2010/2011
Annual
Report
Buller District, administered by the Buller District Council
is an administrative region in the West Coast Region of
New Zealand. It covers from Karamea in the north to
Punakaiki in the south, Westport in the west and Reefton
and Inangahua Junction in the east. Its land area is
7,953.12 km².
The Buller District shone in the 2010 annual regional performance indicators report by Business and Economic Research Ltd (BERL), gaining a fi fth placing of all the 72 territorial authorities in New Zealand.
Growth in employment over the last fi ve years has increased by 5.9%. Buller was rated at 7.2% GDP growth
The seat of the Buller District Council is in Westport, where 45% of the district’s population lives.
Found in the northern region of the South Island of New Zealand, this beautifully scenic district is a unique area that is a stunning combination of inland forests, wild coastline and friendly kiwi towns.
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contents
Overview
9 Message from Mayor and Chief Executive 13 Contact details
15 Mayor and Councillors 17 Inangahua Community Board
19 Statement of compliance & responsibility 21 Governance
23 Community outcomes 29 Financial highlights
33 Consultation with Maori
Our work in detail
37 Democracy
43 Community services 53 Environmental services 57 Emergency management 61 Amenities & reserves
65 Roading & urban development 69 Water supplies
75 Solid waste 79 Wastewater 83 Stormwater 87 Support services
91 In-house professional services 93 Westport harbour
Council controlled trading organisations
97 Westport Airport 98 Buller Holdings Limited 99 WestReef Services Limited 100 Westport Harbour Limited 102 Buller Recreation Limited 104 Buller Health Trust 105 Tourism West Coast
Financial statements
108 Statement of Comprehensive Income 110 Statement of Financial Position 112 Statement in Movements in Equity 114 Statement of Cashfl ows
116 Notes to the fi nancial accounts
167 Accounting policies 181 Audit Report
contents
Overview
Overview
Overview
mayor & chief executives message
Council indicated in the 2010/2011 Annual Plan that there were a number of signifi cant projects for 2010/2011 year. This year has been an
extremely busy year and we are pleased to be able to provide you with an update on the progress on the Council priorities and projects.
mayor & chief executives message
What did we achieve?
Setting the Game Plan
The new Council of 2010 set the direction for the next three years in November 2010 by identifying the top priorities moving forward.
The focus in the planning is on long term solutions for the benefi t of our district. The priorities focus on the long term ensuring that the services, infrastructure and facilities provided are indeed “Fit for the Future”.
Westport Water Upgrade
The fi rst priority was a long term solution for Westport Water. The current system no longer meets the latest Drinking Water Standards issued by Central Government so a long term solution needs to be implemented.
A Water Group was created to ensure the solution decided on can last for 50-100 years. In August 2010, initial upgrades to the Westport Water Treatment Plant were completed improving the quality of the fi ltration provided.
An investigation into the long term solution for the Westport Water Supply is in progress. From the research completed so far Council has narrowed the options down to three. These include an upgrade of the existing supply, and two variations for a supply from the Buller River.
Council will consider a report that details the options during the November 2011 Council meeting at which there will be suffi cient information to determine the best option for the Westport water supply for the next 50 to 100 years. Depending on the decision of Council and fi nal design and construction will then proceed.
Reefton Water Supply Upgrade
The upgrade to the Reefton water supply is being undertaken in two stages.
The fi rst part is to line the reservoir and construct a roof over the existing water reservoir. The second part involves the construction of a water treatment plant adjacent the Strand and will ensure that water delivered to the residents of Reefton complies with Drinking Water Standards of New Zealand.
The fi rst stage has been completed and a contract
is in place for stage two of the upgrade.
kick off!!
Rural Drinking Water
Standard upgrades
mayor & chief executives message
Buller Landfi ll
Currently all of the residual waste from Buller is being trucked to Nelson, as council has a short term contract with Nelson City Council.
This is the most cost effi cient option for disposing of residual waste at present, although Council has now purchased land to use as a landfi ll site at Caroline Terrace.
A Waste Minimisation and Solid Waste working group has been established . They are working with Manager Operations to review the best long term options for Buller relating to waste disposal and minimisation.
Sale of Leasehold Land
In June 2010 Council passed a resolution approving a 20% discount off the market value of its Endowment Leasehold property as an incentive to encourage leaseholders to freehold this type of property from Council.
As at 30 June there were 29 completed freeholding transaction with $1.79m being paid to Council, with a further 25 property transactions at Council’s solicitors awaiting processing and settlement.
Roading
Major repairs of Tidal Creek Bridge were undertaken. This included the renewal of the deck, subdeck and the installation of a new guardrail.
Council initiated the long term project of upgrading Derby Street. The blocks between Salisbury and Bright Streets were undertaken in this fi nancial year with the replacement of underground services and reconstruction of the remainder of the street to occur over a period of time. It is planned to upgrade the street two blocks per year to spread the costs to the ratepayer.
Westport Harbour Limited
Land and buildings were sold with the remainder of the harbour assets being leased to Westport Harbour Limited. On 01 September 2010 Westport Harbour Limited also took over the management of the Harbour operation from Holcim.
Resource Planning
The planning department had a busy year with some complex resource consents in the mining sector, including high profi le applications from Buller Coal Holdings application (at Denniston) and changes to the Globe Hill / Oceana Gold consent in Reefton.
The department has been heavily engaged in progressing the resolution of appeals through the Environment Court.
Integrated Family
Health Centre
Council representatives and stakeholders from Public Health Organisation and District Health Board have met to discuss various health issues and to consider the community requirements for an integrated family health centre.
Two public meetings have been held with the community and a proposal regarding the health care facilities is currently out for consultation. Council representatives will continue to work closely with the West Coast District Health Board (WCDHB) and Ministry of Health (MoH) to ensure there is no loss of services to residents in Buller.
Buller District Plan
The District Plan Review is an ongoing project looking at the effi ciency and effectiveness of the Buller District Plan.
The Buller District Council has proposed changes to some of the rules around residential activities in the District’s Residential, Scenically Sensitive Residential and Commercial Zones.
These proposed changes were part of a wider review of the Buller District Plan, the document which sets out the rules and requirements for land use and subdivision in the District.
Playground Updates
Buller District Council has invested $261,000 towards upgrading several playgrounds around Buller.
Work began with the removal of old equipment in the playground on the corner of Derby and Fonblanque Streets. The playground equipment was taken out to be replaced with modern equipment that meets the NZ Playground Safety Standards. This playground has new safety matting laid down with bark covering the rest. A Roplay Ball, a climbing themed piece of equipment, was installed in November.
