018. This does not cover the reserve area where the main issues occur. It is proposed that this designated area is continued for 2025 to include the upper terrace at Loch Laird.

The purpose of the bylaw is to protect the community and improve safety. The following acts would be prohibited on the upper terrace of Loch Laird and the foreshore between Loch Laird and Wildlife camp from 5.00pm on Friday 24 October 2025 (being the Friday preceding Labour Weekend 2025) to 12.00am on Tuesday 28 October 2025 (being the Tuesday following Labour Weekend):

• The consumption of alcohol in a public place.

• The possession of alcohol in a public place in an unsealed container.

• The bringing of alcohol into a public place in an unsealed container.

• Consumption of alcohol in a vehicle in a public place.

The Police have powers to enforce the bylaw, which includes powers of arrest and search. This will provide Police with an additional tool to respond to undesirable behaviour and the ability to be more proactive without having to wait until the alcohol fuels undesirable behaviour.

Officers and Police are satisfied that there is sufficient evidence to justify an Alcohol Ban. The police have recommended that we monitor the boat harbour area to deter anti-social behaviour as well as installation of signage around the area.

Summary of Options Considered

Option 1 – Alcohol Ban. This will provide Police with additional powers and enable proactive management of the issue. (Recommended)

Option 2 – Glass Ban. This would remove the problem of broken glass but would not treat the underlying issue or prevent other unsocial behaviour.

Option 3 – Site closure. This would have a similar effect to Option 1 but does not have the same community support.

Option 4 - Do nothing. This could mean a continuance of the same behaviours experienced in years prior to the instituting of the liquor ban.

Assessment of Preferred Option

Option 1 is the preferred option as it provides additional tools to proactively manage the problem and prevent unsocial and unsafe behaviour, and it has the support of the local community.

Conclusion

In 2021 - 2023 and again in 2024, having Alcohol Bans in place successfully allowed negative behaviour to be mitigated that would otherwise have presented safety and social issues on the upper terrace at Loch Laird. Repeating the Alcohol Ban this year will again allow for more proactive management of any negative behaviours.

Additional Decision-Making Considerations

Waitaki District Council Strategic Framework

Outcomes

Community Outcomes

Strong Communities

· Enabling safe, healthy communities

Quality Services

· Community facilities and services we are proud of

Community Views

The local community has been part of a taskforce looking at how to change undesirable and unsafe behaviour at Labour Weekend.

Legal Considerations

The Waitaki Alcohol Ban Bylaw 2018 provides for Council to specify Alcohol Bans where there is evidence that crime or disorder is made worse by alcohol consumption.

Publicity and Community Considerations

The Waitaki Alcohol Ban Bylaw 2018 specifies that public notification is required at least 14 days prior to the dates being requested.

Council

Meeting Agenda

30 September 2025

6.9 Interregnum Period Delegation to the Chief Executive

Author: Arlene Goss, Governance Services Lead

Authoriser: Paul Hope, Director Support Services

Recommendation

That Council:

Delegates all of its responsibilities, duties and powers to the Chief Executive, subject to the limitations set out in clause 32(1) of the Seventh Schedule of the Local Government Amendment Act 2002, for the election interregnum period starting from the day after the declaration of the election results (expected to be on election day 11 October 2025) until the swearing in of the new Council (scheduled for the evening of Wednesday, October 22, 2025), subject to a requirement that the Chief Executive may only exercise this delegation after the following:

· Consultation with the person elected to the position of Mayor.

· May only attend to those matters that cannot reasonably wait until the first ordinary meeting of the new Council; and

· This shall be reported to the first ordinary meeting of the new Council, which is scheduled to be held on Tuesday 4 November 2025.

Decision Objective

To seek Council’s approval of delegations during the upcoming election period that will enable the business of Council to be conducted during a time when the incoming Council is prevented from exercising responsibilities, duties, and powers under legislation before it is officially sworn in.

Summary

The report requests that Council delegate to the Chief Executive during the election period the responsibilities, duties, and powers of the Council, except for certain powers set down in the legislation that cannot be delegated.

Background

Council will need to consider arrangements to ensure the effective and efficient conduct of the Council’s business during the election period. For the purposes of this report, the election period is from the day after the declaration of the electoral result until the new Council is sworn in at the Inaugural Meeting.

