19 AUGUST 1996

A meeting of the Strategy and Resources Committee

was held on Monday 19 August 1996 at 4.00 pm

PRESENT: Councillor David Close (Chairman),

The Mayor,

Councillors Oscar Alpers, Carole Evans,

Pat Harrow, Ian Howell, Alister James,

Garry Moore, Margaret Murray,

Denis O'Rourke and Ron Wright.

The Mayor arrived at 4.10 pm, retired at 4.50 pm

and was present for clauses 4, 5, 9, 11.1 and 11.2.

Councillor James and Councillor Howell retired

at 4.50 pm and were present for clauses 4, 5, 9,

11.1, 11.2 and 13.

Councillor Wright retired at 5.50 pm and was

present for all clauses except clause 15.

The Committee reports that:

PART A - MATTERS REQUIRING A COUNCIL DECISION

1. SERVICE LEVEL REVIEWS AND POLICY PROJECTS RR 3055

Officer responsible	Author
City Manager	Jonathan Fletcher
Corporate Plan Output: Vol. 1 Section 3.1.12 Policy Advice

The purpose of this report is to advise the Council on the procedures and working timetables for service level reviews of Council's significant activities and major policy projects.

Service level reviews are the main vehicle for detailed consideration of the Council's service delivery activities. As such they should be an ongoing activity with any significant changes reflected in the following Annual/Corporate Plan. In one sense, many Council decisions contain within them at least an implicit service review. For example the decision to increase the frequency of refuse collection in the central city is a decision that the increased level of service provided is a cost efficient contribution to the achievements of the Council's objectives for the central city.

The major example of the more formal review of service levels is that which was triggered by the decision to move to asset management plans (AMPs) for the infrastructural assets that the Council will be maintaining `in perpetuity' (including, for example, the streets network, the water and sewerage systems). An AMP is prepared on the basis of a specific level of service and therefore it is necessary to establish the level of service as part of the AMP process.

The roading/traffic service level review and asset management plan was completed last year and similar work for water supply, liquid waste (sewers), land drainage and parks has been carried out this year.

Following the completion of the individual service level reviews it is proposed to hold a series of `trade-offs' workshops during the week of 9 September. At these all the draft levels of service will be considered together with their cost implications, and if necessary `trade-offs' made between levels of service in order to keep the total budget for the infrastructure areas within the limits assumed in the projections in the current annual plan or as otherwise determined by the Council. Inputs to this workshop will include: the draft level of service proposals in the various asset management plans, submissions from Community Boards on these, and the results of further public consultation aimed at determining customer preferences in the mix of the levels of services proposed. This work on the infrastructural assets is a major task involving the determining of service levels and asset management plans for activity on which the Council spends annually approximately $101m operational and $48m capital. The work will be completed in time for the start of the 1997/98 budget round.

Service level reviews in other areas of Council activities take forms to best fit the significant activity being considered. However each review should include the following elements:

* It should take account of the programmes of other agencies working in the same area;

* It should aim to best align the level of service with the Council's vision, strategic objectives and policies;

* It should be led by the relevant standing committee;

* It should provide opportunities for input from the Christchurch community and from the users and customers of the outputs being considered.

Much of the work involved in a service level review will be undertaken by the staff of the units currently providing services. The role of the Director of Policy and his staff who will, typically, lead and manage the reviews includes ensuring a measure of independence in the review work and the advice given.

Reviews under way or planned include:

1. Physical Recreation and Sport: the physical recreation and sport policy was approved by Council in June. It is intended that the service level review/asset management plan and programme development work will be timed to follow the substantial completion of the AMP process for the infrastructural assets (that is, commence in October).

2. Review of Housing Policy: the Community Services Committee has given priority to Housing policy and expects to be recommending decisions on Housing priorities to the October Council meeting. These recommendations are likely to cover both capital development and stock utilisation. Alongside this review, the Community Services Committee is also overseeing reviews of various aspects of housing operational service, including the keeping of pets, and security in Elderly Persons' Housing.

3. Community Development outputs: the nature and scope of this review is currently under consideration. The draft policy will be discussed by the Community Services Committee at an August seminar. It is anticipated that a review of service priorities and programme will follow.

4. Childcare Provision and Needs: the Community Advisory section of the Leisure and Community Services Unit is part way through a review of childcare provision and needs in the city and the role of Council in service provision. This review should be reported to the December Committee round.

5. Libraries: a review of the Library strategic plan and direction is included in the 1996/97 corporate plan.

6. Voluntary Libraries: a review team is currently looking at the levels of service of voluntary libraries. It has already held consultation forums with representatives from the Voluntary Libraries Management Committees as part of its consultation process with stakeholders and has surveyed users. An information update will be presented to the Community Services Committee following its August Meeting. The team is due to report to the October Committee round.

7. Natural Environment Strategy for Christchurch: the Environmental Policy and Planning Unit is co-ordinating development of this strategy which is designed to ensure that sustainable practices govern the management of the natural resources of the city. The strategy is referenced in the draft City Plan and it will become a guidance document to both support and inform decisions made under the Plan. The strategy is due for completion in March 1997.

8. Youth Policy: preliminary planning has begun, in consultation with the chair of the Community Services Committee for review of the policy and service levels of the Council's involvement with youth. This review will begin with a Community Services seminar in September.

9. Review of Council involvement with attracting, managing and marketing events: in May 1995 the Council resolved `that a review of the city's interests in events marketing be carried out and the applicability of an events marketing corporation in Christchurch be determined'. Further in April 1996, in adopting the draft annual plan and budget, the Council resolved that `the City Manager be requested to report back to the Council on the possible contracting out of some of the activities currently carried out by the Communications and Promotions Unit'. Now that we have completed putting in place the management contract for the Town Hall, Convention Centre and Sports and Entertainment Centre, work is under way to give effect to these two resolutions. This should be completed by the end of November 1996.