The King George playground in Reefton and the Victoria Square playground in Westport had safety matting laid to replace the bark.
Victoria Square also received new equipment. Crampton Road playground in Reefton had a safety surface upgrade and some new equipment replaced the equipment already removed.
These structural upgrades are being funded from Reserve Fund contributions held by Council.
Council also contributed $35,000 towards the Carters Beach playground upgrade.
Chief Executive Resigns
The Council’s Chief Executive, Gary Murphy, resigned to take up a position as General Manager at Lismore City Council, northern New South Wales, Australia.
We wish Gary well in his future endeavours and thank him for the dedication and commitment he displayed towards the Buller District.
Financial Summary
Council ended the year with a net defi cit of $3.1m versus a budgeted surplus of $7.6m. Actual operating revenue was budgeted to be $22.8m but $21.4m was achieved.
The upgrade of the Reefton Water Upgrade was in progress and the Waimangaroa upgrade was deferred to 2011/2012. Council is awaiting the approval of the Punakaiki Water Supply upgrade by Ministry of Health and Environment (MOH). This resulted in income totalling $1.2m not being claimed for Drinking Water Subsidy from the MOH.
The Cultural Hub Project was put on hold pending the application for funding from the Lottery Environment and Heritage Fund Committee. Budgeted external contributions of $750,000 have not materialised as fundraising has not yet commenced. Lower contributions were also received for the remaining V2010 Projects in Inangahua, Seddon and Streetscape.
Actual operating expenditure was budgeted to be $19.7m but $24.5m was incurred. Employee benefi t exceeded budget by $286,000 due to salary adjustments in support services, higher salaries than predicted for the NBS Theatre and unbudgeted Harbour salaries. The overrun is also partially attributable to the overrun in other expenses ($1.6m). This was due to:
•
Unbudgeted grant expenditure towards V2010 projects that could not be capitalised by the Council $217,000 (Inangahua $71,000; Seddon $146,000)•
Unbudgeted Domain Board expenses ($285,000). This expenditure is hugely variable and cannot be budgeted for. It is largely offset by Domain Board income.•
Increased leak detection and repairs to Westport Water Supply ($215,000), increased power costs in Westport and Reefton water supply ($35,000).•
Repairs and maintenance at the Transfer Station exceeded budgets, as envisaged budget effi ciencies did not eventuate ($159,000).•
Higher repairs and maintenance costs were associated with the Westport Sewage ($118,000).•
Higher costs associated with the operation of the Theatre ($124,000). This was the fi rst representative year of operation and expenditure levels were higher than envisaged in the budget.•
Unbudgeted harbour expenditure totalling $235,000. However this has been offset by unbudgeted harbour income. The harbour income and expenditure was unbudgeted as Council had anticipated that the management of the Harbour operations would have been transferred to Westport Harbour Ltd.•
Higher power costs associated with the operation of the Solid Energy Centre ($207,000). This was offset by a contribution from Buller Recreation of $117,000 (refl ected under Fees and Sundry).The loss on the fi xed interest derivative contracts and loss on the sale of the leasehold properties accounted for a further $402,000 unbudgeted expenditure. The loss on the sale of the leasehold land is attributable to the discount offered by Council as an incentive to encourage freeholding. The investment in Buller Holdings Limited was written down by $1.4m.
Council has prepared the budget and assumption that a revaluation would occur. A revaluation wil be undertaken in 2011/2012.
Capital Expenditure totalling $5.5m was undertaken.
Major projects undertaken included:
•
Roading including the upgrade ($1.8m) of Tidal Creek bridge and Derby Street reconstruction•
Renewals to water supplies totalled $539,000 and increases in levels of service totalled $568,000. The standard of water fi ltration in Westport was improved, and the project to meet the latest Drinking Water Standards in Reefton was in progress at year end.•
Playground upgrades ($261,000)•
Council property upgrades ($735,000) within Amenities and Reserves•
Upgrades of the Reefton and Westport weighbridges and constructuion of a recycling shed at the Westport Transfer Station ($390,000)•
Work in progress totalling for 2010/2011 ($873,000) for the Cultural Hub was carried forward to 2011/2012•
Stormwater upgrades ($222,000)•
Upgrades to Westport and Reefton sewerage ($132,000)So what’s the score ….
This year was a year of substantial change and progress on many fronts with Council and staff starting to identify, prioritise and begin resolving the long outstanding challenges facing the Buller district resulting in higher than planned expendtiure and repairs and maintenance on water, sewage and refuse.
Council remains committed to fi nding affordable long term solutions for the ratepayer in relation to the Westport water supply and refuse.