It is referred to as the “interregnum period”, and the incoming Council cannot make decisions or undertake matters of business until they have been sworn in. Clause 14(1) of Schedule 7 of the Local Government Act 2022 applies:

(1) A person may not act as a member of a local authority until—

(a) that person has, at a meeting of the local authority following the election of that person, made an oral declaration (…) and

(b) a written version of the declaration has been attested (…)

This provision combines with sections 86, 115 and 116 of the Local Electoral Act 2001 (LEA 2001) which state that, during the election period, neither the outgoing nor the incoming elected members can act in their capacity as members of the Council.

To allow for urgent or emergency decisions to be taken, Council can delegate powers to the Chief Executive.

This delegation is over and above the existing delegations to the Chief Executive. It will ensure that the Chief Executive has the authority to operate the Council effectively and efficiently and is able to respond to any unforeseen or emergency circumstances that may arise during the election period.

The delegation is for a limited time, anticipated to be from 11 October 2025 to close of business on 22 October 2025. However, these days may be subject to change, depending on the timing of the publication of the election results and the inauguration of the new Council where declarations will be made and witnessed, and whether there is any challenge to the election result.

The following conditions will apply

· The Chief Executive may only act after consultation with the person elected to the position of Mayor.

· The Chief Executive may only attend to those matters that cannot reasonably wait until the first meeting of the new Council.

· The Chief Executive is required to report any decisions made under this election period delegation to the first meeting of the new Council, which is scheduled to be held on Tuesday 4 November 2025.

Summary of Options Considered

Option 1

Grant Delegated Authority to the Chief Executive during the election period

The Council has the option of delegating to the Chief Executive all of its responsibilities, duties, and powers for the election period, except those set out in paragraphs (a) to (h) in clause 32 (1) of Schedule 7 of the LGA 202, subject to the three conditions proposed above.

Option 2

No delegations are granted to the Chief Executive during the election period

The Council has the option of not delegating any of its responsibilities, duties, and power to the Chief Executive during the election period.

The risks of not delegating authority to the Chief Executive could prevent the Council from undertaking its business during the election period. This is a relatively low risk.

Assessment of Preferred Option

Assessment of Significance and Engagement

In terms of the Council’s Significance and Engagement Policy, this matter is of low significance.

No consultation is required to be undertaken, but the decision will be publicly available and

the delegations to the Chief Executive will be included in the Delegations Register.

Legislative Considerations

Clauses 14, 31 and 32 Schedule 7 of the LGA 2002 and sections 86, 115 and 116 of the LEA 2001 limits the ability of the existing and new members to act during the election period and this necessitates a delegation to the Chief Executive during this time.

Financial/Budget Considerations

There are no financial or budget considerations.

Consistency with Plans/Policies/Community Outcomes

This decision is not inconsistent with the provisions of the LGA 2002, and there is no policy or planning implications.

This matter contributes to all of the Council’s Community Outcomes:

· We keep our district affordable

· We enable opportunities for new and existing business

· We provide and enable services and facilities, so people want to stay and move here

· We understand the diverse needs of our community

· Waitaki’s distinctive environment is valued and protected

· We maintain the safest community we can

Conclusion

The report requests that Council delegates to the Chief Executive during the election period the responsibilities, duties, and powers of the Council, except for certain powers set down in the legislation that cannot be delegated.

Council

Meeting Agenda

30 September 2025

7 Recommendations from Committees Reports

7.1 Recommendations of the District Plan Review Sub-Committee Meeting held on 9 September 2025

Author: David Campbell, Heritage & Planning Manager

Authoriser: Roger Cook, Director Natural and Built Environment

7.1 Proposed Waitaki District Plan progression

RecommendationS:

That Council:

1. Seeks an exemption from the relevant Minister to progress the following parts of the Proposed Waitaki District Plan:

a) Rezoning and Residential, Settlement and Rural Lifestyle zone provisions to provide for future housing; and,

b) Listed heritage items that are not opposed by submitters; and,

c) Geosites that are listed in the Waitaki Whitestone Geopark that are not opposed by submitters (i.e. seeking deletion); and,

d) Sites that are listed in the Ōamaru Historic Town Centre and Port National Historic Landmark proposal by Heritage New Zealand; and,

e) Large industry zones for Macraes Mine, Pukeuri Freezing Works, Lean Meats; and,

f) Energy, Infrastructure, Stormwater and Transport; and,

g) Designations

h) Provisions that have had unintended consequences, are unworkable, or have led to inefficient outcomes, limited to the earthworks, temporary activities and noise provisions in the Operative District Plan.