10. Children's Strategy: the development of a Children's Strategy for Christchurch is a major policy initiative which, to the best of my knowledge is unique. The service level implications of that policy are currently being looked at by Standing Committees and Council Units in various ways and I am confident that that strategy will have a significant influence on service levels in many areas of Council activity.

11. Solid Waste Recycling: options for the introduction of residential kerbside recycling schemes are under investigation. Recommendations will be brought to the Council for decision by December 1996.

12. Landfill Options: the Council is involved in a working party with other Canterbury territorial authorities looking at the alternatives for future landfill provision for the region. Recommendations are due by the end of the year.

13. Christchurch Wastewater Treatment Plant: This is the subject of a joint Environmental/City Services seminar in August. A report is being prepared for the October 1996 Committee round covering the proposals for expanding the capacity of the treatment plant.

14. Public Transport: the Council is working closely with the Canterbury Regional Council on improving public passenger transport in Christchurch. Options for a central city bus terminal are also under consideration.

15. Northern Access: planning is under way for a fresh approach to consideration of options for access across the northern part of the city. A preliminary report has gone to the August Shirley/Papanui Community Board and the Environmental Committee.

16. Population and Urban Growth: a joint regional working party is being established to consider options for planning for urban growth in the medium to long term (10 years plus). Preliminary reports on the alternatives and their consequences should be completed by June 1997.

17. Swimming Pool Management: the Council at its July meeting requested a review on the options for managing the new Centennial Pool facilities. Given that the Council is also planning to build a new pool at Pioneer Stadium and greatly expand the swimming facilities at QEII, a brief is being prepared for a review of the best organisational options for marketing and managing all Council pools. A report date of February has been set, with a progress report to Parks and Recreation Committee in December.

The process of reviewing Council activities in a systematic and consultative manner, away from the pressure of the budget review process, enables the Council to make carefully considered decisions on its activities and whether they are aligned with and will best contribute to achieving the Council's objectives and policies. It is greatly helped by having a clear statement of the Council's vision and strategic objectives because it is from these that the policies and service level reviews flow.

The adoption of a consultative process providing for community involvement in the service level reviews helps to ensure that the service provided by the Council meets community expectations. It also contributes to Christchurch people gaining a better understanding of the council's role in community governance and the pressures, limitations and restraints on Council involvement.

The process of service level review is an ongoing one, with the policies and service levels needing to be reviewed and modified as time and circumstances change. It needs to be recognised that as priorities shift and urgent issues arise, elements of such a programme will be retimetabled.

The Chairman commented:

I thoroughly support the programme of policy review outlined above. Policy review is a very necessary, ongoing process. In recent months excellent work has been done in asset management reviews of roading and water services, for example, with the result that the Council will be enabled to have confidence in the capital programmes it develops. Without a policy framework, there is a risk that inappropriate ad hoc decisions will be made.

There are, however, some principles which should be observed if we are to avoid some of the mistakes we have made in the past.

1. Policy development is a tool to aid decision-making and to lead directly to programmes that meet the Council's objectives. Policy is only as good as its implementation.

2. Policy should be developed within a specific time-frame. If completion of the policy is unduly slow, facts change, implementation of programmes is deferred, or ad hoc decisions are made.

3. Policy documents should:

(i) Proceed from a clear understanding of past and current policy and procedures.

(ii) Be oriented towards practical proposals able to be implemented in the short-to-medium term.

(iii) Allow for innovative, lateral thinking.

(iv) Recognise the relationship between service levels and available resources.

(v) Be sensitive to the Council's priorities.

(vi) Ensure that, if consultants are used, they are thoroughly briefed on background and objectives.

I have discussed these issues with the Director of Policy. We agree that most of the above principles are followed most of the time. He has suggested that, where issues are complex and policy development is necessarily slow, an interim report could be prepared to guide decision-making pending the completion of the review.

Recommendation: That the programme outlined in the Director of Policy's report be confirmed for working purposes subject to the principles listed in the Chairman's comments being taken into account in preparing policy documents.

2. SUMMARY OF MAIN ISSUES FOR DEVELOPMENT

during 1996/97 RR 3468

Officer responsible	Author
City Manager	Mike Richardson

The purpose of this report is to set down in terms of a broad framework the key issues which we will be progressing during 1996/97, at both the elected member and staff organisation levels. Councillors may recall that this is now the third report of this nature which I have tabled during the month of August. Its purpose is to paint a broad picture of strategic direction with regard to the planning of the framework within which Council operates. It is concerned with processes not specific policy issues. (Note - the Director of Policy has a report elsewhere in this agenda which sets out priorities with regard to specific policy issues.)

REVENUE POLICY

We have been working on revenue policy for almost two years and it is important that we bring it to a conclusion for the next Annual Plan round. The purpose of revenue policy is for Council to adopt a policy for each of its output classes as to who will pay for it.

This work was commenced in advance of any legislative requirement but has been progressed in a manner consistent with the developing legislation. Now that the Local Government Amendment Act No 3 has been enacted the Council is well placed to complete this exercise in a manner which complies with the new legislation.

Members of the Committee have been involved in a long series of workshops on revenue policy and the timetable now is:

Currently	Staff analysing options for funding each output class to match completed benefits analysis
September	Report to the Strategy and Resources Committee on the requirements of the Local Government Amendment Act No 3.
Mid-October- Mid-November	Strategy and Resources Seminars to review funding options
December	Completed report to Committee and Council
March	Public consultation in conjunction with Annual Plan

ASSET MANAGEMENT PLANS/SERVICE LEVEL REVIEWS

The immediate reason for preparing asset management plans is to ensure the Council's infrastructural assets - assets valued in excess of $1.2 billion - are managed in the most cost effective way possible. Asset management plans will timetable maintenance and replacement for these assets at the best possible time - not so early that assets are maintained or replaced while they are still in good working order, and not so late that unnecessary deterioration leads to higher costs in the long run.