contact details
contact details
Brougham House
4-6 Brougham Street
PO Box 21
Westport 7866
Phone
[03] 788 9111
Fax
[03] 788 8041
Freephone
[0800] 807 239
info@bdc.govt.nz
The main library for the Buller District is
located in Westport, with library facili es also
available at the Ree on Service Centre
Reefton Service Centre
66 Broadway
PO Box 75
Reefton 7851
Phone
[03] 732 8821
Fax
[03] 732 8822
Freephone
[0800] 808 821
Sue Thomson-Casey Memorial Library
87-89 Palmerston Street
Westport 7825
Phone
[03] 788 8030
Fax
[03] 788 8147
mayor & councillors
left from front:
Councillor’s David Barnes, Graeme Neylon, Graham Howard, Jim Halsall and Dave Hawes
centre:
His Worship the Mayor, Pat McManus
right from front:
Councillor’s Fred Ratahi, Margaret Montgomery, Rosalie Sampson, Peter Campbell and John Hill
Mayor and Councillors
of the
Buller District
Elected 2011
Pat McManus (Mayor - Buller District)
First Elected: 2000
Phone: [03] 789 7899 | [03] 789 7013 (private) | [027] 208 7583 (mobile)
Email: patanddiane@xtra.co.nz
David Barnes (Westport Ward)
First Elected: 2007
Peter Campbell (Westport Ward)
First Elected: 2007
Phone: [03] 789 6494 (private) | [021] 159 1593 (mobile) | Phone: [03] 789 7824 (business) | [03] 789 6421 (private) | [027] 434 8157 (mobile) |
Email: davidbarnes@xtra.co.nz Email: peterc@bizaccounting.co.nz
Jim Halsall (Westport Ward)
John Hill (Westport Ward)
First Elected: 2007 First Elected: 2010
Phone: [03] 789 7546 (private) Phone: [03] 789 6415 (private) | [021] 199 7155 (mobile) |
Email: rev.rona@e3.net.nz Email: hilltration@yahoo.com
Graham Howard (Westport Ward)
Margaret Montgomery (Westport Ward)
First Elected: 2010 First Elected: 2004
Phone: [03] 789 8787 (private) | [027] 534 3129 (mobile) | Phone: [03] 789 7043 (business/private) | [027] 433 6016 (mobile) |
Email: westportholidaypark@xtra.co.nz
Fred Ratahi (Seddon Ward)
Rosalie Sampson (Seddon Ward)
First Elected: 1998 First Elected: 1989
Phone: [03] 782 8119 (private) | Phone: [03] 782 6745 (private) | [027] 356 7388 (mobile) |
Email: peterandrosalie@xtra.co.nz
Dave Hawes (Inangahua Ward)
Graeme Neylon (Inangahua Ward)
First Elected: 2007 First Elected: 1992
Phone: [03] 732 8423 (private) | Phone: [03] 732 8382 (private) | [027] 431 4659 (mobile) |
Email: pennyweightnursery@xtra.co.nz Email: neylonmaimai@xtra.co.nz
Jenette Hawes (Chairperson)
First Elected: 2004
Helen Bollinger
First Elected: 2008
Phone: [03] 732 8423 (private) Phone: [03] 732 8123 (private)
Email: pennyweightnursery@xtra.co.nz Email: helbol@kinect.co.nz
Barrie Fowler
Megan McCarthy
First Elected: 2008 First Elected: 2007
Phone: [03] 732 8488 (private) Phone: [03] 732 7006 (private)
Email: bjf@xtra.co.nz Email: megan.mccarthy@xtra.co.nz
inangahua community board
statement of compliance & responsibility
Compliance
The Council and Management of the Buller District Council confi rm that all the statutory requirements in relation to the Annual Report have been complied with.
Responsibility
The Council and Management of the Buller District Council accept responsibility for the preparation of the Annual Financial Statements and the judgements used in them. The Financial Statements are unable to be amended following issue.
The Council and Management of the Buller District Council accept responsibility for establishing and maintaining a system of internal control designed to provide reasonable assurance as to the integrity and reliability of fi nancial reporting.
In the opinion of the Council and Management of the Buller District Council, the Annual Financial Statements for the year ended 30 June 2011 fairly refl ect the fi nancial position and operations of the Buller District Council and Group.
Pat McManus
Angela Oosthuizen
Mayor
31 October 2011
Acting Chief Executive
31 October 2011
governance
Council complies with the laws of New Zealand and adheres to good business practice by relying on the processes and systems which
constitute the fabric of the organisation. Stakeholders rely on these processes to obtain information on Council operations and to obtain
assurance that Council is working in the best interest of the community. This section identifi es the parameters within which the business
of Council is run.
Division
A key to the effi cient running of the Council is the clear division between the role of Council and that of management. The Council concentrates on setting policy and strategy, then reviews progress. Management is concerned with implementing the policies and strategies.
While many of the Council’s functions have been delegated, the overall responsibility for achieving the vision and goals of the district ultimately rests with the Council. The Council discharges this responsbility by maintaining effective systems of internal control. Internal control includes the policies, systems and procedures established to provide measurable assurance that specifi c objectives of the Council will be achieved.
Training elected representatives
After each election the Council holds training sessions for all Councillors to review their responsibilities as elected members. These sessions include meeting procedures and an overview of the legislative parameters within which local authorities operate.
Legislative compliance
Being a regulatory body, the Council administers various regulations and laws. As such, it is vital the Council also complies with all relevant legislation.
governance
Audit
The Local Government Act 2002 requires the Council to prepare fi nancial statements that fairly refl ect the organisation’s fi nancial position, performance and cashfl ows. In addition, the Council is required to report on the achievement of non-fi nancial objectives, set three yearly as part of the Long Term Plan process.
Section 15 of the Public Audit Act 2001 requires the Auditor-General to audit both fi nancial and non-fi nancial statements. Audit New Zealand is contracted to perform the audit on behalf of the Auditor-General.
Internal audit
The Council has an internal audit function which is responsible for monitoring the Council’s systems of internal control and the quality and reliability of fi nancial information reported to the Council. The Council liaises closely with the external auditors who review the internal control systems to support their audit opinion.
Monitoring council controlled organisations
The Council has interests in other organisations, these include Buller Holdings Limited, Westport Harbour Limited, WestReef Services Limited, Buller Recreation Limited and Westport Airport Authority. These organisations are required to produce a Statement of Intent developed in consultation with Council.
Other interests of Council include Buller Health Trust where the Mayor and Chief Executive are Trustees, Tourism West Coast where Council appoints two board members, Buller Art and Recreation Trust (BART) where one Councillor is a Trustee and Denniston Heritage Charitable Trust where two Trustees are appointed by Council.
community outcomes
The Local Government Act 2002 has prompted changes in the way which Council
plans for the future of the district. It also provides greater scope for communities
to make their own choices about what Council does and the way in which it does
these things.
community outcomes
The legislation requires Council to undertake a process, at least every six years to identify community outcomes.
These outcomes are determined by the community, rather than by Council. However, they do provide Council with clear direction in planning by forming the basis for the Long Term Plan.
In 2005 Council facilitated a full community outcomes consultation for the Buller district. Council staff reviewed the feedback received during the consultation process and an overview report “Mapping A Future For Buller” was produced. After publishing the results and providing an opportunity for comment, Council was satisfi ed that we had refl ected what was important to the community.