As set out below in Table 1: Exemptions Sought

2. Notes that those parts of the Proposed District Plan that are automatically exempt will be progressed (this only includes natural hazards under section 80U(2)(f) Resource Management Act 1991).

As set out below in Table 1: Exemptions Sought

3. Delegates to the Chief Executive to make application for any exemption resulting from the Council’s decision on this matter.

4. Requests that the chief executive recommends to Council the appointment of a hearing panel comprising of up to six commissioners, three of whom are councillors or former recent councillors with commissioner training.

5. Agrees to compensate the cost to prepare a submission for landowners affected by the additional heritage listing for the Oamaru Borough water race agreed by Council on 29 April 2025 due to the short notice period within which to lodge a submission.

Additional resolution recommended:

That Council withdraws those parts of the Proposed Waitaki District Plan as set out below in Table 2: Provisions to be withdrawn following the receipt of the Minister for the Environment’s decision on the Proposed Waitaki District Plan exemption application.

Background

This report requested the subcommittee’s direction for which elements of the proposed District Plan could be progressed by way of an exemption application to the Minister for Environment.

It also discussed the Hearing Panel appointment membership. An additional item to request compensation to a submitter affected by the late inclusion of a heritage item was also included.

To listen to the sub-committee debate on this item click here. https://youtu.be/wimuKQbXgwo?t=482

OFFICER COMMENT

Following the subcommittee meeting on 9 September 2025, feedback was sought from the Ministry for the Environment via a draft application for the exemptions recommended by the subcommittee, as well as consequential provisions to align with these. The Ministry has provided initial feedback on the draft application and where the provisions relate to government priorities of housing growth and infrastructure provisions, these stand a better chance of being supported. They also indicated that the application needs to demonstrate why those parts of the PDP seeking exemption should be progressed now rather than wait until regional plan work is commenced from mid-2027.

Officers have taken on board this feedback as well as feedback from the subcommittee at the last meeting around the level of detail for the exemptions sought. In addition, officers have cross checked related parts of the PDP and noted these for inclusion for completeness. This is now provided below, along with the supporting comments:

Table 1: Exemptions sought

Exemption

Relevant parts of the PDP

Comments

Rezoning and Residential, Settlement and Rural Lifestyle zone provisions to provide for future housing

· GRZ/MRZ/RLZ/LCZ

· FUGO chapter and overlay

· RESZ

· Zoning maps

· SUB-R17

· SUB-S1/SUB-S5/SUB-S6/

· SUB-S7/SUB-S8/SUB-S9

· APP11 – MDR design guidelines

· PK rules and PK chapter to support

· OSZ

· SARZ

· APP12 – flight protection area

· Ōamaru flight protection overlay

· Ōamaru airport horizontal/conical surface boundaries overlay

· Ōmārama flight protection overlay

· Ōmārama airfield horizontal/conical surface boundaries overlay

· Omarama airfield height controls overlay

· Alignment issues to be resolved where these zones interface with other zones in the ODP e.g. business/industrial

· Include RESZ chapter – contains overarching objectives & policies

· PK rules in the zone chapters – need to include PK chapter to support

· Include SUB standards that support INF/TRAN/STORM

· Include OSZ/SARZ for completeness as these are often located within residential zones and would otherwise leave blank gaps in the zoning as no comparative zone in ODP

· Include APP12 as referenced in GRUZ-S2 (max height)

· Include Ōamaru/Ōmārama flight overlays as referenced in zone standards

Listed heritage items that are not opposed by submitters

· SCHED2 (excluding HH 242)

· Do not include Part A of HH - rely on ODP provisions to support SCHED2

· Remove settings from the mapping as these are not provided for in the ODP.

Geosites that are listed in the Waitaki Whitestone Geopark that are not opposed by submitters (i.e. seeking deletion)

· ONF/SNF – only where geosites not opposed

· SCHED 7 & SCHED9 (geosites not opposed)

· Mapping of above

· Rely on ODP provisions to support mapping

Sites that are listed in the Ōamaru Historic Town Centre and Port National Historic Landmark proposal by Heritage New Zealand

· Ōamaru Historic Area overlay

· APP4 – OHA Statement of Significance

· SCHED3 + maps

· Part B HH(OHA)

· Include relevant parts of HH chapter

Large industry zones for Macraes Mine, Pukeuri Freezing Works, Lean Meats

· HIZ

· HIZ mapping

· SPZMM

· SPZMM mapping

· Includes zone provisions and mapping

· SPZMM provisions will need to be revised to remove cross references to SNA related provisions/sensitive environments/RSLs etc.