The adoption of asset management plans may allow the Council to treat its infrastructural assets in a different way for accounting purposes. At present, assets are assumed to have a finite life, and each year a calculated charge - depreciation - is charged against each asset on the assumption they are losing their value. Renewals and replacement work done during the year are then recognised as capital work. In theory, if all depreciation calculations are correct, and if the assets are maintained correctly, the capital work done should cancel out the depreciation, leaving the value of the asset intact over time.

A different accounting treatment, known as renewal accounting, is being considered by the New Zealand Society of Accountants, who set the accounting standards the Council must adhere to. Renewal accounting would not charge depreciation on infrastructural assets. Instead, work now classified as renewal and replacement would be treated as an operational expense. Provided we can demonstrate that our assets are not losing their potential to provide service, there would be no need to charge for depreciation. The Council would need to satisfy its auditors that its assets were indeed being so maintained.

It is too early to say whether or not the accounting treatment for infrastructural assets will change - whether we will move to renewal accounting as discussed earlier. The implications of change will be thoroughly analysed by staff, and the different possibilities will be presented to elected members for their consideration before any firm decisions are made.

The key to both asset management plans and renewal accounting is the concept of "level of service". The level of service to be delivered by a given asset is first agreed by the Council, plans are then prepared for managing the asset so the specified level of service can be delivered in perpetuity (or until it is further reviewed).

Work has been done over the last 18 months to collect public perceptions of desired levels of service, and to brief Councillors on the many options and possibilities available. The relevant Standing Committees have considered their respective areas of responsibility in considerable detail and Community Boards have reviewed the levels of service from their local area viewpoint. Work will continue over the next few months to enable Councillors to choose levels of service consistent with the resources available to the Council and Councillors' visions for the contribution the Council should make to the quality of life in Christchurch. The current process should be viewed as the first step in a continual process of updating and reviewing levels of service in the face of changing needs, technology and information.

From my perspective the advantage of switching to asset management is that it requires us to make clear choices as to service levels, and to make explicit the choice between service levels and costs. As an approach it starts with customers and the city's needs today rather than embodying historic engineering decisions, and then looks to the future, the future the Council would like to achieve.

By arrangement with the respective Committee Chairmen, the September meetings of the Community Services, City Services, Parks and Recreation, Environmental and Projects and Property Committees have been cancelled. These meetings will be replaced by a series of meetings commencing at 4.00 pm on 9, 10 and 11 September. On these days the first four committees, together with the Strategy and Resources Committee, will convene as a joint working party to consider the standards of service for the Council's infrastructure assets.

A special joint meeting of the same committees will be held at 4.00 pm on Thursday 12 September 1996, to review the outcome of the working party meetings and to recommend to the Council the levels of service for each asset area.

Service level review work in areas other than infrastructure and assets is covered in Jonathan Fletcher's report.

IDENTIFYING TOMORROW'S ISSUES AND REFLECTING THEM IN THE STRATEGIC OBJECTIVES

As a Council our decision making has become increasingly consultative with the community. At the level of service delivery we are trying to reflect customer preferences, at the level of policy making we try to capture the views of interest groups in the community. The merits of this are not disputed. It needs to be recognised however that high level of consultation with organised interest groups on today's issues must be balanced with other inputs. Such inputs should include gaining access to the views of what can often be a `silent majority', gaining access to the views of those who for a variety of reasons do not normally get involved in influencing the decision making process and also ensuring that today's decisions are not prejudicial to the sustainability of the environment and take into account needs and opportunities which are likely to appear over the next few years.

The initiative to develop some scenarios of future needs and opportunities facing Christchurch is intended to address the latter of these policy making needs. The first seminar was held at Mona Vale last month and the next seminar will be on 21 August. This process will provide Councillors with a different perspective when it comes to determining priorities and also may give rise to a review of Council's role in achieving specific outcomes for the city.

I often think of exercises such as service level reviews, revenue policy and looking at future scenarios as being looking at the view through a range of different windows, each provides a different perspective from which Council must synthesise a set of priorities to review and develop its programmes and spending plans for the future.

SERVICE CHARTERS

We are planning to have some initial discussion with elected members in September on the possibility of developing something along the lines of what some European countries call `service charters'. This means that for each of our major activities we would set down quite specifically the standard of

service or level of service which an individual or a community should expect and make sure that they are informed of this standard. Some European countries (though not others) have taken this consumer charter model a step further and specify the compensation which will result if the standard is not achieved. With progress that has been made on a range of fronts it may now be appropriate to adopt this approach in Christchurch. It could also become the focus for the redesign of the significant activity pages of the Annual Plan to present them as a form of service charter.

MORE GENERAL ISSUES REGARDING OUR RELATIONSHIP WITH THE COMMUNITY

The issue of service charters is concerned with communication. They are information to the community as to what they can expect and also thereby a framework for our receiving feedback on both non-performance and also the standards themselves.

I have before presented to Councillors a spectrum which suggests that Council's relationship with the community can be thought of as operating from communication at one end to empowering the community to deliver services at the opposite end. In between are the modes of interaction of consultation and participation.

To date much of what we do as a Council is based on consultation as distinct to participation. That is, we go to the community with a proposal and seek input for its fine-tuning before Council makes a decision.