community outcomes
Community Outcome:
We will know we are succeeding when we: How will progress be measured :
Health •
• • •
Provide essential services to residents and businesses to support a healthy environment
Promote opportunities for community access to health information and participation
Advocate for local community
Establish an environment of support and assistance to health providers • • • • • • • • • • • • • •
Food premises inspections Sewerage disposal services Waste management Water supply Healthy homes
Support alcohol and drug education initiatives Support for community health initiatives Sports and recreation facilities
Cemetery management Buller Health Trust
Actively support recruitment of medical professionals Health information provided in libraries
Work closely with West Coast District Health Board
Work with Department of Conservation to improve participation and enjoyment Education • • • • • •
Provide a supportive environment for education providers Recognise and support education excellence and opportunity in the district
Advocate for local community
Support the implementation of employment and training initiatives that offer improved employment, skill and income opportunities
Promote friendly Local Government
Celebrate community and individual achievements
• • • • • • • • • • • • • Library services Grant activities
Relationships with education providers Support for literacy programmes Education programmes
Youth worker networks Road education safety
Provision for pool facilities and sports grounds Scholastic awards to local students
Support for learning and education initiatives and competitions Support for school programmes and curriculum
Internet access at libraries
community outcomes
Community Outcome:
We will know we are succeeding when we: How will progress be measured :
Safety • • • • • • •
Provide and develop safe public places Assist in reducing crime and accident levels
Promote friendly Local Government and provide opportunity for involvement
Provide opportunity for the community to work in partnership with Council
Welcome residents, businesses and visitors Celebrate community and individual achievements
Recognise and support those with special needs and requirements • • • • • • • • • • • • • • • •
Animal control activities Liquor licensing and bans Enforcement and monitoring Elderly housing
By-laws
Civil defence, rural fire and emergency management Road and traffic safety/user safety
Hazard identification/lifelines
Community awards (host responsibility) Townwatch and security cameras Safety initiatives and projects
Street lighting, road cleaning and vegetation control Consultation policies and practices
Support for community projects/groups Communication policies and practices
Disabled access, building control/priority paths Environment •
• •
• •
Develop policies and implement practices that enhance our environmental sustainability and natural diversity
Recognise and preserve the essential elements of the district’s landscape that contribute to Buller’s unique natural identity Ensure that planning processes enable effective public consultation over an appropriate balance between the natural and built environment
Develop practices that help to improve cleanliness and sustainability of the district’s infrastructure
Access central Government funds to support infrastructure development and improvement
• • • • • • • • • • • • • • District Plan
Resource consent process Monitoring and enforcement Waste management
Harbour management District promotion
Relationship with Department of Conservation Road upgrade improvements
Wastewater/sewerage projects Parks and reserves maintenance
Maintenance and development of walkways
Support/implement community projects, ie, beach clean-ups Relationship with key industries
PIC to insert
community outcomes
Community Outcome:
We will know we are succeeding when we:
How will progress be measured :
Economy •
• •
• •
Improve communication between Council and the business community
Continue to develop and advocate for district-wide infrastructure that supports business and tourism growth
Access central Government funds and programmes that can support development of infrastructure, tourism, employment, business and training
Assist in strengthening links between schools, training opportunities and the business community
Develop a regulatory framework that supports sustainable economic growth without compromising the environment
• • • • • • • • • • • • District promotion
Support of Business Association and Buller Promotions Association Building consent liaison with businesses/developers
Road improvements to support industry Relationships with key industries Film and business friendly strategies Street enhancements and urban design Purchasing policy
District Plan reviews Mayors Taskforce for Jobs
Transport infrastructure: airport/harbour/roading Support to health and education providers
Identity •
• •
• •
Support and encourage community groups and organisations providing events within the region
Provide a range of arts, cultural, recreation and social facilities throughout the district
Encourage and support other organisations in providing arts, cultural, recreational and social facilities throughout the district Provision of appropriate infrastructure to support a vibrant community
Facilitate community grants process to assist in the provision of events and services that support a vibrant community
• • • • • • • • • • • • • •
Libraries and theatres
Sports facilities and community halls Community grants
Facilitate Creative New Zealand grants
Support to cultural organisations such as museums Ongoing support of events
Provision for public toilets/facilities Maintenance of parks and reserves Road and signage
Urban design Visitor information Camping ground
Replacement of pools/sports venue New or upgraded theatre facilities
As required by Section 92 of the Local Government Act, we have fi nalised monitoring documents on the community outcomes, together with the Regional Council and other local District Council’s on the West Coast. It was agreed that this would be jointly done to expedite the process and to achieve cost and effi ciency synergies.
To-date indicators across all outcomes have been agreed and draft monitoring reports have been fi nalised. The District Council’s and Regional Council have met quarterly to achieve agreement on the community outcome indicators and have chosen indicators based on consultation with Statistics New Zealand and the Department of Internal Affairs. It is important also that the indicators chosen are both meaningful to the community and data to measure progress is readily available. It was agreed that the Regional Council would take a lead role in consolidating the draft monitoring reports. Monitoring reports were fi nalised during June 2009 and were made publicly available.
community outcomes
(Cape Fear - Cape Foulwind, W
Annual Report
This summary provides an overview of the information contained in the Annual Report for 2010/2011 fi nancial year. We have prepared it to help you
understand how we performed against our plans for that particular year and includes details of any signifi cant variances in operational and capital
expenditure. It is considered important to provide the Finance and Audit Committee with an update on the Annual Report prior to the release of the
report because the fi nancial performance is concerning.
Statement of Financial Performance
Council ended the year with a defi cit of $3.1m versus a budgeted surplus of $7.6m.
Operating Revenue
Actual operating revenue was budgeted to be $22.8m but $21.4m was achieved.
Financial Assistance
Council budgeted to receive $5.7m for Financial Assistance but only $3.9m was received. A signifi cant portion of the shortfall is due to the Reefton Drinking Water Standard (DWS) project running into the 2011/2012 fi nancial year resulting in a delay in claiming the Drinking Water Subsidy. In addition, the Drinking Water Standard Upgrades for Waimangaroa and Punakaiki were deferred to 2011/2012. Council is still awaiting approval of the Punakaiki Water Supply Upgrade by the Ministry of Health. The net effect of this resulted in $1.2m not being received for Drinking Water Subsidy. The Cultural Hub Project was put on hold pending the application for funding from the Lottery Environment and Heritage Committee. This resulted in a shortfall of external contributions of $0.75m.
Investment and other Income
Interest on investments and dividends from the Holding company totalling $1.6m was received versus a budget of $872,000. This is due to a distribution being budgeted under Other Income, whereas dividends totalling $980,000 were received and are classifi ed as Investment Income.
Vested Assets
Assets vested in Council totalled $40,000 and were much lower than budgeted yielding an unfavourable variance of $310,000.
Fees and Sundry
The increase is attributed to unbudgeted harbour income of $720,000. Council had anticipated that the fi nancial management of the Harbour operation would have been transferred to Westport Harbour Limited in 2010. This was fi nalised on 01 September 2011.
Revaluations of Investment Land
The revaluation of investment property was lower than budgeted ($345,000). This is mainly due to market conditions resulting in property valuations being lower than expectations.