Energy, Infrastructure, Stormwater and Transport

· ENG (include WPS) (excluding provisions related to withdrawn overlays)

· INF (excluding provisions related to withdrawn overlays)

· TRAN

· STORM

· Related SUB provisions

· APP1 – Stormwater tanks

· APP2 – Road design standards

· SCHED1

· All INF related mapping overlays

· EW-S5 to EW-S10

· Will need to remove provisions (parts of provisions) that relate to overlays/zones not being progressed.

· Will need to include earthworks standards that are referenced in the INF rules

Designations

· Designations chapter and mapping

· Standalone and straight forward to deal with

Provisions that have had unintended consequences, are unworkable, or have led to inefficient outcomes, limited to the Earthworks, Temporary activities and Noise provisions in the Operative District Plan

· EW (EW-S1 GRUZ only)

· TEMP

· NOISE

· Excluding EW Part B (Quarrying) and Part C (Mining)

· Only progress EW-S1 (increased m2 and m3) threshold for GRUZ

Automatic Exemption

Relevant parts of the PDP

Comments

Natural Hazards

· NH chapter

· CE (in part for coastal hazards)

· All hazards overlay mapping

· SUB (in part)

· Specifically: CE-O5, CE-O6, CE-O7, CE-O8, CE-P3, CE-P8, CE-P-12, CE-P13, CE-P14, CE-P15, CE-P16, CE-P18, CE-R4, CE-R5, CE-R7, CE-R8, CE-R11.

· Specifically: SUB-R4, SUB-R6, SUB-R15, SUB-R16, SUB-R18, SUB-S2, SUB-S3

Consequential Provisions Exemption

Relevant parts of the PDP

Comments

Definitions

· All definitions included in the chapters under the exemptions

· Inclusion of definitions that support the retained chapters

LCZ/MUZ/TCZ/LFRZ/LIZ/GIZ

· LCZ

· MUZ

· TCZ

· LFRZ

· LIZ

· GIZ

· PREC2 chapter

· APP13 – Ōamaru TC design guidelines

· Ōamaru Harbour Precinct overlay

· Visitor Accommodation overlay

· Include these to support Spatial Plan implementation (i.e. housing and business growth) and overall economic growth

Strategic Direction chapter

· Objectives to support provisions being progressed

· Relevant matters refined to support future growth and remaining issues

It is recommended that the DPRSC recommendations 1 and 2 be replaced by the above table as it provides clarity and certainty (as requested by DPRSC members) if Council decides to accept the DPRSC recommendations (1 and 2). Specific chapters/provisions within the PDP are included so that it is clear what parts are being included in the exemption application to the Minister.

For clarity, officers have also included a list of PDP chapters and overlays that would be withdrawn from the PDP if the Minister grants an exemption for the provisions sought to progress. Those to be removed are listed below:

Table 2: Provisions to be withdrawn

Chapter	Notes
Part 1 (excluding Definitions/nesting tables)	Some definitions to be withdrawn where not required to support exempted chapters
Mana Whenua
Contaminated Land
Hazardous Substances
Historic Heritage – (Part A only)	Part B will be needed to support the OHA maps
Notable Trees SCHED4 Notable Trees overlay
Sites and Areas of Significance to Māori SCHED5 SASM overlay
Ecosystems & Indigenous Biodiversity SCHED6 SNA overlay Skink Habitat Management Area
Natural Character
Natural Features & Landscapes SCHED8 ONL overlay SCHED10 Rural Scenic Landscape overlay	Recalibrate for those that do not include geosites as per the resolution
Public Access SCHED11
Activities on the Surface of Water
Coastal Environment (excluding those provisions relating to coastal hazards) Coastal Environment overlay Coastal Protection overlay Coastal areas with opportunities for restoration and rehabilitation overlay Coastal Conservation Land overlay
Earthworks (excluding EW-S1 GRUZ threshold)
Light
Signs
APP3 – Heritage New Zealand Pouhere Taonga Accidental Discovery Protocol.
APP5 – Criteria for identifying areas that quality as significant natural areas (SNAs)
APP6 – Principles for Biodiversity Offsetting
APP7 – Principles for Biodiversity Compensation
APP8 – ECO chapter information requirements for resource consents
APP9 – Threatened Environment Classification 2012
APP10 – Lighting fixtures
Motorised and Powered Vessel Exclusion overlay

It is also recommended that Council resolves to withdraw these parts (Table 2 above) of the PDP.