I would like to see us begin over this next year to develop clearer frameworks regarding the types of issues on which we will employ consultation principles and when participation principles are more appropriate. Also, frameworks for consistent approaches within which we should operate. An initial discussion on this will be held prior to today's meeting.

Presently the framework for this is set out in the Council's Mission Statement. This at least needs to have further protocols which underpin it and perhaps should be completely reviewed.

The question of empowerment of the community to undertake decisions for itself and to deliver services to itself should also be on our agenda. I believe it would be valuable if some pilot exercises could be developed over the next 12 months.

PRIORITIES WITHIN THE STAFF ORGANISATION

Within the staff organisation we are continuing to develop practices which are consistent with the culture statement `Giving Value - Being Valued' which was put in place some two years ago. I am delighted to say that rapid progress is now being made at the level of Units and teams within Units. Progress is far from uniform across the organisation but critical to lasting progress is a hearts and minds commitment to development of better ways of going about day to day business rather than responding to `instructions'.

Substantial progress will be made this year in implementing throughout the organisation a tool known as `Team Value Statements' which we have developed successfully over the last two years. Team Value Statements require workplace teams to focus not simply on who their customers are but also what their customers want and to find mutually acceptable ways of measuring whether or not those expectations are being achieved. They also provide a framework for careful scrutiny of our processes and systems for achieving the required ends and measuring success in doing so. Dorothea Brown is leading this work.

Alongside Team Value Statements we are now piloting a Value Planning process which we are growing from our performance development system. Value planning focuses on the identification of what an individual needs to do to achieve the key outputs which he or she is responsible for. It also looks at the contribution they will make during the next 12 months period to change and improvement within the organisation and finally at positive and negative aspects of the way in which their behaviour impacts on colleagues and their ability to achieve their goals.

Significant development work is intended with regard to information, especially information which can be used to fine-tune performance in delivering services to our customers, Simon Markham is leading this. Meanwhile Bob Lineham is leading an important project which aims to put in place by July 1998 a computerised time accounting/job costing system throughout the Council which will enable us to be much more flexible in the way in which staff can be applied to delivering outputs and simultaneously provide an effective framework for meeting the aspirations of individuals for taking on new tasks and more challenging tasks.

This paper is for the information of elected members. It is anticipated that priorities and relative progress will vary depending on events and opportunities during the year.

Recommendation: That the framework set out in the City Manager's report be adopted for working purposes.

3. LOCAL GOVERNMENT NEW ZEALAND - PROPOSED POLICY

ON ISSUES FOR WOMEN IN LOCAL GOVERNMENT RR 3477

Officer responsible	Author
Director of Policy	Jennifer Pitcher
Corporate Plan Output: Public Accountability

The purpose of this report is to provide an analysis and recommendations for the consideration of Councillors on the strategy and policy for women in local government proposed by the National Council. The draft policy was circulated to all Councillors with the Strategy and Resources Committee's August agenda. The policy and strategy is currently being reviewed and comments are requested from members of the Association by 31 August prior to a final decision being made.

Background

The Women's Consultative Committee (WCC) is a committee set up in 1994 by the National Council to achieve the following purpose:

"To enable women to participate effectively in all the Association's activities and processes so that its actions, recognising an appropriate blend of gender, race, age and geography, thereby reflect the interests of all the people represented by local government."

A specially convened meeting to review the status and existence of the WCC concluded that "a special committee was no longer fully justifiable in the light of advances made by women in the organisation since the committee was set up". There are now five women members (out of 15) of the National Council and a similar change in zone and sector chairs and committees and working parties. At the same time, the number of women among the total number of elected members has continued to rise, and is now at 28% (figure provided 8/8/96).

The special committee advised, however, that there were still issues for women in local government that needed addressing. These were:

1. Supporting and encouraging women elected members.

2. Ensuring that NZ Local Government Association is a balanced organisation with a `women friendly' culture.

3. Making sure that where any issue being considered might have an impact/effect on women's participation in local government, it is identified and addressed.

4. Ensuring that a woman's perspective is able to be expressed and applied to the organisation's policy making generally.

In light of the above, National Council agreed in principle to disband the WCC and adopt a broad LGNZ wide policy and strategy, subject to consultation with members.

Analysis

The proposed policy and strategy put by LGNZ, as indicative of best practice nationally and internationally, is supported. The disbanding of the WCC in favour of the full National Council taking responsibility for overseeing the implementation of the new policy and strategy, however, does not seem to be well reasoned.

The original women's consultative committee was set up to achieve a certain purpose, as outlined above. The view expressed in the report that "the committee was no longer fully justifiable in the light of advances made by women in the organisation since the committee was set up" does not seem valid. The advances referred to are the fact that 1/3 (5/15) of the National Council are women, with similar changes in zone and sector chairs and committees and in working parties.

Unfortunately we are limited in our capacity to appreciate the significance of this number and ratio of women to men, however, as there is no information about what it was prior to the establishment of the WCC. The ratios, however, are still not reflective of the general population of New Zealand.

Reference to the `rapid rise' in the total number of elected members is also questioned. Additional statistics obtained from LGNZ indicates that, not withstanding the additional 1% increase to the figure provided in the report (to 28%, 360/1123), the rise in the proportion of women has been relatively slow but steady since 1959. In 1959 women constituted 2.5% of elected members. Increases of between 2%-4% have been occurring with each successive election. It has taken 36 years for women to reach 28%. At this rate it will take till the year 2032 for women to have representation proportional to the general population.

In any case, the `rapid rise' in the proportion of women elected members would seem to be a bit of a side issue and it is not understood why reference has been made to this.