Summary of Changes in Operating Revenue
The reduction in income is mainly attributable to the shortfall in Drinking Water subsidies ($1.1m), the shortfall in external contributions budgeted towards the Cultural Hub development, and the lower external contributions towards Vision 2010 projects. In addition the reduction in vested assets accounted for a further $0.3m.
fi nancial
Highlights
Operating Expenditure
Actual operating expenditure was budgeted to be $19.7m but $24.5m was incurred.
Employee Benefi t Expense
Higher than budgeted salary costs across the management, support services and Theatre team accounted for over expenditure totalling $162,000. Unbudgeted Harbour salary expenses accounted for $124,000.
Depreciation
Depreciation was $997,000 higher than budgeted. Depreciation in Roading exceeded budget by $0.4m as the Annual Plan depreciation for pavement surface was based on a prior revaluation amount. Depreciation was $100,000 higher in Amenities and Reserves due to property upgrades. Unbudgeted Harbour depreciation accounted for the remainder ($462,000).
Finance Costs
The fi nance costs were lower than budget due to fi nancing of projects through internal loans. In addition, drinking water standards upgrades and cultural hub development were deferred to 2011/2012 resulting in lower fi nance costs.
Other Expenses
Budget was exceeded by $1.6m. This was due to:
• Unbudgeted grant expenditure towards V2010 projects that could not be capitalised by the Council $217,000 (Inangahua: $71,000; Seddon: $146,000)
• Unbudgeted Domain Board expenses ($285,000) – this expenditure is hugely variable and cannot be budgeted for. It is largely offset by Domain board income.
• Increased leak detection and repairs to Westport Water Supply ($215,000), increased power costs in Westport and Reefton Water Supply ($35,000).
• Higher repairs and maintenance costs were associated with the Westport Sewerage ($118,000).
• Higher costs associated with the operation of the theatre ($121,000). This was the fi rst representative year of operation and expenditure levels were higher than envisaged in the budget.
• Unbudgeted harbour expenditure totalling $235,000. However this has been offset by unbudgeted harbour income.
• Higher power costs associated with the operation of the Solid Energy Centre ($207,000). This was offset by a contribution from Buller Recreation of $117,000 (refl ected under Fees and Sundry).
The loss on the fi xed interest derivative contracts ($208,000) and loss on the sale of the leasehold properties ($194,000) accounted for further unbudgeted expenditure. The loss on the sale of the leasehold land is attributable to the discount offered by Council as an incentive to encourage freeholding but was outweighed by the cash generated from the sales ($1.8m). The investment in Buller Holdings Limited was written down by $1.4m.
Revaluation Reserve
The Annual Plan was prepared on the assumption that a revaluation would be carried out every year. This is not the approach that will be taken yielding a variance of $4.3m.
fi nancial
Statement of Position
• Disposals of leasehold land at a 20% discount to encourage freehold has resulted in disposals of investment land totalling $3.3m. As at 30 June 2011 there were a total of 23 leasehold properties with a sale value of $1,500,000 lodged at Council’s solicitors pending completion of sale.
• On 1 September 2010 Council sold land and buildings to Westport Harbour Limited and in consideration Buller Holdings Limited issued 1,118,000 shares to Council with a par value of $1.00. Subsequent to balance date, in August 2011, Buller Holdings issued $300,000 ordinary shares at $1.00 each in order to make the second and fi nal payment for land and buildings purchased from Buller District Council prior to 30 June 2011.
• Debt levels were lower than envisaged at $23.4m. This is due to the deferral of the Drinking Water Standard Upgrade Projects resulting in lower capital expenditure than planned. The balance of investments is $10.3m and Council is operating well within our Treasury Management ratios:
• Infrastructure assets totalled $257.185m (2010: $258.040m).
Policy Maximum
Actual Compliance Specifi c Borrowing Limits
Interest Expenses against total revenue 15% 6.85% √ Interest Expenses against total rates 20% 13.77% √ Debt to total income ratio 2.5 1.09 √ Liquid ratio 1:1 1.3: 1 √
Total Debt per property $5,500 $3,181 √
fi nancial
Highlights
Capital Expenditure
Capital Expenditure totalling $5.5m was undertaken. Major projects undertaken included:
•
Roading including the upgrade of Tidal creek bridge and Derby Street reconstruction ($1.7m)•
Water upgrades across Westport, Reefton and rural areas ($1.1m)•
Playground upgrades ($261,000)•
Council property upgrades ($735,000)•
Upgrades of the Reefton and Westport weighbridges and construction of a recycling shed at the Westport Transfer Station ($390,000)•
Work in progress totalling $873,000 for the Cultural Hub was carried forward to 2011/2012•
Stormwater upgrades ($123,000)(K
ohaihai River swi
ngbridge,
Heaphy T
rack,
consultation with maori
Opportunity for Maori to Contribute to the
Decision Making Processes of the Local Authority
The Buller District Council continues to participate in local kaitiaki ropu meetings with local Iwi and the Department of Conservation as appropriate. Iwi have indicated that additional liaison groups, such as an Iwi Liaison sub-committee would pose resource issues for them at this time.
The public forum available before all Council meetings have been utilised over the past year by local Maori to raise concerns or issues with Council.
Both the Papatipu Runanga - Ngati Waewae and local community groups working with Maori are included on Council’s stakeholder database and are included in information dissemination such as Council newsletters and consultation documents.
Ngati Waewae was included in stakeholder group discussions prior to consultation within the district on community outcomes.
Ngati Waewae was also consulted regarding the siting of Council’s proposed landfi ll development project.
With their support, Council endeavoured to purchase the archaeological historic site at Carters Beach. Council looks forward to working with Ngati Waewae and the Department of Conservation on plans for the effective management of this important heritage area.
Our work in detail
Our work in detail
Buller District Council
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2010-2011 Annual Report
democracy
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acy
What do we do?
Council is an elected body that provides a governance structure for
effective leadership, advocacy and accountable stewardship of the
Council’s assets and resources.
The Council is made up of the Mayor, 10 elected Councillors and the Inangahua Community Board. They are supported by a Chief Executive and Council staff. Under the Local Government Act 2002, our statutory roles are:
• To enable democratic local decision making and action by and on behalf of the people of the Buller district
• To promote the social, economic, environmental and cultural wellbeing of the Buller district, in the present and in the future
The Council develops strategies and policies which set the direction for the future of the Buller District Council by including the democratic and decision making processes of Council such as informing the public, generating feedback and involving people in the decision making process.
Why do we do it?