Council

Meeting UNCONFIRMED Minutes

26 August 2025

UNCONFIRMED MINUTES

OF THE Council Meeting
HELD IN THE Council Chamber, Third Floor, Office of the Waitaki District Council, 20 Thames Street, Oamaru
ON Tuesday, 26 August 2025 AT 11:00 am

PRESENT: Mayor Gary Kircher, Cr Hana Halalele, Cr Rebecca Ryan, Cr Jim Hopkins, Cr Tim Blackler Cr Jeremy Holding, Cr Brent Cowles, Cr Guy Percival, Cr Courtney Linwood (online), Cr Jim Thomson, Cr John McCone

IN ATTENDANCE: PAR Committee Chair Simon Neale

Roger Cook (Director Natural and Built Environment)

Alex Parmley (Chief Executive)

Paul Hope (Director, Support Services)

Joanne O’Neill (Director, Strategy, Performance & Design)

Lisa Baillie (Director, Community Engagement and Experience)

Amanda Nicholls (Finance Manager)

Joshua Rendell (Infrastructure Manager)

Jason Lilley (Livestream Support)

Arlene Goss (Governance Lead/Minutes)

Andrew Ashton (Otago Daily Times and Oamaru Mail)

Louise van der Voort (Organisation Transition Manager)

Paul Hayes (Assets Planning Manager)

John Palethorpe (Media and Communications Specialist)

Frans Schlack (public)

David Wilson (public)

Mike Sweeney (public)

This meeting was livestreamed and can be watched at https://www.youtube.com/live/jNV3xC-y8BY?si=-nyROR3me1zp1R-a

The Chair declared the meeting open at 11am and welcomed everyone present.

1 Apologies

There were no apologies.

2 Declarations of Interest

The Mayor and the Chief Executive both declared an interest in Item 9.2: Council Controlled Organisation Directorships, and will leave the room for that item.

3 Public Forum

2.12 Frans Schlack joined the table. He said he previously emailed the councillors some reference material in advance of this meeting.

Mr Schlack read from a written statement on the topic of the Water Services Delivery Plan. He expects that central government will reject the plan submitted by Council.

He complimented Finance Manager Amanda Nicholls and Infrastructure Manager Josh Rendell and their teams on their work. Anyone who followed the workshops was now very much the wiser for it.

He gave his views and supported an increased investment scenario, whether that was in-house or as a council controlled organisation. He also challenged central government for putting an unnecessary burden on communities in a cost-of-living crisis.

12.58 Mike Sweeney then joined the table. He also spoke about the Water Services Delivery Plan and the costs involved. He considered that the costs would be the same under different structures.

He did not believe that the Southern Water Done Well model would have the same regard for local issues, and implementing it would require the community to pay for an additional structure. An assumption that a regional water company would have operational savings due to its size was incorrect, he said.

Councillors asked some questions of Mr Sweeney and he answered them. The situation at Wellington Water was raised and the issues that arose in Wellington recently. This was compared to the situation in Waitaki.

The Mayor then moved to Item 7.1 on page 41 of the agenda.

7.1 Local Water Done Well Water Services Delivery Plan Model Confirmation and Adoption

25.29 The chief executive presented this report. He thanked staff for their work on the plan and said the final plan reflected advice given by the governance team in their workshops.

He went through the budgets and reminded the elected members these were budgets and not commitments to spend the money. Before spending money, they would go through a formal procurement process.

The council was legally committed to the Water Services Delivery Plan. There were some things not included in the plan, as they were not yet considered, and this detail would come in the next step, which was to form an implementation plan. Mr Parmley said he did not want to include things in the plan that would create “trip hazards” for future councils.

Paul Hope (Director, Support Services) said the original advice from the Department of Internal Affairs was that the plan was a high-level document. The information in the plan was mostly already seen by councillors and already discussed, and collated in a different form. This plan had a life of less than two years, and Council would need to develop a strategy in line with the next Long Term Plan in 2027.

There were opportunities to refine the financial costs on the community. But the increase will still be significant. The next step was a water services strategy which would add a lot more detail.

Cr Holding asked how confident Mr Hope was that this document would be accepted by DIA. Mr Hope said staff had done everything they could to produce a compliant document, but going alone was contrary to what the government was trying to achieve in getting councils to work together.

Cr Hopkins asked about projected rates increases. Paul Hope said this would be 40% next year and double digit in the years after that. (Note: At the end of this meeting Mr Hope apologised for his error in this statement and clarified that projected rates increases added up to 25% next year and 40% over the next two years).