The advances that are relevant to the discussion (the proportion of women on National Council etc), seem relatively shallow, however, and not overly significant in light of the overall purpose. Whilst it is recognised that the number of women represented is an issue, advances in terms of "effective participation in activities and processes reflecting the interests of all the people represented by local government" are not mentioned.

Regardless of the significance of the advances, the justification that because advances have been made the WCC should be disbanded, does not seem rational. This is particularly given the case that a number of significant issues pertaining to the original purpose have been identified as still needing to be addressed.

It is difficult to make an assessment of the effectiveness of the WCC and whether or not it should continue, when its policy, strategy and outcomes have not been provided. A new policy and strategy have been proposed which seem reasonable and viable. However one is left wondering what the previous policy and strategy was.

There may be particular reasons why it is felt that the WCC is a less effective vehicle for overseeing the implementation of the proposed new policy and strategy, but these are not put forward. There is no inherent reason that the writer can think of as to why a broad, organisation-wide strategy can not be overseen by a standing committee to a full Council. In fact this Council finds this to be an effective approach. Experience with the implementation of specific policies and strategies demonstrates that in fact such a combination of a dedicated committee/person/unit that oversees a broad policy and strategy tends to be the most successful. Policies and strategies that are the responsibility of committees with multiple responsibilities and tasks tend to get less attention and priority amidst the burden of competing priorities.

Unless there is a valid reason that has not been made available in the report as to why the WCC should not oversee the implementation of the proposed policy and strategy, it is considered, in theory, the most relevant body to do so.

Recommendation: 1. That the Council make a recommendation to LGNZ to retain the Women's Consultative Committee to oversee the implementation of the proposed policy and strategy.

2. That the analysis section of this report be used to substantiate the recommendation.

4. DISPOSAL OF MAYORAL DAIMLER RR 3190

Officer responsible	Author
Environmental Policy and Planning Manager	John Chivers, Senior Planner, Planning Projects
Corporate Plan Output: City Design and Heritage

The purpose of this report is to obtain approval for the disposal of the Mayoral Daimler.

At the Council meeting of 30 November 1994, it was resolved:

"That the Mayoral Daimler be placed on permanent loan with the Ferrymead Museum of Road Transport under the conditions as set out in this report, and that a formal agreement be drawn up between the Council and the Society to this effect." At the time of the committee report in 1994, it was understood that the Daimler would be loaned to the Ferrymead Museum of Road Transport Society and that they were willing and able to maintain the vehicle in good operating condition for future use by the City should this be required.

A suitable draft agreement was prepared by the Legal Services Manager to enable the transaction to take place. Subsequently the president of the Society advised Mr Chivers that the membership of the Society as a whole were not willing to take the responsibility and cost of keeping the vehicle in good operating condition, and declined to enter the agreement.

Following the breakdown of the negotiations with the Ferrymead Museum of Road Transport Society as described above, the Yaldhurst Museum of Transport and Science and Dr Heins Classic Car Collection (Kilmore Street) were approached to ascertain their interest in displaying the vehicle.

The Yaldhurst Museum would suitably display the vehicle, including letting school parties sit inside it, etc. The vehicle would be kept in good operating condition by driving at monthly intervals. The museum proprietor would require an annual payment by the Council of $250 to cover registration and insurance.

The Dr Heins Museum is not interested in displaying the vehicle, but could assist with its sale.

The estimated price the vehicle would sell for is $8,000 to $10,000. Although the vehicle has historic value, its market value is inhibited because of its size and limited driving position.

The book value on the Plant and Building Services Account is currently $7,373. For loan rather than sale the book value will need to be transferred to another part of the Council's budget.

Three options are now considered to be available to the Council. These are:

Option A

The Council gift the vehicle to the Ferrymead Museum of Road Transport as a static exhibit. Should the Society wish to drive the vehicle for any purpose away from the Ferrymead site, then the Council would be advised of this beforehand.

Option B

To sell the vehicle on the open market. The estimated value of the vehicle on the market is $8,000 to $10,000.

Option C

The Council put the vehicle on long term loan to the Yaldhurst Museum of Transport and Science.

CONCLUSION

Unless the Council can find an alternative source of funding, the only solution is to credit the Plant Account by the sale of the vehicle, ie Option B.

At the meeting, there was equal support for Options B and C, with Option C being adopted by the Committee on the Chairman's casting vote.

Recommendation: 1. That the Mayoral Daimler be placed on permanent loan to the Yaldhurst Museum of Transport and Technology.

2. That provision be made in the loan agreement for the Council to pay the Museum the sum of $250 per year for registration and insurance and for the Museum to keep the vehicle operational.

5. COCA COLA CHRISTMAS IN THE PARK RR 3464

Officer responsible	Author
Communications & Promotions Manager	Julie Battersby
Corporate Plan Output: 7.5.3

The purpose of this report is to present a request to the Council on behalf of Alan Smythe Special Events, Auckland, for support finance to stage the Coca Cola Christmas in the Park in November 1996.

On Tuesday 6 August, Cath Lewis of Alan Smythe Special Events, met with the Mayor to discuss plans to bring this very successful event to Christchurch for Christmas this year. Alan Smythe Special Events and Coca Cola propose to stage the event, free to the public of Christchurch, in Hagley Park on Saturday 30 November. A contingency roll-over date of 1 December is proposed.

The show has been running successfully for two years in Auckland and received a great response in Wellington last Christmas when it was presented for the first time. The show combines the best of New Zealand talent with the opportunity to profile two or three local performers and media celebrities. It is proposed this year's line-up will include the following national acts: The Topp Twins, Pio Terei, Annie Crummer and When the Cats Been Spayed. The show includes state-of-the-art special effects, presented on a brilliant kiwiana set which includes a stunning 20 metre high Christmas Tree.