Council wish to ensure that the community is satisfi ed that the Buller District Council is effectively governed and managed. The Council’s purpose is to enable democratic decision making at a local level by and on behalf of our communities, to promote the social, economic, environmental and cultural wellbeing of our communities now and into the future to meet legal requirements and statutory deadlines.
Contributes to what community outcome?
Democracy supports all the community outcomes as it provides the governance and the opportunity for civic engagement.
How the Council performed
Buller 2050
The purpose of the Buller 2050 project is to develop a 50 year strategic plan over the next two years for the Buller district that outlines a future ideal state and the action plans for achieving that future. Extractive industries such as timber, cement, coal and gold have a fi nite life and relying on them to provide economic growth in the next 50 years is not sensible. This coupled with other challenges, such as the uncertain effects of climate change and global fi nancial crisis in 2009, prompted a need to develop a strategy and action plan for economic development in the future. It is recognised that developing new industries or opportunities is not something that can be done overnight and requires careful planning.
In March 2010 Buller District Council endorsed the project Buller 2050: Envisioning our Future which is about planning now for what Buller might look like in the year 2050.
What will our community look like and who
will live here - what will they do?
Workshops were held in Karamea, Westport, Reefton and Punakaiki in 2010 to give people an opportunity to have their say. Key stakeholders have been identifi ed for inclusion in future discussions.
Identifying new opportunities, encouraging entrepreneurs to consider those opportunities, developing those opportunities and ensuring they are sustainable all takes time, perhaps anything from 5 to 20 years. If the framework for this plan is put in place by the end of 2011, this will complement the District Plan review process and allow the major action plans to be included in the 2012 LTCCP.
Engagement with Maori
During the 2010/2011 fi nancial year there was one formal meeting held with Ngati Waewae to discuss a cultural assessment for the proposed landfi ll site.
Elections
Elections were held on 09 October 2010. Two new Councillors were elected - John Hill and Graham Howard - for the Westport Ward.
Councillor inductions were held on 20 and 21 October 2010, with the fi rst Council meeting held on 27 October 2010.
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Council priorities
The new Council of 2010 have set the direction for the next three
years by identifying the top priorities moving forward as they began
their term as the Council of the Buller district. The focus in this
planning is on long term solutions for the benefi t of our district.
First on the list is a long term solution for Westport water. The current system is no longer able to meet the latest drinking water standards issued by central Government so a long term solution needs to be implemented. A Water Group has been created to ensure that decisions can be made promptly and carefully to ensure that the solution decided on can last for 50-100 years.
Second on the list is a long term answer to the Buller landfi ll. Currently all of the residual waste from Buller is being trucked to Nelson, as Council has a short term contract with Nelson City Council. At present this is the most cost effective option for disposing of residual waste, although Council has now purchased land to use as a landfi ll site at Caroline Terrace and is in the process of applying for resource consents and a designation. A Waste Minimisation and Solid Waste working group has been established to work with the Manager Operations to review the best long term options for Buller relating to waste disposal and minimisation.
Council wants to work closely with the West Coast District Health Board (WCDHB) and Ministry of Health (MoH) to ensure integrated family health centres are established with no loss of services to residents in Buller.
Other priorities include a complete review of the Buller District Plan; Review of the Rating system; the development of revenue streams so that Council relies less on rates; establish Westport fl ood mitigation measures; treated water supplies for Northern Buller; action plans for Buller 2050; and develop plans to retain existing businesses, attract new businesses and grow our economy.
Other areas identifi ed that also need to be worked on consist of working with the O’Conor Home (Old Age Care), WCDHB and all other parties to ensure that aged care and dementia facilities are retained; ensure better coordination of social services; debt reduction and develop more shared services.
(Whitebaiting,
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Key performance indicators
What we did What we measured Target Actual
To provide a governance structure and to develop strategic direction for the future of the Buller district
All meetings notified as per legislative requirements (Local Government Official Meetings Act “LGOIMA”) and Standing Orders.
- Minimum notification period of five days but this notification period must not exceed 14 days.
- If meeting after the 21st day of the month minimum notification is five days but notification period not to exceed 10 days.
100% All meetings notified as required (2010: no change)
% of agendas and reports available from Council two clear working days prior to each meeting
100% 100%
(2010: no change) % attendance of Council members at various Committee and Working
Group meetings 90% 94% at Council Meetings(2010: 92% at Council Meetings) % of Council meetings that are run according to statutory requirements 90 - 100%
range
All Council meetings are run according to statutory requirements. Nil breaches of legislation noted.
(2010: no change)
To engage and educate members of the community in matters of importance in our district
% Residents who are satisfied with the way Council involves people in decision making
The leading priorities that were identified by residents as actionable include water supplies, sewerage, waste management and stormwater drainage.
75% satisfaction
Survey was undertaken in November 2010. 400 Buller residents shared their opinion of Council and its performance. Council contracted Research First, a Christchurch-based company, to conduct a residents opinion phone-based survey in November 2010. The full survey is available online via Council’s website www.bullerdc.govt.nz. As a result of the survey Council formalised a list of priorities at the November 2010 meeting which includes a ‘long term view’ of the Westport Water Supply upgrade and long term solution for Buller refuse.
Number of meetings held with Maori Two formal
meetings per annum
One meeting was held to discuss a cultural assessment for the proposed landfill site. (2010: Nil meetings held)
% of consultations undertaken in compliance with legislation through evaluation of consultation procedure
90 - 100% range
Consultations were undertaken and all legislative requirements were met (100%). (2010: no change)
Co-ordination of annual budgeting and financial planning processes and preparation of Long Term Council Community Plan and Annual Plan
Adoption of Long Term Council Plan and Annual Plan within statutory
timeframes with an unqualified opinion on Long Term Plan Meet required statutory deadlines for adoption of required reports
Met required statutory deadlines for adoption of required reports.
(2010: no change)
Provide timely and accurate financial information to Management and Council to enable effective monitoring and reporting of financial performance
Adoption of Annual Report Meet required
statutory deadlines for adoption of required reports
Met required statutory deadlines for adoption of required reports
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Full Council meeting attendance
Date Number of Attendees Councillor not in Attendance
July 2010 10 Neylon
August 2010 10 Campbell
September 2010 10 Neylon
October 2010 10 Hawes
November 2010 11 nil
December 2010 10 Howard
January 2011 10 Montgomery
February 2011 11 nil
March 2011 11 nil
April 2011 10 Campbell
May 2011 11 nil
June 2011 10 Hill
Summary 12 Meetings Held
Average % of Attendance 94%
Inangahua Community Board attendance
Date Number of Attendees Member not in AttendanceJuly 2010 5 Neylon
September 2010 4 McCarthy and Neylon
November 2010 5 Neylon
February 2011 6 nil
April 2011 4 Fowler and Hawes
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Explanation of signifi cant
operating variances
Fees and Sundry:
Lower than budgeted external contributions Lower than budgeted external contributions were received by Inangahua Community Board towards Reefton Gym were received by Inangahua Community Board towards Reefton Gym ($10,000).($10,000).