Cr Hopkins asked whether councillors were happy to impose these rates increases on ratepayers and Cr Thomson raised a point of order. He said Cr Hopkins was not in a position to judge whether everyone around the table was happy with that. The Mayor said it was a question, not a judgement.

Further questions were asked about what would happen in the future.

Cr Thomson then moved recommendations numbered 1 to 5, and this was seconded by Cr Blackler.

1.15.09 Several councillors spoke to the motions, starting with Cr Blackler, followed by Cr Hopkins, the Mayor, and Cr Holding.

1.29.45 Cr Thomson responded.

The Mayor then put the motions to the vote and they were carried.

Resolved WDC 2025/084

Moved: Cr Jim Thomson

Seconded: Cr Tim Blackler

That Council:

Approves the following changes to information previously considered to be included in the Water Services Delivery Plan:

a) Additional budgeted expenditure of $9,790,000 to address compliance issues identified in the WSDP development process.

b) Additional expenditure of $9,450,000 to address resilience and renewal issues identified in the WSDP development process.

c) To increase charges in an approach to achieve a balanced budget and revenue sufficiency to meet operational, investment and borrowing costs.

Carried

The Mayor and Cr Hopkins asked for their votes against the motion to be recorded.

Resolved WDC 2025/085

Moved: Cr Jim Thomson

Seconded: Cr Tim Blackler

Approves the Water Services Delivery Plan, subject to any adjustments required by the above decisions, set out in Attachment 1 for submission to the Department of Internal Affairs by 3 September 2025 for acceptance.

Carried

The Mayor and Cr Hopkins asked for their votes against the motion to be recorded.

Resolved WDC 2025/086

Moved: Cr Jim Thomson

Seconded: Cr Tim Blackler

Notes that in accordance with section 18 of the Local Government (Water Services Preliminary Arrangements) Act 2024, the Chief Executive must provide certification to the Department of Internal Affairs in respect of the information provided by Waitaki District Council that the Water Services Delivery Plan complies with the Local Government (Water Services Preliminary Arrangements) Act 2024 and that the information contained in the plan is true and accurate.

Carried

Resolved WDC 2025/087

Moved: Cr Jim Thomson

Seconded: Cr Tim Blackler

Delegates to the Chief Executive the authority to finalise the plan including making minor amendments to the Water Services Delivery Plan (if required) in advance of submission to the Department of Internal Affairs.

Carried

Resolved WDC 2025/088

Moved: Cr Jim Thomson

Seconded: Cr Tim Blackler

Notes the willingness of the Council to explore future opportunities for collaboration with other Councils in relation to water services delivery.

Carried

Council adjourned for lunch at 12.34pm and reconvened at 1.02pm.

7.3 Revocation of Reserve and Gifting of land

2.02.13 The purpose of this report was to seek Council approval to initiate the statutory process for revoking the reserve status of Section 1 SO 605185, Kurow (corner of Gordon and Wynyard Streets, adjacent to Kurow Memorial Hall) from local purpose (community buildings) reserve to fee simple title, and to obtain approval for the subsequent transfer of the property to Waitaki Valley Health Trust to enable development of a community medical centre facility.

The existing medical centre at 10 Wynyard Street, also on Council land, was no longer suitable for future community use. As part of the agreement, the Trust would remove all buildings and improvements from the current site at 6–10 Wynyard Street before returning it to Council.

Cr Holding asked if it was possible to add a clause to the agreement that the land be gifted back to council if the medical centre doesn’t go ahead.

Cr Hopkins said if the land was gifted, ratepayers would be missing out on the proceeds of an asset. He suggested selling 51 Gordon Street as an alternative site to reimburse ratepayers for the loss of the asset.

He asked to add a fifth recommendation as follows: That as part of this process Council commits to the sale of 51 Gordon Street, with the proceeds to be used to reimburse ratepayers. The motion lapsed with no seconder.

Resolved WDC 2025/089

Moved: Cr Brent Cowles

Seconded: Cr Rebecca Ryan

That Council:

1. Approve pursuant to section 24(1) of the Reserves Act 1977 that the Local Purpose Reserve classification over the land on the corner of Gordon Street and Wynyard Street, Kurow, Section 1 SO 605185 is revoked and the land to remain vested in Council in a fee simple estate on the basis the site is no longer needed for reserve purposes due to change in community needs.

