Agenda of Council Meeting

1 October 2020

8.1 Paraparaumu Airport Waitangi Tribunal Claims

Author: Ariana Reweti, Iwi Partnerships Advisor

Authoriser: Janice McDougall, Group Manager People and Partnerships

Purpose of Report

1 The purpose of this report is to respond to resolution 2020/32 made by the Council at the meeting of 27 August 2020, that ‘This Council, in supporting the call by the original owners of the airport land for the return of their ancestral land, requests the CEO to bring back a staff report on progressing this matter’.

Delegation

2 Council has the authority under the Governance Structure and Delegations 2019-2022 Triennium to request staff report to it on this matter under the Local Government Act 2002.

Background

3 At the Council meeting of 27 August 2020, members of the Puketapu hapū presented a statement concerning the Kāpiti Coast Airport (formerly called Paraparaumu Airport) land. This statement explains that their hapū have claims being considered by the Waitangi Tribunal which include the airport lands, and raised concerns that if the airport was developed for other purposes this would put their ancestral lands further out of reach from the descendants who hope to see their land one day returned. It asked for Council support to advocate “that the Government purchase the airport lands, allow Kāpiti airport to continue operating, and hold the lands in a Crown land-bank until negotiations with mana whenua can occur under an appropriate and mana-enhancing negotiation framework”.

4 This statement was made in response to recent news that the current owners, NZPropCo Ltd (NZPC) (‘the Owners’) were ”reviewing all options for the future of the airport”^{^[1]} due to commercial viability issues, heightened by the impact of COVID-19 travel restrictions.

5 Currently the Waitangi Tribunal Wai 2200 Porirua ki Manawatū district inquiry is in a report-writing phase awaiting the Tribunal’s findings and recommendations. There are at least six claims within this inquiry which concern Kāpiti Coast airport land.

6 Furthermore, since news has circulated that the future of the airport is uncertain, there has been widespread community concern that the airport might shut down. A Save Kāpiti Airport (SKA) group has formed with the objective of keeping the airport operational^{^[2]}.

7 The group was formed by Ōtaki electorate National Party candidate and former air force pilot Tim Costley and has representatives from Air Chathams, Sounds Air, Kāpiti Aero Club, private aircraft operators, businesses based at the airport, and the Kāpiti Coast Chamber of Commerce.

8 SKA has started a petition calling on the owners of the airport to keep Kāpiti Airport operational, and for the Council to support the strategic importance of the airport to this region, and its continued operation.

A brief history of the Kāpiti Coast Airport land

9 Ātiawa, Ngāti Raukawa and Ngāti Toa Rangatira iwi have occupied land as mana whenua in the Kāpiti Coast district since their migration here in the 1820s.

10 The land in which the Kāpiti Coast Airport is situated forms part of Ātiawa’s ancestral tribal and hapū lands.

11 In 1939 the Paraparaumu Airport land was compulsorily acquired, including from Māori landowners^{^[3]}, under the Public Works Act for the purposes of an aerodrome. The aerodrome was completed and used by the military during World War II for defence purposes.^{^[4]}

12 From 1947 to 1959 Paraparaumu was New Zealand’s busiest airport. The National Airways Corporation (NAC) relocated there when Rongotai was closed for upgrading to international standards. NAC operations were relocated back to Rongotai in 1959 and Paraparaumu reverted to general aviation use.^{^[5]}

13 By 1990 the Government had determined that the Paraparaumu Airport was one of the Crown-owned aerodromes that they wanted to dispose of and it was subsequently sold to private owners, Murray Cole and three other Kāpiti businessmen, in 1995.^{^[6]}

14 In 2006 Paraparaumu Airport was on-sold to new private owners Paraparaumu Airport Holdings, headed by Sir Noel Robinson, and the facilities were upgraded.

15 On 24 October 2011, the newly-renamed Kāpiti Coast Airport was opened for business. Air New Zealand operated from this airport for seven years before ceasing operations in 2018.

16 Following considerable advocacy from the community for air services to continue out of Kāpiti Airport, Air Chathams announced their services from here in 2018 and continue to operate until the present day.

A brief update on the Waitangi Tribunal Porirua ki Manawatū district inquiry

17 There are roughly 137 claims being investigated as part of the Wai 2200 Porirua ki Manawatū District Inquiry. This inquiry is district-wide and includes the claims of Ātiawa/Ngāti Awa ki Kāpiti.

18 There are at least six claims within this inquiry which concern Kāpiti Coast airport land: Wai 609, Wai 612, Wai 875, Wai 876, Wai 877, and Wai 1620. These range from claims on behalf of one whanau through to claims on behalf of up to 30 claimants.

19 Between August 2018 and August 2019 the Tribunal held five hearings for the claims of Ātiawa/Ngāti Awa ki Kāpiti. These hearings have now concluded.

20 The Tribunal is now in the phase of writing the report on remaining Ātiawa/Ngāti Awa ki Kāpiti claims. The issues pertaining to the Kāpiti Coast airport land will form part of this report, which is not anticipated to be released for at least another year.

DISCUSSION

21 Council recognises mana whenua share an important bond with land and Kāpiti Coast Airport land holds special significance for iwi and hapū.

22 There is a Waitangi Tribunal process underway that is considering claims about the Kāpiti Coast Airport land. Council recognises the importance of this process to our iwi partners.

23 The Crown has responsibilities to iwi under the Treaty of Waitangi. Local authorities are constrained in their involvement in Waitangi Tribunal processes because they only rarely, if ever, have the right to be heard by the Tribunal. Local authorities are also not party to the negotiations between Iwi and the Crown. However, Council respects our iwi partners’ aspirations for the resolution of their claims and supports that process moving forward. This support is in line with Local Government New Zealand guidance on Council-Māori engagement which endorses councils to take a proactive role in responding to Treaty claims, including taking leadership on issues within the community.

24 The Council also recognises that the wider community has significant interest in retaining a working airport. As the interests of the broader community appear well aligned with those of iwi, it is appropriate for the Council to advocate to central government that the airport should remain both for its strategic value and to link that value to potential avenues of redress for Treaty settlements, should local iwi claims be upheld by the Tribunal.

25 It is proposed that Council officers also investigate whether other options can be identified for supporting iwi and community aspirations for the airport land.

Considerations

Policy considerations

26 There are no policy considerations.

Legal considerations

27 There are no specific legal considerations.

Financial considerations

28 There are no financial considerations.

Tāngata whenua considerations

29 The Council has a commitment through the Memorandum of Partnership with mana whenua to uphold a meaningful partnership with Ātiawa ki Whakarongotai as one of three iwi within the Kāpiti Coast district.

30 Supporting the iwi aspirations for resolution of their Tribunal claims is consistent with this partnership commitment.

31 Once Treaty grievances are settled, the relationship between the Council and iwi assumes new importance. Previous Waitangi Tribunal claims settlements elsewhere have had significant consequences for resource ownership and management.^{^[7]} Councils play a crucial role in implementing treaty settlement arrangements, including legal, scientific, policy, planning and resource consenting expertise.

Strategic considerations

32 This report contributes to two of ten-year outcomes sought in the Council’s long term plan^{^[8]}:

32.1 A community that is more resilient through Council’s advocacy

32.2 A community better supported to lead initiatives in response to agreed community priorities.

Significance and Engagement

Significance policy

33 This matter has a moderate degree of significance under Council’s Significance and Engagement Policy as there is likely to be interest from across a number of sectors and especially our iwi partners.

Consultation already undertaken

34 There has been no public consultation on this matter.

Engagement planning

35 An engagement plan is not needed to implement this decision.

Publicity

36 There will be public interest in this decision so the decision will be communicated via the Councils regular communication channels.

Recommendations

37 That Council:

37.1 Note that multiple Treaty claims concerning Kāpiti Coast Airport land are currently subject to Waitangi Tribunal findings and recommendations;

37.2 Note that as the interests of the broader community appear well aligned with those of iwi, it is appropriate to advocate to central government in support of the Kāpiti Coast Airport being considered for its potential to contribute to any necessary redress for local Maori after the resolution of their Waitangi Tribunal claims;

37.3 Agree that officers investigate whether other options can be identified for supporting iwi and community aspirations for the airport land.

Appendices

Nil

Council Meeting Agenda

1 October 2020

8.2 Annual Report for 2019/20

Author: Chris Pearce, Manager, Corporate Planning & Reporting

Authoriser: Mark de Haast, Group Manager Corporate Services

Purpose of Report

1 This report seeks Council’s approval to adopt the audited Annual Report for the year ended 30 June 2020, attached as Appendix 1 to this report.