Other Expenses
: An unbudgeted grant was made towards the An unbudgeted grant was made towards the Christchurch Earthquake appeal ($10,000). A customer/residents survey Christchurch Earthquake appeal ($10,000). A customer/residents survey was carried out ($16,000). This had been budgeted for in 2009/2010 was carried out ($16,000). This had been budgeted for in 2009/2010 but the survey had not been carried out. Expenses were incured for but the survey had not been carried out. Expenses were incured for legal and tax advice relating to the Holding Company ($67,000). legal and tax advice relating to the Holding Company ($67,000).Signifi cant capital expenditure
No capital expenditure undertaken
Explanation of signifi cant capital
expenditure variances
No capital expenditure undertaken
2010/2011 2010/2011 2009/2010
DEMOCRACY
Actual Budget Actual$(000) $(000) $(000)
OPERATING REVENUE
Fees and Sundry 31 40 3
Financial Assistance 13 0 6
TOTAL Revenue $44 $40 $9
OPERATING EXPENDITURE
Employee Benefit Expenses 218 216 210
Depreciation and Amortisation 0 0 0
Finance Costs 0 0 0
Other Expenses 627 551 484
TOTAL Expenditure $845 $767 $694
NET Cost/(Surplus) of Services $801 $727 $685
community services
What do we do?
Community Grants & Funding
The Council provides funding directly to community organisations, as well as managing the distribution of various government funding for the arts,
sporting and safety initiatives.
District Promotion & Development,
Tourism Support & Events
We introduced a District Promotion and Development Targeted Rate in the 2009/2010 fi nancial year based on a tiered fl at rate in conjunction with a capital charge, targeting tourism operators who advertise and all commercial/industrial ratepayers.
The Promotion and Development Co-ordinator meets regularly with industry stakeholders and governing bodies to secure ongoing support and direction of the Collective Tourism Project. This entails actioning of the Buller Marketing Plan.
This includes ongoing development of the Buller Tourism website which incorporates Karamea, Westport, Punakaiki and Reefton to promote the Buller district as a place to work, live and play.
Initiation of district wide initiatives aimed a collaboration of operators to further promote and market the district.
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Development of a Cultural Hub
Council consulted with the Community on a proposal to establish a
Cultural Hub consisting of an I-Site and Museum in 2005.
The first stage of this project (I-Site and Museum relocation) was included in the 2006 Long Term Plan.
There were plans to revitalise the town centre through the creation of a Cultural Hub, linking these two services and the new Performing Arts Centre. Council proposed to increase the allocated budget from $1.5m (as previously indicated) to $3m over three years in the 2009-2012 Long Term Plan.
An application has been made to the Lottery Environment and Heritage Committee for funding and Council is expecting notifi cation regarding this application in November 2011.
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Recreation & Cultural Facilities & Services
The NBS Theatre provides the Buller district with live theatre and shows, performing arts and fi lm. The venue is also able to hold conferences of varying sizes, workshops and festivals - both dramatic and fi lm.
Public Libraries and Community Libraries are provided within the district delivering access to many forms of information and resources to help support life long learning, literacy and recreational reading.
Significant importance is placed on the delivery of cultural, environmental and industrial heritage to the district. The Council is leading projects to develop cultural facilities for the district.
Community Engagement
Council provides community newsletters, media releases, specialist working groups and consultation programmes to inform and involve residents in Council activities and decisions.
Why do we do it?
A community is enhanced through the provision of services that deliver to
the cultural and recreational needs of residents.
These services are vital to the quality of life of residents and provide the infrastructure that enables the building of social, cultural and sporting associations within the community. The community also has a vital role to play in contributing to the district’s success by being informed about and involved in decisions and projects.
Contributes to what community outcome?
Community Outcomes How the Council Contributes
Health By providing facilities that allow people to play sport and achieve their fitness and recreational goals. Providing grants, facilities and spaces that assist in developing the community cohesion that supports mental and social well being.
Education Assisting in the development of lifelong learning and literacy through the Library network. Providing performance space for use in artistic and cultural performance. Working with educational institutions on collaborative projects.
Safety Supporting the work of social organisations that deliver services to those in need.
Economy Providing high quality community facilities to attract people to live and work in the Buller district. Provide opportunities and funding that assist with tourism development and district promotion.
Identity Using consultation opportunities to make decisions about the future of the Buller district that reflect the unique attitudes and needs of Buller district residents.
Supporting the promotion of the Buller district through developing opportunities to tell the stories of the social, cultural and industrial heritage.
NBS Theatre,
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e
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How council performed?
Grants
Council contributed over $40,000 in community grants. The groups that received the funding provide accountability statements to Council.
NBS Theatre
In 2011 the NBS Theatre has had numerous shows. Some of the highlights in the auditorium have been comedians Ben Hurley and Mike King, the Royal NZ Ballet, NZ Army Band. Clubs NZ held their AGM and conference over three days (400 members) and a Brass Band Regional contest. Other show genres have included comedy, dance, live theatre and musical.
In 2011 Buller Electricity sponsored naming rights for the two cinemas. Public nominations were held and the Bill Moffi tt Cinema and Fred S Gregory screen room were named in an opening ceremony.
The Fred Gregory screen room can be hired for birthday parties, utilising the IT equipment for playing playstation or watching a fi lm of choice. This room has also been used for meetings and small conferences with presentations being electronically delivered to the audience. There is potential for revenue growth in this area.
The NBS Theatre is versatile in that all three areas (auditorium, Bill Moffi tt Cinema and Fred S Gregory screen room) can be used simultaneously.
This use of the facility provides a further opportunity for growth in the forthcoming year.
The cinema area of the building is open seven days allowing the public fl exibility in their viewing times. Films open the same time at the NBS Theatre as they open in the rest of New Zealand. Midnight screenings of blockbuster fi lms have also been introduced. The theatre has also got on board with groups, clubs and offering fundraiser screenings of fi lms. This is proving to be increasingly popular and supports the community in fundraising efforts.
The Theatre website www.nbstheatre.co.nz has been developed and is attracting overseas acts.