2. Approve the land being declared as surplus land.

3. Approve the land being gifted to Waitaki Valley Health Trust on the following basis:

a) The sale is subject to the reserves revocation process being completed as required under the Reserves Act 1977;

b) The agreement requires the removal of improvements from the existing site at 6-10 Wynyard Street, Kurow.

4. Delegate to the Chief Executive the authority to take such action and sign such documents as may be reasonably necessary to implements Council’s resolutions above, and matter ancillary to them.

Carried

7.4 Palmerston Squash Racquets Club - Gifting of Building

2.15.52 Joanne O’Neill, Director, Strategy, Performance & Design, introduced this report. This will bring this squash club into line with other sports clubs in the district. They are financially viable and can bring the squash court building up to standard. There would be a condition in the lease that if the club folded, the building would return to Council.

Resolved WDC 2025/090

Moved: Cr Jim Thomson

Seconded: Cr Rebecca Ryan

That Council:

1. Approves the transfer by way of gift to the Palmerston Squash Racquets Club, the Palmerston squash courts building located at 33 Gilligan Street, Palmerston on Section 82 Block XXXIII Town of Palmerston.

2. Delegates authority to the Chief Executive to conclude the transfer of the building.

Carried

7.5 Ratification of Submissions on Changing Resource Management National Directions

2.21.39 David Campbell and Victoria van der Spek joined the meeting.

The purpose of this report was to retrospectively ratify Waitaki District Council’s (WDC’s) submissions on Resource Management Act (RMA) national direction packages, being Infrastructure and Development, Primary Sector, Freshwater and Going for Housing Growth, as submitted to the Ministry for the Environment on 25 July 2025.

Discussion took place on the short time frame to submit this feedback, and that some councillors did not agree with aspects of it. Cr McCone said he could not support the submissions.

Resolved WDC 2025/091

Moved: Cr Jim Hopkins

Seconded: Mayor Gary Kircher

That Council:

1. Formally ratifies Waitaki District Council’s submissions on updating RMA national direction, as submitted to the Ministry for the Environment on 25 July 2025.

Carried

Cr McCone asked for his vote against the motion to be recorded.

7.6 Development Contributions Decisions Made Under Delegated Authority

Cr John McCone declared a conflict of interest and left the room.

2.35.37 The purpose of this report is to inform Council of the decisions made by the Development Contributions Subcommittee under delegated authority.

Mandy McIntosh, Strategy and Commissioning Lead, joined the table and answered questions from the councillors.

Resolved WDC 2025/092

Moved: Cr Guy Percival

Seconded: Cr Jeremy Holding

That Council receives and notes the information.

Carried

7.2 Notice of Motion - Establishment of Local Water Done Well Independent Advisory Group

2.38.09 The Chief Executive received a Notice of Motion from Cr Tim Blackler with the request that it be placed on the agenda for this meeting. The purpose of the notice of motion was to request that a Local Water Done Well Advisory Group be established.

There was some discussion on whether Council needed to pass a resolution to receive the notice of motion before considering the proposal from Cr Blackler. It was decided that the chief executive had accepted the notice of motion so this was all that was required.

Cr Blackler outline his argument for establishing a Local Water Done Well Independent Advisory Group. Questions were asked by councillors on various issues. A point of order was raised by Cr Blackler in response to a statement from Cr Hopkins.

The Mayor said he was concerned about setting up a group that allowed full council to abdicate its responsibilities. He was also concerned about the advisory group getting into the operational space.

The Mayor suggested that the governance team meet next Tuesday afternoon to discuss the terms of reference.

Cr Blackler moved the following recommendations from the notice of motion, and this was seconded by Cr McCone:

That Council;

a. Request the Chief Executive to establish a Future Water Services Advisory Group.

b. Agree that the remit of the Future Water Services Advisory Group is to provide advice and support to Council and the CE on:

i. Further development of the Water Services Delivery Plan should this be required.

ii. The development of the Implementation Plan for delivering water services in-house efficiently and effectively.

iii. engagement with a Government Water Services Facilitator or Specialist should one be appointed.

c. Appoint an Elected Member to the Future Water Services Portfolio to work with the CE.

d. Request the Chief Executive, working with the Future Water Services Portfolio Holder, appoint up to six members to the advisory group with the required skills and attributes highlighted in this report by mid-September.

e. Delegate to the Chief Executive working with the Future Water Services Portfolio Holder the authority to establish any necessary further expectations, scope or structure to enable meaningful input.