Delegation

2 The Council has delegated authority to consider this matter.

Background

3 The Council is required under the Local Government Act 2002 (the Act) to produce an audited Annual Report each year – a draft version of the Annual Report 2019/20 is attached as Appendix 1 to this report. This report shows the Council’s performance for the year in both a service level and financial context, against measures set out in the Long Term Plan 2018-38 (LTP).

4 The Audit and Risk Sub-Committee considered the draft Annual Report on 24 September 2020 and recommend that Council, subject to any final changes required from the Council’s auditors Ernst & Young (EY), considers and adopts this Annual Report for the 2019/20 financial year.

5 EY have completed their final review of the Annual Report and provided a draft audit report that contains an unqualified (‘clean’) audit opinion for inclusion in the Annual Report. Once the Council has adopted the Annual Report, EY will provide their final audit opinion.

6 The Annual Report contains the following sections:

· Highlights of 2019/20 (pages 9-33) - includes an introduction from the Mayor and Chief Executive, a message from Tāngata Whenua, and a description of the Council’s activities with regards to major projects, our COVID-19 response, sustainability initiatives, key financial results, engagement, reviews, audits and awards, and progress towards our outcomes.

· Our activities and services (pages 34-91) - comments on significant developments over the year and key performance indicator results for each of the Council’s 13 activities.

· Our finances (pages 92-149) - presents all the key financial information, the accompanying explanatory notes, the disclosure statement and the auditor’s report.

· Our governance (pages 150-160) - includes information about the governance structure, meeting attendance, elected members and the organisation structure.

OVERVIEW

Service performance results

7 The following table summarises the Council’s performance against its 94 key performance indicators (KPIs). Overall the Council achieved 76% of its KPIs in 2019/20. This is compared with previous results of 83% in 2018/19, 81% in 2017/18. There were 16 KPIs not achieved, compared to 14 in 2018/19.

Key Performance Indicator result	2019/20 count	Percentage
Achieved	71	76%
Not achieved	16	17%
Not able to be measured	7	7%
Total KPIs	94	100%

8 The KPIs not achieved include seven in the Infrastructure cluster, six in Community Services, and two in Governance and Tāngata Whenua. Explanations of each KPI not achieved are provided in the performance measure tables in the activity chapters of the Annual Report 2019/20 (pages 34 to 91).

Financial results

Changes to audited financial statements

9 The Council’s financial statements, annual report disclosure statement (prudence benchmarks) and cost of activity statements are presented in the Our finances section of the draft Annual Report 2019/20.

10 The audited financial statements include two changes to the Financial Report to 30 June 2020 presented to the Strategy and Operations Committee on 20 August 2020. These changes have affected the results as follows:

The details of these changes are summarised below:

11 In addition to the above adjustments, EY identified an error in the Council’s draft valuation report for three-water assets. The draft valuation report double-counted an oxidation plant valued at $1.3 million. This was corrected by the external valuer and accounted for correctly in the financial statements.

Disclosure statement

12 The Annual Report Disclosure Statement for the year ending 30 June 2020 presents the Council’s financial performance in relation to eight prudence benchmarks set by the Department of Internal Affairs to enable assessment of whether the Council is prudently managing its revenue, expenses, assets, liabilities and general financial dealings.

13 The Council met five of these benchmarks for the year ended 30 June 2020.

14 The following benchmarks were not met:

· Balanced budget – the Council meets this benchmark if its revenue equals or is greater than its operating expenses. The Council is working towards balancing our budget through committing to a financial strategy that progressively funds depreciation with a target of fully funding depreciation by 2025/26. During 2019/20, the Council had to account for an unbudgeted impairment loss of $2.2 million on the Otaihanga Landfill after-care asset, and forego an estimated $367,000 of fees and charges due to the closure of Council facilities under COVID-19 lock down restrictions.

· Essential services – the Council meets this benchmark if its capital expenditure on network services equals or is greater than depreciation on network services. Due to the timing of the renewals cycle for the three waters assets, the Council’s capital expenditure is below the level of depreciation as significant renewals are not expected until around 2045 onwards.

· Operations control – the Council meets the operations control benchmark if its actual net cash flow from operations equals or is greater than its planned net cash flow from operations. As part of the Council’s Covid-19 Phase 1 - Sustain Community support package, we provided suppliers with rapid invoice payments. Suppliers were paid within seven to ten working days, compared to the Council’s previous payment terms of the 20th of the month following the date on the invoice. As a result of this initiative, $10.5 million in payments to employees and suppliers was made earlier than planned.

Considerations

Policy considerations

15 There are no policy considerations in regard to this matter.

Legal considerations

16 The Annual Report has been prepared to meet the requirements of the Local Government Act 2002 (the Act). The final Annual Report must contain an auditor’s opinion on whether it meets the requirements of the Act.

17 The Act requires that the Council, within one month after the adoption of its Annual Report, must make publicly available both its Annual Report and a summary of the information contained in its Annual Report. The Annual Report Summary must also be audited to ensure that it represents, fairly and consistently, the information regarding the major matters dealt with in the full Annual Report. EY have provided a draft ‘clean’ opinion on the Annual Report Summary.

18 The 2019/20 Annual Report and the 2019/20 Summary Annual Report will be made available to the public on the Council’s website and through service centres and libraries within one month of Council adopting the Annual Report, in accordance with the Act.

Financial considerations

19 There are no additional financial or funding implications for the Council to consider.

Tāngata whenua considerations

20 A message from tāngata whenua has been included in the Annual Report.

Strategic considerations

21 Through its reporting of financial and service performance, the Annual Report demonstrates how the Council is tracking against its strategic outcomes.

Significance and Engagement

Significance policy

22 This matter has a low level of significance under the Council’s Significance and Engagement Policy.

Publicity

23 A media release will be developed to support the public release of the Annual Report 2019/20 following its adoption.

Recommendations

24 That the Council receives and notes this report, including Attachment 1 to this report.

25 That the Council notes the Audit and Risk Sub-Committee considered the draft Annual Report on 24 September 2020 and recommends that Council, subject to any final changes required from the Council’s auditors Ernst & Young, considers and adopts this Annual Report for the 2019/20 financial year.

26 That the Council adopts, pursuant to Section 98 of the Local Government Act 2002, the Kāpiti Coast District Council Annual Report for the year ended 30 June 2020, attached as Appendix 1 to this report.

27 That the Council delegates to the Mayor, the Chief Executive and the Chair of the Strategy and Operations Committee, the authority to approve minor editorial changes (if any), to the Annual Report 2019/20, prior to its publication.

Appendices

1. 2019/20 Annual Report ⇩

Council Meeting Agenda

1 October 2020

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Council Meeting Agenda

1 October 2020

8.3 COVID-19 Recovery Plan for Kāpiti

Author: Jennifer Allan, Strategic Advisor

Authoriser: Natasha Tod, Group Manager Regulatory Services

Purpose of Report

1 To seek Council approval of the Draft COVID-19 Recovery Plan for Kāpiti.

Delegation

2 Council has the authority under the Governance Structure and Delegations 2019-2022 Triennium to consider this matter within its general role of local government under the Local Government Act 2002.

Background

3 Work on recovery started in April 2020 in tandem with the COVID-19 response. Recovery seeks to minimise the consequences of an emergency, restore essential community services and functions, reduce future exposure to hazards and their risks, and regenerate and enhance community well-being.

4 As well as undertaking immediate actions to support recovery, a core focus has been to produce a recovery plan for the Kapiti Coast district with the aim of identifying and committing to a range of actions to help Kapiti ‘build back better’.

5 Recovery is a key part of CDEM functions and there is a requirement for development of a recovery plan to bring together our recovery activities.

6 Council has previously received updates on this work at briefings on 21 April, 26 May, 21 July and 18 August 2020, and most recently an update at the Council meeting of 27 August 2020.

7 Many uncertainties still remain as the pandemic continues to unfold around the world and a proven vaccine is yet to be developed. Government support for businesses in the form of loans, wage subsidies and tax relief has cushioned some of the impact on businesses but unemployment is rising and will likely continue to increase for some time. The most recent Treasury figures predict unemployment to reach a peak of 7.8% nationally by March 2022, up from a pre-COVID-19 level of 4.2%.

8 The resurgence of COVID-19 that began in Auckland in August has created new uncertainty and is having further economic and social effects.

9 Despite uncertainties, it is important to progress recovery based on what is known, and be ready to adapt further. Recovery planning must be agile and open to rapid changes in circumstances. This is particularly the case if part or all of New Zealand needs to move back up to a Level 3 or 4 response again. Ongoing monitoring of key indicators will be undertaken to check if new concerns or issues are emerging which require a change in priorities to address.