An audience of 80,000 people is expected for the first year in Christchurch and while entry is free a collection in support of Variety Club of New Zealand will be taken. This event is timed to follow the beginning of the Christmas activities in Christchurch and will happen one week after the McDonald's Santa Parade. The advantage of profiling Christmas at an early stage will encourage a positive lead-up to retail activity in the city.

A sponsorship formula has been developed for each of the events in the country and includes each performance attracting two associate sponsors. Without the contribution from two associate sponsors it will not be possible to stage the event in Christchurch. In both Wellington and Auckland associate sponsorship has been picked up by the city council and the local power supply company. The cost of an associate sponsorship is $35,000. The sponsorship would be acknowledged through pre-event advertising, regional television commercials, acknowledgment and logo inclusion in all printed matter, onsite signage and host acknowledgment from the stage during the event.

There is no provision within the 1996/97 budget for this event.

Recommendation: 1. That Christchurch City Council encourage Alan Smythe Special Events and Coca Cola to stage the Coca Cola Christmas in the Park in Hagley Park on 30 November 1996.

2. That $35,000 be allocated from the Corporate Contingency as sponsorship for the Coca Cola Christmas in the Park if the organisers fail to attract two other associate sponsors.

6. RENEWAL LOAN RR 3424

Officer responsible	Author
Funds Manager	Paul Baldwin
Corporate Plan Output: Volume I page 5.2.i.text

The purpose of this report is to seek Council authority to raise refinancing loans totalling $9.850M.

During the year commencing 1 July 1996 the Council has a number of loan issues maturing for Works Development Loans, Housing Redemption Loans and the Belfast Industrial Pressure Pipeline Loan which will need to be refinanced by way of a renewal loan. A portion of the maturing loans will be redeemed from accumulated sinking fund reserves set aside for that purpose and from general rates or housing revenue. The balance of the maturing loans will be required to be refinanced by raising a renewal loan.

Provision has been made in the 1996/97 Annual Plan and Budget for refinancing the loans.

The maturing loans and refinancing requirements are scheduled below:

	Rate Funded	Separately Funded	Total
Gross Amount Maturing	$6,600,000	$4,350,000	$10,950,000
Financed by: Accumulated Sinking Funds	$616,431	$360,417	$976,848
Revenue ex Rates and Housing	$83,569	$39,583	$123,152
Renewal Loan Required	$5,900,000	$3,950,000	$9,850,000

In order to refinance the maturing loans, it is necessary for the Council to pass the following resolution:

Recommendation: That the Christchurch City Council resolve to raise Renewal Loan No. 1 1996 of $9,850,000 for the purpose of repaying those loans set out in Table A attached maturing on the various dates stated, less the amounts of $976,848 to be paid from sinking funds and $123,152 from rates. The term of the loan shall be a maximum of 18 years and the annual sinking fund contribution shall be 3% and the interest rates and maturity dates shall be such as determined by the Director of Finance and the Funds Manager.

7. REMISSION OF RATES -

ODYSSEY HOUSE AND YOUTH FOR CHRIST RR 3471

Officer responsible	Author
Funds Manager	Wayne Hann
Corporate Plan Output: Volume I page 5.2.text.6

The purpose of this report is to obtain Council authority to remit rates under the provisions of Section 179 of the Rating Powers Act 1988 for Odyssey House and Youth for Christ.

ODYSSEY HOUSE, 100 GREERS ROAD - REFERENCE NO. 1904/28/0

Odyssey House provides a specialised service delivery for persons with alcohol and drug problems and other psychiatric disabilities. They are registered as a Charitable Trust, and although funded by Government Departments, continue to struggle to meet yearly financial commitments required to operate this rehabilitation programme. The Income and Expenditure Account for the 11 month period 1 July 1995 to 30 May 1996 is available for the information of the Committee.

Odyssey House provides a comprehensive residential and follow-up service. The focus is on facing up to problems and learning new ways of coping. The adult programme is a three stage one. The first stage comprises a six to eight week period, which provides careful assessment by residents, staff and outside professional consultants to identify therapy, psychological, physical, medical and educational needs. With staff input, residents develop short and long term goals. Residents then may enter the treatment phase or be referred to another agency if necessary.

The first stage is followed by a treatment phase (six to nine months). This comprises individual counselling, group therapy, work training, academic instruction and supervised recreation for the patients. It focuses on building healthy relationships within the House and with the client's family and making significant changes in attitudes and behaviour.

The final stage comprises a six to nine months re-entry phase during which residents work closely with staff members, gaining important work skills and learning to accept responsibility for themselves. During this period, ongoing support is available and residents are encouraged to continue contact with the programme. Assistance with financial matters, accommodation, employment and career development are important aspects of this phase.

Odyssey House qualifies for a remission of rates under Clause (n) of Part I of the Second Schedule of the Rating Powers Act, which provides that land owned or occupied by or in trust for any society or association of persons, whether incorporated or not, whose object or principal object ... is to promote generally the arts or any purpose of recreation, health, education or instruction for the benefit of residents or any group ... of residents of the district.

The property has a 1995 Government Valuation as follows:

Capital	$1,380,000
Land	$880,000
Improvements	$500,000

In 1996/97 rates are estimated at $7,606.00.

The Council currently grants a 33% remission to the Vincentian Recovery Centre Trust which runs a Drug and Alcohol Rehabilitation Centre in Wilsons Road.

YOUTH FOR CHRIST CHRISTCHURCH INC, 287 TUAM STREET - REFERENCE NO. 2710/750/4

In support of the application, I would confirm that Youth for Christ Christchurch, have been involved in youth work for many years now in the Canterbury area. They currently own and operate from the premises at 287 Tuam Street. The nature of the operation is administration, programme preparation, training for full-time and volunteer staff, equipment storage and programme equipment preparation.