The introduction of fresh popcorn and chocolate bombs has proved to be a popular return for the patrons.
Libraries and Aotearoa People’s Network
Service delivery improvement and engagement with customers and community continue to be focus activities for excellent Library services:
• Increased facility usage, collection growth and demand for better seating were key factors for a refurbishment project at Westport library resulting in extension and re-organisation of Non-Fiction, Reference and Audio-visual collection as well as new display of periodicals.
• Freed-up space was used for additional tabled seating where visitors can study and read comfortably. Children and Young Adults sections also were improved with more front display shelving and attractive seating.
• Each Buller district resident visited (the library) statistically the library more than nine times with a total of 88,396 visitors at Westport and Reefton libraries.
• Usage of free internet access with Aotearoa Peoples Network Kaharoa is refl ecting strong community demand for accessing online and digital information. The libraries had 19,654 PC users and 4,860 Wifi users at Westport library
• The library website was re-vamped as part of BDC website overhaul and is continually updated with library news and events added. Library users stay informed through a subscription service for a bi-monthly library newsletter.
• Library events with writers and song-writers like Jenny Pattrick, Vanda Symon and Rachel Darwick were cultural highlights and allowed the community to meet and interact with well known artists.
• Literacy activities encourage positive literacy developments for all ages. During New Zealand Book Month and Library Week workshops were held to discover and practice library orientation and services with students. Adult Learners Week opened with a night presenting all local Adult Learning Services as a one stop shop. Holiday reading programmes were fully booked and helped retain literacy skills of children when not at school.
• More co-operation with the educational sector and pre-school educators was successfully initiated and resulted in a workshop for young writers for Buller High School Students and a total of 44 group visits to the libraries. Ongoing collaboration with ICT West Coast helped facilitate ICT training courses for seniors and students.
• Regular displays and exhibitions of cultural and historical subject were arranged to support community group activities like Genealogy and History Group, New Coasters, Counselling Services like Homebuilders and a wide range of local non-profi t organisations.
• Digital preservation of historically important library records continued. Archive records were updated and historic newspaper holdings added.
• Library staff provided input and expertise for development and progress of two nationwide high-profi led library projects Aotearoa People’s Network and Kotui Shared Library Management systems.
District Promotion and Tourism
The main focus of the Promotions and Development offi ce this past year has been the Collective Tourism Promotion Project, which is a fi ve-year project to build all the components needed to promote the Buller district as a recognised visitor destination, building on the fact that Buller can offer the best of many things the West Coast is famous for.
Achievements to date include a comprehensive strategy and marketing plan, a district tourism brand, new tourism website, photo library, district signage, development of a Buller Touring Guide and distribution plan.
The offi ce has also developed an inventory of local mining ancillary
Communications
A new look Council website which is ready to offer
information and services to all was developed.
Demand for communication and information to be obtained over the internet has steadily increased in recent years, especially with access to high speed internet being available to growing numbers of residents in rural areas of Buller. With this in mind the Buller District Council allocated funds in the 2010/2011 annual budget to get the Council website refreshed and updated, so that better information can be provided.
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businesses for prospecting mining companies, assisted Department of Conservation with the Denniston Experience, worked with other development agencies such as Buller Holdings Limited, Development West Coast and Tourism West Coast as appropriate.
A Promotions and Development Committee has been established to ensure local stakeholder input into the operational and strategic direction of the offi ce.
Solid Energy Centre (managed by Buller Recreation Ltd)
The Solid Energy Centre has now completed its second year of operation, which has again had its frustrations with regards to building related issues. However, these are now mostly behind us which puts us in a strong position for the future. Some signifi cant progress was made in reducing the energy costs to the business over the last 12 months, but there is still some work to do to ensure the heating system can function in all weather conditions. An Asset Management Plan has been completed, and systems put in place to ensure that maintenance work is carried out when required.
Some changes have been made to how people are employed in the business during the last year, with the fi tness instructors joining the staff team instead of being contractors. The staff structure has also changed with a reduction in team leaders, and an increase in customer service staff.
Usage of the centre has remained steady in comparison with last year, with slight reductions in income in certain areas of the business. Swimming numbers have increased this winter, which suggests that swimmers are becoming accustomed to having a year round pool available to them. The centre continues to attract a reasonable number of meetings and events. There is potential for growth in this area.
The Buller High School has become an ongoing user of the facility, with their pool being closed during the year. They are using the aquatic centre for all their water sports requirements, and the stadium for many of their PE classes.
The 2011 year has been primarily focused on ensuring that the systems and building at the Solid Energy Centre are as effi cient as possible, with a focus on reducing costs wherever we can and ensuring that the asset is well maintained.
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Key performance indicators
Objective Measures Target Actual
To contribute to community development through liaison, funding and support to vital community organisations
Community Grants and Funding: Distribution of national
funding in accordance with policies
90 - 100% range 100% Achieved (2010: 100%)
Over $40,000 distributed in contestable funding from Creative New Zealand, SPARC and Ministry of Justice (2010: $34,000 distributed) Council Grants
distributed and
monitored in accordance with our policies
90 - 100% range 100% (2010: 100%)
To support the development and
sustainability for district tourism
District Promotion, Tourism Support and Events: Key Performance
Indicators (KPI’s) agreed with all identified grant recipients and monitored
90 - 100% range
KPI’s monitored and achieved KPI’s have been set per organisation by Council and agreed by the relative parties. Quarterly reports are provided to the Community Services Officer.
Monitor achievement of strategic tourism objectives
Monitor increase / decrease in guest nights for Buller Tourism West Coast report a decrease in guest nights of 5.1% for the year ended June 2011 (commercial accommodation monitor) (2010: 1.5%) .
The South Island experienced a decline in guest nights of 9% which can mainly be attributed to the Canterbury earthquakes, global recession and high exchange rates (2010: national increase of 7%) Monthly reports from Visitor Strategy Officer Consultation has been undertaken with the Governance Group on specific projects. Where required presentations and reports to Council have been provided to discuss and progress projects (2010: no change)
Completion of Cultural Hub Project
Completion of project Detailed design completed but further work on the project has been suspended until clarity regarding external fundraising has been obtained.
Visitor satisfaction Establish Memorandum of Understanding and/or level of service agreements with I-Site and Museum once construction completed and businesses are operational.
A Governance model has been agreed upon by Council outlining the proposed structure of the new I-Site and Coaltown.
Establishment of Memorandum of Understanding delayed due to Cultural Hub project being suspended.