10 A cross-council project team has worked with consultant support to engage stakeholders and develop a Recovery Plan that:

10.1 Sets out a vision and aims for recovery on the Kāpiti Coast;

10.2 Identifies short, medium and long term actions; and

10.3 Communicates the Council’s work to support community recovery.

11 The Recovery Plan is supported by updates to our webpage that demonstrate the actions the Council has underway, and has already taken, to support recovery across the district. It is complemented by Love Local campaign videos which tell local stories about response and recovery from the perspective of members of our community.

12 Recovery planning at a local level also needs to connect with what is happening at national and regional levels. There are three aspects in particular to draw your attention to:

12.1 Caring for Communities: This is a workstream established by Central government to operate on a regional basis. It is to be governed by a Regional Leadership Group involving a range of health and welfare agencies as well as Police, CDEM and local government, and will have Māori and Pasifika representation. The work in this area is still being formed up and it is expected to take a lead role in both recovery and resurgence/response and focussing on the long-term wellbeing of communities.

12.2 Government funding: In addition to the substantial financial support the Government has made available to mitigate impacts of the response (e.g. wage subsidy and other business support), there is considerable further funding available to support recovery. One increasingly common avenue for distribution of this financial support across multiple government agencies is via various new contestable funds being established. Increasing the amount of resource focused on identifying and applying for funding has the potential to be very beneficial for the district.

12.3 Regional recovery collaboration: Local government work on recovery in Wellington Region has been underpinned by a philosophy of ‘regionally coordinated, locally-led’. Wellington region’s Recovery Managers have met regularly and they have been coordinating and collaborating on regional recovery where it makes sense to do so. A suite of regional recovery initiatives identified by this group has been endorsed by the Mayoral Forum.

13 We have had some success already in the district with obtaining funding to progress initiatives. In addition to the Gateway funding, this has included:

13.1 Funding for two positions for up to two years under the NZ Libraries Partnership Programme, to support provision of library services to support community recovery

13.2 Funding for the refurbishment of the Ōtaki Civic Theatre ($500,000), from the PGF funding allocated to renovation of Wall memorials and Town Halls

13.3 Funding from Innovating Streets for People pilot fund ($124,200) to bring people together to work on solutions for a safer cycle facility on Park Avenue in Waikanae

13.4 16 Kapiti Sports and other clubs were successful in receiving a total of $146,000 funding from the Community Resilience Fund 2 through Sport Wellington.

14 Further government funding opportunities are currently being explored in the following areas. These opportunities are related to funding announced in the Government’s May budget, which are being made available as contestable funding over the coming months:

14.1 Tū Manawa Active Aotearoa – for delivery of play, active recreation and sports experiences for tamariki and rangitahi (Sport New Zealand)

14.2 Lottery COVID-19 Community Wellbeing Fund (Lotteries Commission)

14.3 Cultural Sector Regeneration Funds – three different funds being explored (Ministry of Culture and Heritage)

14.4 Further funding from the Libraries Partnership Programme

14.5 Regional Tourism Recovery Through Events (Wellington NZ/MBIE)

14.6 Mana in Mahi / Apprenticeship Boost Funding (Ministry of Social Development)

14.7 Jobs for Nature – opportunities for potential funding for biosecurity, biodiversity and riparian areas (Ministry for the Environment).

15 In addition to this we are still awaiting decisions on several PGF applications.

DISCUSSION

Recovery Plan Development

16 Building from the vision endorsed by Council, ‘Working together to restore our community wellbeing and regenerate a thriving Kapiti economy’, principles were developed to guide recovery. These were tested with Councillors in May, and while further work has been done to refine these, they are largely consistent in intent with those discussed then.

17 The Recovery Plan has been developed by the Council with the input of a wide range of stakeholders from the community, business, the not for profit sector and government. Around 100 people/groups have been involved.

18 An initial workshop hui was held with representatives of mana whenua of Kāpiti to explore the impact of COVID-19 on Kāpiti Māori and to scope some ideas on how Māori can be supported and empowered to recover from this event. A survey of social sector organisations was commissioned by the Council and responses to this informed the plan’s actions. Key local economic development leaders were engaged with.

19 Collectively, this engagement informed our understanding of the effects of COVID-19 on our community and helped develop ideas for actions that will assist with the district’s recovery. An assessment was made of the impact and timeframe for delivery of actions, and they are grouped by objectives in the Recovery Plan.

20 Priority has been given to initial actions in the current financial year. Council funding for actions beyond the current financial year will need to be looked at as part of the Long Term Plan due for consideration later this year and early next year. Some medium and longer term actions have been scoped, and more groundwork is needed to develop these further.

21 The scope and/or priority of recovery actions may need to be adapted depending on the pandemic and its effects as this continues to unfold over time. Further engagement and discussions with many of the partners and organisations who provided input for the Recovery Plan’s development will be important.

Overview of Recovery Plan

22 The purpose of a recovery plan is to set our vision and framework for recovery in the Kapiti District, to identify our priority areas to focus on, and specific actions which will be undertaken. The framework sets out principles, aims, our objectives and actions to work towards our recovery vision for Kāpiti.

23 The four core principles to guide recovery are set out below and further explanation of these can be found on section 6 of the Recovery Plan:

23.1 Pūkengatanga – Build on existing work

23.2 Ūkaipōtanga – Holistic approach to wellbeing

23.3 Whanaungatanga - Strong Partnerships

23.4 Kaitiakitanga – Climate and Resilience

24 Recovery aims sit under the principles and focus on the three core ‘recovery environments’ affected by the pandemic: the social, economic and cultural environments. The aims are for recovery to:

24.1 Reconnect our community - Whakapapa

24.2 Reactivate business and the economy - Manaakitanga, and

24.3 Restore social wellbeing - Kotahitanga.

25 The actions have been grouped into six objectives, which help to articulate what is most important and what will be focussed on in the recovery process. These objectives can be found in section four of the Recovery Plan.

26 The Recovery Plan contains an ambitious programme of actions for commencing in the current year. These action uses a mix of existing budget as well as budget allocated for recovery. Where appropriate the recovery actions have been aligned with existing work programmes, such as the Economic Development Strategy.

27 It is important to acknowledge the Recovery Plan is a ‘living document’ that we will continue to adapt as needs and circumstances evolve. For example, we may need to move between response and recovery due to changes in alert levels, and recovery activity may need to be paused if we have further resurgence in our region. We will need to strike this balance for perhaps the next 12-24 months. We will also be carefully monitoring emerging data and information about impacts on Kāpiti so we can adjust and adapt actions as needs may change.

28 We are also mindful of the capacity and resource constraints of other parties we will be looking to work with to progress recovery actions, which may affect timeframes and deliverability of some actions. This will need to be monitored and adjustments made where necessary.

Implementation

29 The local Recovery Manager will have ongoing responsibility for overseeing implementation, monitoring and reporting, as well as bringing any significant changes to Council for noting or approval. More broadly, the Council website will be utilised as a primary source of information for updates on progress being made.

30 Where possible responsibility for delivery of recovery actions is being aligned with relevant functional areas across the council. This is designed to reduce duplication and maximise opportunity for leveraging from existing work programmes.

31 Some of the actions in the Recovery Plan will be led by Council and funded from the recovery budget of $250,000 for this financial year. Other actions will need to be scoped and considered as part of the Long Term Plan or government funding sought as opportunities for central government recovery support arise. Council will use its relationship, partnership and advocacy roles to support initiatives led by other organisations.

32 Activities planned or underway in the current financial year are captured in section six of the Recovery Plan.

Monitoring

33 Reporting to Council on Recovery Plan implementation will be quarterly. A dashboard of key indicators will be used to track progress. Wellington Regional Emergency Management Office, with the support of local councils and key government agencies, has developed a COVID-19 recovery dashboard with a suite of indicators that can be used to track how things are going. The measures used in this dashboard have been selected because they tell a relevant story and offer regular data points. In many cases they act as a proxy to more specific or traditional wellbeing indicators which aren’t as frequently measured. As such they can provide an early warning of developing trends that could have negative consequences on wellbeing, and may require further investigation to understand the cause of changes in data patterns.

Budget

34 A budget of $250,000 for recovery allocated in the 2020/21 financial year. This has been allocated to initiatives specified in the Recovery Plan.

35 A further support package may be needed in the event of an escalation back to Alert Level 3 or 4 affecting the District. There is no budget provision for this at this point due to the high level of uncertainty involved. However, it is anticipated that in such a situation some recovery actions would progress more slowly and budget reprioritisation would occur.