The nature of the programmes offered by Youth for Christ encompass: variety type concerts at the Town Hall for young people of all ages; a camping experience for young people in the 15 to 25 year old age group under canvas in a remote area of the Marlborough Sounds. This camping experience is entitled Southern Harvest. The last camp run by the organisation was attended by some 420 people. They also run large training programmes including `Stuff You Can Use' and `South Island Training' for volunteers and full-time youth workers. In the 1995 period, some 460 people from around the South Island availed themselves of these training opportunities. They also operate a NZQA Certificate of Youth Work and a Diploma in Urban Mission. They also run other activities based programmes working predominantly with Maori youth.

Youth for Christ qualifies for a remission of rates under Clause (n) of Part I of the Second Schedule of the Rating Powers Act, which provides that land owned or occupied by or in trust for any society or association of persons, whether incorporated or not, whose object or principal object ... is to promote generally the arts or any purpose of recreation, health, education or instruction for the benefit of residents or any group ... of residents of the district.

The property has a 1995 Government Valuation as follows:

Capital	$260,000
Land	$122,000
Improvements	$138,000

The 1996/97 rates are estimated at $1,514.00.

Recommendation: That the Council grant a one-third remission of rates on the above properties with effect from 1 July 1996.

8. RATING SALE - CHANEYS SERVICE STATION LTD RR 3472

1053 MAIN NORTH ROAD - REFERENCE NO. 1918/013/0007

Officer responsible	Author
Funds Manager	Wayne Hann
Corporate Plan Output: Volume I page 5.2.text.6

The purpose of this report is to obtain Council authority under Section 144 of the Rating Powers Act 1988 to conduct a Rating Sale in respect of the property at 1053 Main North Road owned by Chaneys Service Station Ltd where there are unresolved rate arrears of $12,441.92 to 30 June 1996. The property is a former service station and has a 1995 capital value of $100,000..

A Notice of Proceeding was issued against the company on 11 July 1995 and service was effected on 16 August 1995 by delivering the Notice of Proceeding and Statement of Claim to a Mr Trevor J Rhind, a director of the company.

Judgement was entered in the District Court on 28 February 1996. Prior to this action numerous letters directed to a Mr B Hern, another director of the company, and the solicitors acting for the company, were sent over a period of four years. Many arrangements were made for payment to no avail. A payment of $1,000 was received from the company on 31 October 1995. However, a promise of similar amounts each month has not been adhered to.

Under rating legislation once a summons has been issued and judgement is obtained, if no payments are forthcoming then the Council's only recourse is to commence Rating Sale action under the auspices of the High Court.

This action may be taken three months after judgement and involves the issuing to the High Court of a certificate in the form prescribed in the Act together with the appropriate fee. The Court will then give notice to all persons who have an interest in the land, that it will be sold or leased at the expiration of six months if all costs associated with the action are not paid. If not satisfied, the High Court may cause the land to be sold or leased.

Recommendation: That the Council approve rating sale action being taken against the owners of 1053 Main North Road.

9. STANDING ORDERS

CLOSURE MOTIONS RR 3453

Officer responsible	Author
Legal Services Manager	Peter Mitchell
Corporate Plan Output: Legal Advice

The purpose of this report is to recommend a change to the Council's standing orders regarding the use of closure motions at meetings.

Councillors will recall that at the Council meeting on 31 July 1996 there were two notices of motion before the Council regarding revocation of previous resolutions concerning Centennial Pool.

When those notices of motion had been moved and seconded there was then immediately moved and seconded a motion that the matter be put to a vote. That closure motion was then put to the meeting and carried by a majority.

The moving of the closure motion and it being put to a vote forthwith was in accordance with current standing orders.

However, I am of the view that the standing orders do not accurately reflect meeting practice that closure motions are only put at the discretion of the chair and that it is intended that they be put once there has been reasonable debate on the substantive motion.

Standing Order 2.15.1 provides for six procedural motions which allow termination or adjournment of a debate. One of those is that the motion under debate be now put and Standing Order 2.15.2 provides:

"Procedural motions to determine or adjourn debate shall take precedence over other business (other than points of order), and shall, if seconded, be put to the vote immediately without discussion or debate." Standing Order 2.15.3 provides:

"All procedural motions to terminate or adjourn debate shall be determined by a majority of those members present and voting. If lost, a further procedural motion to terminate or adjourn debate may not be moved by any member within a quarter of an hour thereafter." Therefore in terms of current standing orders what occurred on 31 July 1996 was permitted and indeed it was obligatory for the chair to put the closure motion to the meeting.

As I have noted, I do not believe that the current standing orders reflect meeting practice concerning the use of a closure motion.

In the text, Horsley's (Meetings - Procedure Law and Practice) (Third Edition) the author discusses the closure motion and comments (at p.70):

"The closure is moved with a view to putting an end to the discussion and forcing an immediate vote. It is designed to bring about a decision without further delay on a question about which there has been adequate discussion. The closure provides a means of overcoming obstruction and undue delay brought about by prolonged speeches by a minority in an attempt to prevent a vote being taken... A chairman may exercise discretion as to whether to accept the closure motion. His decision about this is not open to dissent or challenge. In making his decision, which needs to be immediate, a chairman should be guided by his view as to whether the widely accepted procedure which enables the closure to be moved is being abused with an intention of imposing the wishes of the majority on the meeting without regard to the rights of the minority to ventilate their arguments... It is within the authority and powers of a chairman to accept the closure motion after the views and arguments of the minority have had a reasonable hearing and, if a majority of votes favour the closure motion, to terminate discussion on the question before the meeting and put it to the vote...