The Mayor then suggested an alternative motion as follows. A short break was taken to get the wording correct. It was seconded by Cr Hopkins:

That Council;

a. Establishes a Future Water Services Advisory Group.

b. Agrees that the remit of the Future Water Services Advisory Group is to provide advice and support to Council and the CE on:

i. Further development of the Water Services Delivery Plan should this be required.

ii. The development of the Implementation Plan for delivering water services in-house efficiently and effectively.

iii. Engagement with a Government Water Services Facilitator or Specialist should one be appointed.

c. Delegates to the Mayor, in consultation with councillors, at a session to be held as soon as possible, the finalising of the membership and terms of reference for the advisory group

The amendment was put to the vote and lost by majority vote.

The recommendations from Cr Blackler were then put to the vote and carried as below.

Resolved WDC 2025/093

Moved: Member Tim Blackler

Seconded: Member John McCone

That Council;

a. Requests the Chief Executive to establish a Future Water Services Advisory Group.

b. Agrees that the remit of the Future Water Services Advisory Group is to provide advice and support to Council and the CE on:

iv. Further development of the Water Services Delivery Plan should this be required.

v. The development of the Implementation Plan for delivering water services in-house efficiently and effectively.

vi. engagement with a Government Water Services Facilitator or Specialist should one be appointed.

c. Appoints an Elected Member to the Future Water Services Portfolio to work with the CE.

d. Requests the Chief Executive, working with the Future Water Services Portfolio Holder, to appoint up to six members to the advisory group with the required skills and attributes highlighted in this report by mid-September.

e. Delegates to the Chief Executive working with the Future Water Services Portfolio Holder the authority to establish any necessary further expectations, scope or structure to enable meaningful input.

Carried

4 Confirmation of Previous Meeting Minutes

4.1 Public minutes of the Council Meeting held on 29 July 2025

Resolved WDC 2025/094

Moved: Cr Rebecca Ryan

Seconded: Cr Jim Hopkins

That the Council confirms the Public minutes of the Council Meeting held on 29 July 2025, as circulated, as a true and correct record of that meeting.

.Carried

5 Leadership Reports

5.1 Chief Executive's Report

3.38.20 The chief executive went through the highlights of his report and answered questions from the councillors. This included a request for details about issues with the governance support area and the library.

Resolved WDC 2025/095

Moved: Mayor Gary Kircher

Seconded: Cr Jim Thomson

That Council receives and notes the information.

Carried

6 Recommendations from Committees Report

6.1 Recommendations of the Performance, Audit and Risk Committee Meeting held on 29 July 2025

Resolved WDC 2025/096

Moved: Cr Jim Hopkins

Seconded: Cr John McCone

That Council:

1. Adopts a Treasury Strategy for the first quarter of the 2025-26 financial year which includes:

a) Monitoring available cash and projecting future cash requirements

b) Liaising with the Local Government funding Agency (LGFA) to ensure Council’s ability to function and deliver on behalf of its communities is not impeded by lack of funds

c) Obtaining advice and support from Bancorp Treasury Services on key projects in addition to ensuring compliance with policy limits

d) Investing funds considered surplus to immediate requirements based on current forecasts to best advantage to maximise returns.

Carried

Correction: Paul Hope, Director Support Services, clarified that a comment he made earlier in the meeting under Item 7.1, about a 40% rates increase next year was incorrect. The proposed rates rise for next year is 25%.

9 Resolution to Exclude the Public

Resolved WDC 2025/097

Moved: Cr Jim Hopkins

Seconded: Cr Rebecca Ryan

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

The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
9.1 - Buzan Road Quarry Lease - Seeking Council Direction	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
9.2 - 2025 Council Controlled Organisation Directorships	s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
9.3 - Public Excluded minutes of the Council Meeting held on 29 July 2025	s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Carried

9 Public Excluded Section

10 Resolution to Return to the Public Meeting

Resolved WDC 2025/098

Moved: Cr Jim Hopkins

Seconded: Cr Jeremy Holding

That Council resumes in open meeting and decisions made in the public excluded session are confirmed and made public as and when required and considered.

Carried

11 Release of Public Excluded Information

12 Meeting Close

The Chair declared the meeting closed at 3.26pm.

TO BE CONFIRMED at the Council Meeting to be held on Tuesday, 30 September 2025.

[1] The core principle of NPV is that money today is worth more than the same amount of money in the future, due to factors like inflation and potential investment returns. The present value of expenditure over time is calculated using a discount rate to account for the time value of money.