Considerations

Policy considerations

36 The links between work identified in the Recovery Plan and other policy work underway have been carefully considered, for example the Economic Development Strategy.

37 The nature of the actions outlined in the Recovery Plan fit with many other Council work programmes due to the impacts of COVID-19 exacerbating or highlighting existing issues within the District. Ensuring that the impacts of COVID-19 and the recovery aims are considered in upcoming policy work will be important for ensuring we take a rapid pathway to recovery. Some of the specific policies which are linked are:

37.1 Reshaping of various community funds have been done with COVID-19 impacts in mind

37.2 Review of the Library Strategy

37.3 Housing programme

37.4 Social investment programme.

Legal considerations

38 There are no legal implications of decisions sought.

Financial considerations

39 The actions in the current financial year have been scoped to fit within the $250,000 budget set aside for recovery in the 2020/21 Annual Plan. In addition, some actions are covered by existing budget centres, for example work reshaped in light of COVID-19.

40 The recovery plan development has also highlighted a range of potential new initiatives in the medium to longer term which would need to be considered through the 2021 LTP process.

41 As noted in paragraph 26 the range of actions for the current year is an ambitious work programme, and many of these actions will also be reliant on capacity of other organisations to work alongside us. Our actions are accordingly designed to be commenced in the current financial year, but it may not be possible for all to be completed in that timeframe.

Tāngata whenua considerations

42 Mana whenua in Kāpiti have been playing an important role in the COVID-19 response and are also really important for the recovery of the district. The impacts arising from the pandemic have been more heavily felt by iwi. The restrictions put in place to deal with the health risk of COVID-19 have affected tikanga Māori (for example tangihanga). The pandemic has also shone a spotlight on a range of existing social issues for which Māori are faring poorly (e.g. security of housing, employment, education), and these issues are expected to be exacerbated by the economic recession resulting from the pandemic.

43 Early economic forecasting on the effects of COVID-19 (Infometrics, May 2020) suggested that in Kāpiti over 200 jobs currently filled by Māori were likely to be lost and almost half of these were low-skilled jobs.

44 Making sure that recovery actions are inclusive of Māori and that actions are tailored to address the specific issues which iwi are facing is critical. For example, services that are designed and provided by Māori, for Māori, will have the greatest impact. This emphasises the need for ongoing work with our iwi partners throughout recovery to make sure support is tailored and appropriate.

45 An initial hui was held with a representative from each of Ātiawa ki Whakarongotai, Ngāti Toa and Ngāti Raukawa on 29 July 2020 to discuss COVID-19 impacts, response and recovery. This initial discussion helped inform the actions identified in the Recovery Plan. Further discussion on an ongoing basis is necessary to follow up on this initial engagement.

46 Te Whakaminenga o Kāpiti was briefed about Recovery on 30 June 2020. A further update will be given on 29 September 2020.

Strategic considerations

47 While COVID-19 has been something which was not anticipated at the time the 2018-2038 Long Term Plan was developed, an effective COVID-19 recovery can contribute to many of Council’s ten-year outcomes, particularly the three-year focus.

48 Infrastructure investment that supports resilience and agreed growth projections: The recovery work provides an opportunity to invest in infrastructure that supports resilience and help create jobs.

49 Improved accessibility of Council services: The pandemic and related restrictions has made it necessary for Council to rethink delivery of some of its services, for example making more services available online and through alternative communication methods.

50 A positive response to our distinct district identity: Our economic recovery approach and promoting and supporting local events and buying local, are all components of a positive response to our distinct district identity.

51 Many of the recovery actions around ‘loving local’, creating strong community connections and supporting local businesses, events etc, are part of developing a positive response to a distinct district identity. In addition, our economic recovery approach has been designed to support and align with the Economic Development Strategy, in particular delivering on the actions focussed on a resilient local economy, growing our skills and capability.

52 An effective response to climate change in Kāpiti: The Recovery Plan includes recognition of opportunities for green recovery.

Significance and Engagement

Significance policy

53 This matter has a low level of significance under Council’s Significance and Engagement Policy.

Consultation already undertaken

54 This plan has been developed with input from a wide range of stakeholders from the community, business, the not for profit sector and government. Most of this involvement occurred during July and August 2020, with a combination of meetings, workshops and hui, both face-to-face and using online tools such as Zoom. There was also engagement with Community Boards, who had the opportunity to provide input into recovery priorities.

55 Further engagement and discussions with many of these partners and organisations will be important to achieving recovery aims. The actions contained in the Recovery Plan cannot be achieved by Council acting alone. Many parties need to be involved in the Kāpiti district’s recovery.

Engagement planning

56 Engagement has been undertaken with a variety of stakeholders and partners in development of this plan. Further engagement with broader key partners and stakeholders will be undertaken as the initial actions in the plan are implemented. Plans for this will be developed as part of implementation.

57 Consultation on Recovery Actions will be undertaken via the Long Term Plan. Formal consultation is not proposed for the immediate/ short term actions, as these fit within existing budgets and there is a need to get actions underway to support district recovery.

Publicity

58 A media release will be prepared for promoting the Recovery Plan. Additional publicity will be via the Council webpage and social media channels. The Recovery Plan will be published and available on the Council’s website following document design.

Recommendations

59 The Council approves the COVID-19 Recovery Plan for Kapiti, as detailed in Appendix 1 and subject to final edits and copy writing, and authorises the Chief Executive to sign off the final once the final design is completed.

Appendices

1. Appendix - Recovery Plan ⇩

Council Meeting Agenda

1 October 2020

8.4 DRAFT SUBMISSION ON THE TOITU TE WHENUA PARKS NETWORK PLAN 2020-30

Author: Alison Law, Acting Group Manager Place and Space

Authoriser: Darryn Grant, Economic Development Manager

Purpose of Report

1 To seek the Council’s approval of the draft submission on the Te Toitū Te Whenua Parks Network Plan 2020-30.

Delegation

2 The Council has the authority to consider this matter under section B.1 of the Governance structure and delegations 2019-2022.

Background

3 On 18 August 2020, Greater Wellington invited submissions via a survey on their Te Toitū Te Whenua Parks Network Plan for 2020-30 (the Plan).

4 The full Parks Network Plan can be read at the following link https://haveyoursay.gw.govt.nz/parksplan

5 Regional Parks form an important part of the character and open space network for the Kāpiti Coast District as we strive to provide connectivity and accessibility for people and wildlife, and a balanced and diverse range of recreational opportunities across the district contributing to its character and vibrancy. Parks also support visitor attraction and climate change resilience.

6 The Plan is a statutory management plan for eight regional parks and forests within the region totalling approximately 33,000 hectares of public land, and it sets the directions for management of the regional park network over the next ten years.

7 The plan has been drafted based on the feedback received during Greater Wellingtons’ 2018 consultation that asked for feedback on issues, opportunities, values and aspirations for regional parks.

8 The regional parks and forests within the Kāpiti District are:

· Akatarawa Forest

· Queen Elizabeth Park (QEP)

9 The draft Plan has six core goals which set the overall direction for the regional parks. Three of these are core and ongoing for parks; managing natural values, recreation experiences, heritage and landscape. The other three are for particular focus over the life of the Plan and they overlap; working with mana whenua, climate change and sustainability, and ‘the way we work’.

10 The draft Plan has a number of actions for work. These include:

· Work to restore natural heritage, including restoring native vegetation, healthy waterways, and wetlands;

· Master planning processes with public and partner input to identify new or realigned trails, connections with residential areas and recreation facilities, and outline details to guide restoration work;

· Improving access to and within parks by focusing on accessibility and reducing physical barriers, as well as increasing available information such as things to do and see in parks within the region;

· Adjustments in the trail network to accommodate the growth in cycling, mountain biking, and e-biking;

· Developing and enhancing recreation experiences via ‘key destinations’, which includes storytelling about features, nature play/fun opportunities, enhanced trails and connections, and adaptively reusing park buildings as facilities for community benefit;

· Building on collaborative work with mana whenua partners and community conservation and recreation groups to increase benefits from parks by enabling and supporting others in restoration and recreation facility work; and

· Building the response to climate change into everything in parks, to include minimising emissions, focusing on highly sustainable solutions, strengthening facilities to withstand severe weather events and utilising education opportunities to raise awareness of environmental issues.

· Consultation on the draft Plan closes 23 October 2020. A copy of the survey is available as Appendix 1 to this report. A draft submission has been prepared providing feedback on a number of areas of the draft Plan, and is attached as Appendix 2 to this report.