If accepted by the chairman it is put to the vote immediately. There is no discussion nor are questions asked before the chairman puts the closure motion to the vote." In the text "Parliamentary Practice in New Zealand" by McGee (Second Edition) the author states:

"Closure motion is a motion moved by a member in the course of a debate asking the House to end its debate and proceed forthwith to decide the issue. The Speaker has to decide whether it is appropriate that a closure motion should be put to the House at that point. But it is the House, in voting on the closure motion, which decides if the debate should end at that point." Standing Order 141(3) of the Standing Orders of the House of Representatives provides:

"The Speaker may accept a closure motion if, in the Speaker's opinion, it is reasonable to do so." I would recommend that a similar standing order be adopted by the Council's Standing Orders.

From these comments it will be noted that the chairperson should have a discretion as to whether or not to accept a closure motion. If the motion is not accepted by the chair then the debate on the substantive motion continues. If the closure motion is accepted by the chair then it is immediately put to the meeting.

I believe that the Council's Standing Orders should provide a discretion to the chairperson to accept a closure motion in accordance with the general practice that I have outlined above.

If the Council is minded to accept this view then it will need to amend standing orders to expressly provide the chair with such a discretion. Section 114M(3) of the Local Government Act 1974 provides that the Council may amend its standing orders by a vote of three quarters of the members present.

Recommendation: That the Council's Standing Orders (NZS 9202:1992) be amended by the addition of a new Standing Order 2.15.1A to provide: "The chairperson may accept a closure motion if there have been not less than two speakers for and two speakers against the motion, or, if there are no such speakers, in the chairperson's opinion, it is reasonable to do so." 10. RICCARTON BUSH TRUST RR 1981

APPOINTMENT OF NEW COUNCIL REPRESENTATIVE

Officer responsible	Author
Council Secretary	Julie Sadler
Corporate Plan Output: Elected Member Representation Vol I 1995/96 Corporate Plan

The purpose of this report is to seek the appointment of a new Council representative on the Riccarton Bush Trust.

At its meeting on 28 February 1996 the Council appointed Councillor R B Wright, Mrs Denise McGregor and Mr G Brownlee as its representative on the Riccarton Bush Trust. Advice has been received from the Trust's administration officer that Mrs McGregor has resigned from the Trust because of work commitments.

Recommendation: That the Council appoint a new representative to fill the vacancy created by the above resignation.

PART B - ITEMS DEALT WITH BY THE COMMITTEE AND

REPORTED FOR INFORMATION ONLY

11. ITEMS RECEIVED

The Committee received the following reports:

11.1 Christchurch City Elections:

Format of Voting Papers RR 2880

The Returning Officer reported back to the Committee on the format of voting papers for the 1998 Christchurch City elections.

11.2 Report from Christchurch City Holdings Limited RR 3478

The Chairman of Christchurch City Holdings reported on the issues addressed at the last three meetings of the Board of CCHL, including directors' fees, the review of the constitutions for Southpower, Christchurch International Airport Limited and Christchurch Transport Limited, possible disposal of Crown shareholding in Christchurch International Airport Limited and the director vacancy at the Lyttelton Port Company.

12. RESOLUTION TO EXCLUDE THE PUBLIC

The Committee resolved that the draft resolution to exclude the public set out on page 27 of the agenda be adopted.

CONSIDERED THIS 28TH DAY OF AUGUST 1996 MAYOR

At the elected members' seminar on standing orders held on Friday 9 August 1996 in the discussion on points of order, a question was raised which shows that there is presently a conflict in the Standing Orders regarding points of order.

This conflict relates to the issue of whether discussion on the point of order is confined to the member moving it, or whether other members can take part in a general discussion on the point of order.

Standing Order 2.19.12 provides:

"Members may speak to any matter before the meeting or upon a motion or amendment to be proposed by themselves, or upon a point of order arisingout of debate, but not otherwise." This Standing Order provides that members may generally speak to points of order raised by the members.

Standing Order 2.21.6 provides:

"The Chairperson may decide on any point of order immediately after it has been raised by any member, or may first hear further argument thereon before deciding. The ruling of the Chairperson upon any point of order shall not be open to any discussion and shall be final." This Standing Order confers a discretion on the Chairperson as to whether or not there is to be any further discussion on the point of order and who may take part in that discussion.

Clearly there is a conflict between the right conferred on members under Standing Order 2.19.12 and the Chair's discretion under Standing Order 2.21.6.

Parliamentary practice is that any discussion on a point of order is at the discretion of the Speaker and the Speaker is not obliged to hear argument.

It is necessary for the Council to decide whether it wishes, with regard to points of order, to have members generally take part as of right or whether there should be a discretion in the Chairperson as to whether argument is heard.

Section 114M of the Local Government Act 1974 provides that the Council may amend its Standing Orders by a vote of three-quarters of the members present.

The Council has two choices:

(a) If it wishes all members to have a right to take part in discussions on a point of order, then I would recommend that Standing Order 2.21.6 be deleted and substituted by the following:

"The Chairperson may decide on any point of order immediately after it has been raised by any member and after hearing argument from any other member. The ruling of the Chairperson upon any point of order shall not be open to any discussion and shall be final."

(b) If the Council wishes to retain a discretion in the Chairperson as to whether argument is heard on a point of order, then I would recommend Standing Order 2.19.12 be amended by deleting the words "... or upon a point of order arising out of debate ...".

Chairman's

Recommendation: 1. That the debate on the point of order be at the Chairperson's discretion.

2. That the Council adopt (b) above. CONSIDERED THIS 28TH DAY OF AUGUST 1996 MAYOR

Top of Page ~ Council Proceedings ~ Council & Councillors