DISCUSSION

11 We support the draft Plan in principle and it aligns with our Councils’ 2012 Open Space Strategy. In particular, the focus on ecosystem health and moving away from farming and plantation forestry is in tune with changes in community values and aspirations. A summary of key points is outlined below.

12 We support the Plan’s focus on enhancing the running, walking, cycling and horse riding networks. This combined with a focus on enhancing equestrian activities, supports and builds on our own CWB network and provides greater opportunities for the public to access and connect with recreational areas across the district. Extending and connecting networks also provides greater tourisms opportunities for the district.

13 For this reason, in particular we:

· Recommend retaining the current Coastal track in QEP, given its uniqueness amongst the coastal dunes and as a complementary activity to those walking the Escarpment track

· Support the development of a landscape masterplan at QEP which includes a prospective new entrance to the Park from Poplar Avenue.

· Recommend inclusion of a potential summit track from the Maungakotukutuku Valley to the summit of Papakirae, overlooking Paraparaumu. This would greatly enhance the Mountains to Sea and back country recreational access for residents and provide a great scenic track for tourism.

· Support development of a parks marketing plan to create greater awareness of the recreational opportunities across the area.

· Support the investigation in to the development of the greater Wellington Area as a national ‘park city’.

14 We have also identified the future potential of “Winstone Lakes” in Otaki. The site is currently owned by Greater Wellington Regional Council and used for river management purposes, but has future potential to support recreational and environmental outcomes. The Lakes are increasingly used for a range of recreational functions including Waka Ama and Canoe Polo, and future inclusion as part of the regional park network would help further enhance and add to recreational network in the north corner of the region.

15 We have indicated that it is appropriate for the Plan to acknowledge Wainuiwhenua (ex-Perkins Farm). There are significant areas of land between Akatarawa Forest Park, Battle Hill Park and Queen Elizabeth Park that are currently part of the Transmission Gully Motorway designation which may have significance for the regional parks network in the future.

16 While the Plan sets out clearly what actions are sought to be achieved, it currently lacks details in regards to when and how action points will be delivered. Given the linkages and importance of opportunities across and between regional parks with council’s own networks and facilities, we recommend that there is greater inclusion of the District’s relevant key stakeholders when planning and seeing through action points, for example the Kāpiti Coast District Council Cycleways, Walkways, Bridleways (CWB) advisory group, the Kapiti Equestrian Advocacy Group (KEAG) the Kāpiti Mountain Bikers club, and the Coastal Crew, where relevant.

17 Further details on all points can be found in the draft submission attached as Appendix 2.

Considerations

Policy considerations

18 There are no policy considerations arising from this submission.

Legal considerations

19 There are no legal considerations for this submission.

Financial considerations

20 There are no financial considerations arising from this submission.

Tāngata whenua considerations

21 We have not engaged with iwi on this submission.

Strategic considerations

22 Toitū Kāpiti reflects aspirations for a vibrant and thriving Kāpiti, with strong and safe communities that are connected to our natural environment. Therefore, it is important that the Council advocate for outcomes that will have a favourable impact on the district.

Significance and Engagement

Significance policy

23 This submission has a low level of significance under the Council’s Significance and Engagement Policy.

Consultation already undertaken

24 No public consultation was undertaken for the development of this submission.

Engagement planning

25 An engagement plan is not required for this submission.

Publicity

26 This submission will be uploaded to the ‘Submissions we have made’ section of the Council website.

Recommendations

27 That the Council receive and note this report, including Appendix 1 and 2 to this report.

28 That the Council approve the submission to the Greater Wellington Regional Council on the Te Toitū Te Whenua Parks Network Plan 2020-30, which is attached as Appendix 1 and 2 to this report.

Appendices

1. Parks Network Plan survey response ⇩

2. KCDC Submission to GWRC Parks Plan ⇩

Council Meeting Agenda

1 October 2020

Draft Toitū Te Whenua Parks Network Plan - Kāpiti Coast District Council submission

Section of the Plan	Kāpiti Coast District Council response
Objective 6: Follow a strategic, planned and benefits-based approach to new or enhanced visitor facilities
A46 & A47: Development of a parks marketing plan; investigate the development of the greater Wellington Area as a ‘national park city’	KCDC is in support of the development of a parks marketing plan and would welcome the approach to the development of the greater Wellington area as a ‘national park city’ encompassing regional and other parks – provided it is in liaison with other agencies as documented in the draft strategy.
6.4.1 Ngā kaupapa here / policies
49P To allow planting of non-indigenous flora species	We acknowledge that the planting of non-indigenous flora species can be justified for many of the reasons given in Policy 49P, however we consider that some of the justifications reflect outmoded views about using non-indigenous flora species to assist ecosystem restoration. For example, policy 49P (a.) and (b.) refer to non-indigenous flora species being used for nursery/nitrogen fixing purposes, we consider that this is no longer ecological best practice, and there is little practical justification for using non-indigenous flora species in preference to indigenous species for these purposes. We consider native, eco-sourced species to be most appropriate for large public landscapes, particularly where they occur in association with remnant native forest areas. In addition, we also understand the use and appropriateness of non-indigenous species in some instances, for example where there is a particular cultural context, historical context or amenity function to be considered.
Objective 3. To enable a variety of visitor experiences a range of facilities and services are provided to support enjoyment, mental and physical health and wellbeing
Investigate the development of a casual horse riding permit system such as a ‘parks horse riding pass’….	KCDC oppose the requirement of a ‘parks horse riding permit’ if such a permit would create restrictions or a barrier to easy access to horse riding in the regional parks. We note that no other user group would require a permit. Generally the plan considers horse riding in a positive way and we support the proposed inclusions, noting our comment above. We ask that the Kapiti Equestrian Advocacy Group are considered a stakeholder with regard to any changes to do with equestrian use of parks in Kapiti.

Proposals relating to Queen Elizabeth Park (QEP)

Section 1.3 Looking back

‘…..Tracks are being relocated inland and other facilities moved’.

We would like to see a Coastal track maintained at QEP, as the view of the coast from this aspect, and the ability to walk in the Coastal dunes, is a unique feature of this park. Retaining the Coastal track allows a loop walk with the Inland track which could be a key feature, promoted as an alternative/add on to the Escarpment track, which receives around 30,000 visitors a year.

In addition to the tourism advantages, this is also an extremely popular track for Kapiti residents.

Enhanced cycling, running and walking network

A344 (h)

Family cycling (Recreation)

The Park is used and enjoyed daily by walkers, runners, bikers (both recreational and commuters) and tourists. The trails (especially the sealed Te Ara o Whareroa) are used by commuters to link Paekākāriki and the rest of the Coast. Along with the Expressway shared path, they form an application from KCDC to CycleNZ for a Heartland Ride, which will eventually form an off-road link from Paekākāriki to Ōtaki. This has significant tourism potential which KCDC is exploring. The experience would be enhanced with fresh water outlets at key places on Te Ara o Whareroa, such as the bisection with Whareroa Rd.

We support the family cycling (recreation) with skills and pump tracks, and links to Whareroa Farm and the Akatarawa Forest – provided it is designed and built appropriately for the surrounds and environment and managed accordingly.

A327

Masterplan – overarching priority action for park

We are supportive of a landscape masterplan being developed and would like

KCDC to be engaged as a stakeholder. Both through the parks team and also in relation to infrastructure (Access and Transport) at Poplar Ave for example where there are currently challenges with multimodal interaction, school servicing etc. on Poplar Avenue). The interface between GWRC and KCDC managed areas at a prospective new entrance is to be well thought through including early engagement and involvement in design process.

We strongly support development of equestrian facilities as QEP is a key part of the equestrian facilities network.

A344 (b) and A346

Raumati South Access and Amenity

We are very supportive.

It is observed that the main historical focus of activities and amenity is currently to the southern end of the park and distinctly ‘Wellington facing’. Improved access via Te Ara o Whareroa has in recent years improved this and it will be good to see more of the park development addressing the Kāpiti Coast Community to the north in years to come.

The northern end of Te Ara o Whareroa is missing a destination point/trail head to start/finish activities within the park. Linking onto future tracks to explore wider within the park will be advantageous for all.

A351

Trail enhancements

Fitness trails, pump tracks or activity stations need to be designed and built appropriately for the surrounds and environment and managed accordingly.

Consideration could be given other e-bike provision such as charging stations in addition to other bike activities and specialty skills areas if appropriately designed and constructed.

Supportive of planning for entry/mid-range mountain bike tracks to provide for advanced beginners.

Dedicated bridleway network

We would like to see a dedicated horse track in the park, connecting north to south, to connect the Pony Club (Poplar Ave) to the equestrian park at Mackays Crossing.

Restoration

We strongly support the long-term goal of restoring hundreds of hectares of wetland and coastal native forest. If it comes to fruition QE Park will be the largest restored area of the coastal plain in the district, and an outstanding biodiversity asset. Between Paekākāriki and Raumati, there will be almost unbroken sequences of restored habitats from the coastal dunes to the Akatarawa foothills.

Implementation will be key to the successful delivery of restoration.

Map 25 High level restoration priorities

We are supportive but note that there has been failure of plantings alongside Te Ara O Whareroa north end. Perhaps the stock irrigation lines could be repurposed to help irrigate planting areas during establishment?

We consider that the coastal dune restoration should be higher than a 4^th priority - the blackberry is becoming dominant.

Map 24 QEP Potential enhancements

We would like to see provision of connecting cycle trail from The Parade, behind the existing surf club and up to Wellington Road perhaps via the driveway from the Rangers House.

As stated previously, we are not supportive of decommissioning the coastal track without an equivalent alternative being confirmed prior.

Proposals relation to Akatarawa Forest
A100 (c) Akatarawa Traverse	We support this proposed track and ask that KCDC is recognised as a partner as we manage Campbell’s Mill Rd for recreational access.
Key stakeholders should include walking, trail running, MTB and equestrian groups	We would like to see non-motorised recreation groups recognised as key stakeholders in the forest. From Campbell’s Mill Rd entrance there are many tracks popular with mountain bikers (MTB), trail runners, walkers and horse riders. The route up Campbell’s Mill Rd, down Whakatikei Rd and up Hydro to Orange Hut, and Perhams to Titi are particularly important in the MTB network on the Kapiti Coast. These tracks form part of our recreation base in Kapiti. These tracks are especially important as grade 2/3 tracks are rare in this district, and we would like to promote them more. We would like to see the Kapiti MTB Club, the Coastal Crew and equestrian clubs included as key stakeholders. There are a number of opportunities listed in the section “Park opportunities” which we support, for which early engagement with the MTB and equestrian community would be good to have. The 1000 hectares of original lowland podocarp forest and 500 hectares of beech/rimu/miro represent opportunities for non-motorised use. There are substantial tourism benefits to be unlocked from promoting the ancient rata trees, and we would like to see tracks to these developed appropriately. Consideration would need to be given to appropriate development for tourism whilst protecting the environment, ie enhancing the existing Akatarawa Traverse track with points of interest along the way such as the Rata Trees.
Motorised recreation vs restoration	The ongoing designation of high biodiversity value areas of the Akatarawa Forest Park as a prime 4 X 4 recreation area could be considered to contradict the plan’s environmental philosophy. This form of recreation is incompatible with protecting and restoring such areas. It is difficult to ‘minimise adverse effects’ and there is nothing in the plan to suggest any new or more effective means of doing so will be instigated. This area has become ‘regionally significant’ for this activity over time as it has been developed and managed to facilitate it, rather than because of any intrinsic suitability. It could be argued that it is intrinsically unsuitable because of its biodiversity values. However, we acknowledge that there is the need for a 4x4 recreation area and support this provided it is well managed and uses appropriate locations. We would like to see consideration given to creating a regionally significant area for the 4x4 activity somewhere more appropriate, such as in plantation pine forest.
Akatarawa future opportunities	We suggest for inclusion the idea of a potential summit track from the Maungakotukutuku Valley to the summit of Papakirae be explored and included in the plan. This could potentially connect to the paper road at the extension of Old Valley Road near the Nikau Centre and substation. This would greatly enhance the Mountains to Sea and back country recreational access for Paraparaumu residents.
	We suggest for inclusion identification of a superior MTB route than the Pram track be considered for future development of MTB specific infrastructure in the Akatarawa Forest. This will better connect the Kapiti Coast with Upper Hutt. We also recommend that better signage and maps be provided at key junctions/roads to provide better guidance for all park users.
	We suggest for inclusion a track from southern end of Maungakotukutuku Road to the KCDC owned future dam site in Nikau Valley. This could potentially provide a grade 2/3 MTB connection and greatly enhance back country recreational access for Kapiti Residents.
	We suggest for inclusion the idea of a potential track from southern end of Campbell’s Road below and around the summit/flanks of Mt Wainui to the upper Puketiro loop in Battle Hill be explored and included in the plan. This could potentially provide a grade 3/4 MTB experience similar to what the hugely popular Paekakariki to Pukerua Bay escarpment track provides for walkers. This would greatly enhance back country recreational access for Paraparaumu & Porirua residents.
FUTURE LANDUSE AND NETWORK GROWTH
Wainuiwhenua (Perkins Farm)	We believe that it would be appropriate in this future focused document to acknowledge the following: · That there are significant areas of land between Akatarawa Forest Park, Battle Hill and Queen Elizabeth Park that are currently part of the Transmission Gully Motorway designation which may have significance for the regional parks network in the future. · Wainuiwhenua is a community led focus group that has been established to advocate for the long-term use of this land. · That these areas may have strategic significance for the rationalisation, connectivity or future development of the regional parks network, or the protection and enhancement of landscape, stream catchment or biodiversity values which will be relevant to the Regional Council’s activities.
Otaki Lakes	We also believe that it would be appropriate in this future focused document to acknowledge the following: · That the land north of the Ōtaki River currently known as “Winstone Lakes” is owned and managed by GWRC, currently for river management purposes. · That the lakes currently, and increasingly support a range of recreational functions including Waka Ama and Canoe Polo and planning should include the lake’s ability to host national events in the future. · That the lakes are to be progressively restored to support recreational and environmental outcomes as part of the resource consent conditions. · That at the completion of gravel extraction works and should the land (or part of the land) no longer be required for River Management purposes an assessment and determination of this land holding in relation to the definition of Regional Park provided in the Local Government Act s139 (1) (a) will be undertaken with a resolution from GWRC to determine its future function and use as a regional park. Specifically in this section and section 139A, regional park— (a) means land— (i) owned by a regional council; and (ii) acquired or used principally for community, recreational, environmental, cultural, or spiritual purposes…

Additional Comments:
Biodiversity, ecosystem and restoration	Overall, the draft GW Parks Network Plan is sound from a biodiversity protection and restoration perspective. Making ecosystem health central to park management is enlightened, and the shift from farming and plantation forestry to restoration is in tune with changes in community values and aspirations. We would like to see more specificity regarding when and how things will actually happen.
Inclusion of key stakeholders in planning processes	We could like KCDC’s CWB Advisory Group should be a stakeholder in all CWB consultation in relation to QEP and Akatarawa Forest Park. We would like the Kapiti Equestrian Advocacy Group (KEAG) to be a stakeholder with regard to equestrian facilities and activities in QEP and Akatarawa Fores Park. We would like KCDC officers to be included in the key stakeholder involvement with regard to QEP and Akatarawa Forest Park.

Council Meeting Agenda

1 October 2020

8.5 Councillor Triennial Training and Development Framework

Author: Leyanne Belcher, Democracy Services Manager

Authoriser: Janice McDougall, Group Manager People and Partnerships

Purpose of Report

1 This report asks Council to adopt a programme for Councillors training and development for the rest of the triennium.

2 In essence the proposed programme would consist of two LGNZ workshops per financial year plus attendance at the LGNZ Conference by the Mayor and up to three Councillors, attendance by three Councillors at IOD training each year, and RMA training for Hearing Commissions.

3 However the budget only just covers the current plan of core training. The budget will require review as part of the Long Term Plan process in order to be able to more appropriately cover the broader training and development requirements. In addition, the Martin Jenkins Independent Organisational Review of Kāpiti Coast District Council highlighted opportunities for increased support for Community Boards which would, if implemented, require additional training and development budget for Community Boards.

Delegation

4 Council has the authority to consider this matter.

Issues and Options

Issues

5 Once elected, elected members undergo an extensive and comprehensive induction programme intended to help orientate them in their new roles as quickly as possible. This includes in-house briefings, seminars and external workshops such as those developed by Local Government New Zealand. (LGNZ)

6 In addition, this triennium a number of LGNZ training modules have also been made available to members on line via LGHub. These include:

· Governance 101,

· Quality Decision Making

· Financial Decision Making

· Strategic Thinking

· Asset Management and Infrastructure

7 Councillors are invited to consider an integrated training programme for the remainder of the triennium. This is to allow a consistent approach.

8 The core of the training framework for the last Triennium featured the following:

· Opportunity for attendance by each Councillor at the LGNZ Conference or IOD Training event once per Triennium.

· Attendance at several workshops in an integrated suite of workshops provided by LGNZ.

· Hearing Commissioner training for a number of members.

7 LGNZ is the primary agency responsible for delivering elected member development programmes through EQUIP. The latter is LGNZ’s Centre of Excellence, which delivers tailored services, best practice guidance, business solutions, governance and management support in order to strengthen the local government sector.

8 Martin Jenkins, in the recent Independent Organisational Review of Kāpiti Coast District Council, highlighted the importance of providing governance training opportunities for new Councillors following their induction into the roles as Councillors. The report also mentioned there is a range of training offered by the Institute of Directors.

Local Government NZ

9 LGNZ currently provide the following professional governance workshops that aim to give elected members an integrated grounding in core governance, leadership, and strategic skills:

· Governance – Theory and Practice

· Management and Governance

· Communicating with Influence – On and Offline

· Maximising Meetings and Effective Debating (can be done as separate half days)

· Engaging Your Community (half day workshop)

· Strategic Thinking and Strategy Setting workshop.

10 The usual format for these workshops is for Council to hold the workshop ‘in house’, then, no matter how many Councillors attend there is a fixed charge of $4995 plus GST (plus disbursements est. $300).

Institute of Directors Training

11 Individual Councillors may prefer to attend an Institute of Directors course in preference to attending an LGNZ Conference. The Institute of Directors offers courses in Wellington or Palmerston North that are of relevance to Mayor and Councillors at a cost per person per course of $1080 plus GST:

· Finance Essentials (Financial literacy was the primary development area identified in a survey of Councillors towards the end of the last triennium.)

· Governance Essentials

· Strategy Essentials

RMA Training

12 Council currently has four elected members accredited as Hearing Commissioners. The training programme allows for an additional elected member to be accredited in order to increase the elected member skills base and provide for additional flexibility.

13 The current accredited members are: The Mayor, Cr Holborow, Cr Elliott and Cr Prvanov. The accreditations were gained through a study course ‘Making Good Decisions’. Crs Holborow and Elliott are qualified as panel chairs, while the Mayor and Cr Prvanov are qualified as panel members.

14 Cr Holborow’s accreditation will expire during financial year 20/21 and Mayor K Gurunathan’s accreditation will expire during financial year 21/22. Either Elected Member may wish to recertify or an alternative named person or persons may be nominated to become accredited as Hearing Commissioners.

Report on Training Events

15 Elected Members who attend training events are required to report on their experiences in a timely fashion, and these reports are published in the Elected Members Bulletin.

Policy considerations

16 There are no policy considerations.

Legal considerations

17 There are no legal considerations.

Financial considerations

18 There are sufficient funds available for the proposed training framework.

19 The budgets for 2020/21 and 2021/22 are $26,478 per year.

Tāngata whenua considerations

20 There are no tāngata whenua considerations.

Strategic considerations

21 There are no strategic considerations.

Significance and Engagement

Significance policy

22 This matter has a low level of significance under Council’s Significance and Engagement Policy.

Engagement planning

23 An engagement plan is not needed to implement this decision.

Publicity

24 A communications plan is not required for this matter.

Recommendations

25 That Council adopts the proposed training framework as at Appendix 1 of this report, with any amendments, for the remainder of the 2019-2022 Triennium.

26 That Council approves the attendance at the 2021 Local Government NZ Council of the Mayor, Cr……….., Cr………….. and Cr …………..,.

27 That Council approves IOD course attendance by Cr ……………. and Cr ……………….

28 That Council approves the recertification of Cr Holborow as Hearing Commissioner Chair.

That Council approves the certification of Cr ……….. as Hearing Commissioner Chair.

29 That Council approves the recertification of Mayor K. Gurunathan at Hearing Commissioner.

That Council approves the certification of Cr ………. as Hearing Commissioner.

30 That Council approves the certification of Cr ………. and Cr ………as Hearing Commissioners.

Appendices

1. Training Programme 2020 to 2022 ⇩

2. IOD Course Calendar ⇩

Council Meeting Agenda

1 October 2020

8.6 Amendments to the Council Delegations to Chief Executive and Staff

Author: Sarah Lloyd, Senior Advisor Corporate Planning & Reporting

Authoriser: Mark de Haast, Group Manager Corporate Services

Purpose of Report

1 This report seeks Council’s approval of amendments to Council delegations to the Chief Executive and staff including Resource Management Act 1991 delegations.

Delegation

2 Council has the authority to consider this matter.

3 The delegations comply with the provisions of the Local Government Act 2002 (clause 32, schedule 7), which empowers the Council to consider an appropriate governance structure and associated delegations.

4 It also meets the requirements of section 10 of the Local Government Act 2002 which prescribes the purpose of local government.

Background

5 The Council has certain statutory powers it can exercise and duties it must fulfil. Various statutes recognise that it is not efficient or practical for Elected Members to have to deal with every aspect of their functions, duties and powers.

6 Various Acts of Parliament provide the Council with the legal authority to delegate to Officers. In particular, Council has the authority to delegate to Officers under clause 32 of Schedule 7 of the Local Government Act 2002. Clause 32 of the Local Government Act 2002 also sets out certain powers that cannot be delegated as follows:

“32. Delegations‒(1) Unless expressly provided otherwise in this Act, or in any other Act, for the purposes of efficiency and effectiveness in the conduct of a local authority's business, a local authority may delegate to a committee or other subordinate decision-making body, community board, or member or officer of the local authority any of its responsibilities, duties, or powers except‒

(a) the power to make a rate; or

(b) the power to make a bylaw; or

(c) the power to borrow money, or purchase or dispose of assets, other than in accordance with the long-term plan; or

(d) the power to adopt a long-term plan, annual plan, or annual report; or

(e) the power to appoint a chief executive; or

(f) the power to adopt policies required to be adopted and consulted on under this Act in association with the long-term plan or developed for the purpose of the local governance statement.

(h the power to adopt a remuneration and employment policy.”

7 Delegated authority allows for administrative efficiency and ensures timeliness in the conduct of Council’s daily business activities.

8 The majority of the Acts allow the Chief Executive the discretion to sub-delegate to council staff. However, some Acts prescribe the way delegations must be made. For example, the Resource Management Act 1991 (RMA 1991) does not allow the Chief Executive the power to sub-delegate.

Council to Chief Executive and Staff Delegations

9 The Council delegations to the Chief Executive and staff are monitored on a regular basis and reported back to Council for amendment as required, in response to changes in staff or legislation.

10 The background for the required amendments is outlined below and the amendments to the delegations are highlighted yellow in Appendix A.

COVID-19 Recovery (Fast-track Consenting) Act 2020 delegations

11 A new COVID-19 Recovery (Fast-track Consenting) Act 2020 (C19FTCA) came into force on 8 July 2020 allowing the fast-tracking of resource consents that meet certain criteria. Although the processing of these resource consents are not the responsibility of Council there are actions needed as a ‘requiring authority’ and as the ‘local authority’ if a consent is required by Council. For the efficiency of expediting a consent it is recommended that these actions be delegated to the Chief Executive and the Group Manager Infrastructure Services.

12 It is recommended that the Chief Executive be given a delegation for nominating a person(s) to represent the Council for the expert Panel responsible for considering the applications.

13 Staff also recommend that the Chief Executive, Group Manager Regulatory Services, Principal Advisor Regulatory Services, District Planning Manager and Resource Consent and Compliance Manager are also given a delegation for any urgent or minor matters that arise. These positions will also require a delegation under C19FTCA to recover reasonable costs and charge for advice and the supply of information to the Minister’s Panel.

14 Council is still responsible for the monitoring and enforcement of these resource consents however this is carried out under the provisions of the Resource Management Act 1991.

15 It is noted that C19FTCA only remains in force two years after assent or if extended and as such will automatically be removed from the CE to Staff Delegations at the point it is repealed.

Additional amendments and new delegations

16 Whilst reviewing delegations staff have identified a requirement for staff to act as an Agent and receive levies under Building Research Levy Act 1969.

17 A report to Council (SP-18-414) in March 2018 amended the title of the Domestic Violence Act 1995 to the Family and Whānau Violence Act 1995 as of 1 July 2018. Whilst the Family Violence Bill originally proposed to change the name of the Domestic Violence Act to the Family and Whānau Violence Act 1995 it appears this never occurred and instead the Domestic Violence Act 1995 was repealed and replaced entirely. Additionally, Part 6 of the Act is no longer the correct reference to the “Non-publication of information relating to protected person on public registers”. In the new Family Violence Act 2018 it is Part 9 which relates to “Public registers not publishing identifying information related to protected person”.

18 The Fire Safety and Evacuation of Buildings Regulations 2006 have been revoked and replaced, on 1 July 2018, by regulation 36 of the Fire and Emergency New Zealand (Fire Safety, Evacuation Procedures, and Evacuation Schemes) Regulations 2018.

19 The National Animal Identification and Tracing Amendment Act 2019 included an amendment to the National Animal Identification and Tracing Act 2012 (NAITA) that provided ‘public sector organisations’ the ability to access data relating to stock and their owners. Rapid access to this data is important for animal management staff to respond in emergency circumstances to manage risks to the lives and welfare of animals and people. For this reason, staff recommend that NAITA 2012 be included in the Council to CE and Staff Delegations.

20 The majority of the Privacy Act 2020 comes into effect on 1 December 2020 repealing the Privacy Act 1993. Subpart 2 of Part 3 and sections 213 to 215 of the new Act came into force 1 July 2020 however these sections are not relevant to the Council to CE and Staff delegations.

21 The Racing Industry Act 2020 came into effect on 30 June 2020 repealing the Racing Act 2003. As such the delegations have been amended to reflect this.

22 Additionally, powers were also identified relating to signing a notice for or releasing of a statutory land charge under the Statutory Land Charges Registration Act 1928.

Resource Management Act 1991 Delegations made by Council to Staff

23 The amendments to Council’s RMA 1991 delegations to staff in the following table are recommended as a result of staff and team structure changes and amendments made to the RMA 1991 as a result of the Resource Management Amendment Act 2020.

24 The amended RMA delegations and glossary can be found in Appendix B.

Recommended amendments to Council delegations to staff under the Resource Management Act 1991
Positions	Amendments to RMA 1991 delegations
Coastal and Stormwater Asset Engineer	A replacement title for Stormwater and Coastal Engineer in order to align with other team titles. Title to include sections 35, 35A, 332 and 333.
Customer Engagement Representative	A replacement title for Customer Services Officer (also replaces Customer Engagement Officer) resulting from a restructure to the Customer Service team (now the Customer Engagement team). Title to include sections 35, 35A, 37A, 87G, 92A, 92B, 98, 99, 101, 113 and 114.
Group Manager, Place and Space	Aligning staff position delegations with the rest of their team. Title to include section 330.
Group Manager Regulatory Services, Resource Consents and Compliance Manager, District Planning Manager, Independent Planning Commissioner, Principal Adviser, Regulatory Services, Principal Resource Consents Planner, Resource Consents Planner, Resource Consents Service Planner, Senior Resource Consents Planner, Team Leader Resource Consents.	As part of amendments to the Resource Management Amendment Act 2020 adding a new section. Titles to include section 91F(2).
Group Manager Regulatory Services, District Planning Manager	As part of amendments to the RMA via the Resource Management Amendment Act 2020 remove reference to the Collaborative Planning Process. Titles to remove Schedule 1 Cl37.

Considerations

Policy considerations

25 The proposed delegations support the Council’s Governance Structure and Delegations.

Legal considerations

26 This paper has been reviewed by the Council’s Senior Legal Counsel.

Financial considerations

27 There are no financial considerations relating to the process of making these amendments.

Tāngata whenua considerations

28 There are no tāngata whenua considerations relating to the process of making these amendments.

Strategic considerations

29 Delegations facilitate staff ability to deliver on all Council outcomes.

Significance and Engagement

Significance policy

30 This decision has a low level of significance under the Council’s Significance and Engagement policy.

Consultation, engagement and publicity

31 No consultation, engagement or publicity is required relating to the process of making these amendments.

Recommendations

32 That the Council adopts the revised Council to Chief Executive and Staff Delegations as shown in Appendix A to the report Amendments to the Council Delegations to Chief Executive and Staff.

33 That the Council adopts the revised Resource Management Act 1991 Delegations to Staff as shown in Appendix B to report Amendments to the Council Delegations to Chief Executive and Staff.

Appendices

1. Appendix A Council to CE and Staff delegations ⇩

2. Appendix B Council to Staff RMA 1991 Delegations (with glossary) ⇩

Council Meeting Agenda

1 October 2020

8.7 Elected Members Remuneration Expenses and Allowances Policy 2019-2022 Update

Author: Leyanne Belcher, Democracy Services Manager

Authoriser: Janice McDougall, Group Manager People and Partnerships

Purpose of Report

1 This report presents to the Council for adoption the updated Elected Members Remuneration Expenses and Allowances Policy 2019-2020

Delegation

2 The Council has the authority to consider this matter.

Background

3 The Elected Members Remuneration Expenses and Allowances Policy 2019 -2020 was approved by the Council on 30 January 2020. The Policy provides comprehensive, clear information on Elected Member remuneration, expenses and allowances, prepared in a user friendly style that can be easily referenced by Elected Members and staff. This policy has been updated to reflect the following Remuneration Authority Determinations. The updated policy is attached as Appendix 1 to this report.

4 The Remuneration Authority (‘the Authority’) is the independent body responsible for the setting of elected members’ remuneration. The Local Government Members (2020/21) Determination 2020 and the Local Government Members (Temporary Reduction—COVID-19) Amendment Determination (No 2) 2020 were notified in the New Zealand Gazette of Thursday 16 July 2020.

Issues

5 The Local Government Members (2020/21) Determination 2020 makes no changes to elected members’ remuneration, allowances or fees for the 2020/21 year. There are exceptions for a few other councils which changed their committee structures recently. In those councils the council governance pool is unchanged, but their remuneration has been distributed slightly differently. This determination is deemed to have come into force on 1 July 2020. (See Appendix 2.)

6 The Remuneration Authority explained in its’ explanatory notes that COVID-19 has created a rapidly changing environment that is having an unprecedented impact on the New Zealand economy. Taking these circumstances into account, the Authority decided to maintain the remuneration, allowances, and hearing fees of local government elected members at their 2019 levels until the expiry of this determination.

7 The Remuneration Authority (COVID-19 Measures) Amendment Act 2020 had enabled the Authority to make a temporary reduction of up to 20% in the remuneration of those local government members who earn above $100,000 per annum for a defined period beginning on 9 July 2020 and ending on 6 January 2021.

8 The Local Government Members (Temporary Reduction—COVID-19) Amendment Determination (No 2) 2020 amends the Local Government Members (Temporary Reduction—COVID-19) Determination 2020 (the principal determination). It updates the cross-references in the principal determination to correctly refer to the schedule of the Local Government Members (2020/21) Determination 2020. This determination is deemed to have come into force on 9 July 2020, which is the date on which the principal determination came into force. (See Appendix 3.)

Policy considerations

9 The Elected Members Remuneration Expenses and Allowances Policy 2019-2020 has been updated to include the Local Government Members (2020/21) Determination 2020 and Local Government Members (Temporary Reduction—COVID-19) Amendment Determination (No 2) 2020 by the Remuneration Authority. The updated policy is attached as Appendix 1 to this report.

Legal considerations

10 There are no additional legal considerations.

Financial considerations

11 Following the 2019 election a “governance pool” was allocated to each council aligned with the ranking of the council on a size index and within the framework of the new local government pay scale. The determination of the Remuneration Authority in 2019 which introduced the new governance pool approach involved a significant increase in the budget required for Elected Members Remuneration. The budget will need to be increased as a result of that determination.

12 There is however no further increase introduced by the most recent determination reflected in the update to the Elected Members Remuneration Expenses and Allowances Policy 2019-2020

Tāngata whenua considerations

13 There are no tāngata whenua considerations.

Significance and Engagement

Significance policy

14 This matter has a low level of significance under Council’s Significance and Engagement Policy.

Engagement planning

15 An engagement plan is not needed to implement this decision.

Publicity

16 Following its adoption, the updated Elected Members Remuneration Expenses and Allowances Policy 2019-2020 will be available to view on the Kāpiti Coast District Council website.

Recommendations

17 That the Council adopts the Elected Member Remuneration, Expenses and Allowances Policy 2019-2020 as at Appendix 1 of this report, ‘Elected Member Remuneration, Expenses and Allowance Policy 2019-2022 Update’.

Appendices

1. Updated Elected Members Remuneration, Expenses and Allowances Policy 2019-2020 ⇩

2. Local Government Members (2020/21) Determination 2020 ⇩

3. Local Government Members (Temporary Reduction COVID-19) Amendment Determination (No 2) 2020 ⇩

Council Meeting Agenda

1 October 2020

ELECTED MEMBER REMUNERATION

EXPENSES AND ALLOWANCES POLICY

2019-2020

	Page
Policy objective	2
Principles	2
A. Remuneration – Mayor and Councillors	2
B. Remuneration – Community Board Chairs and Members	2
C. Elected Member Expenses and Allowances	3
1. Accommodation	3
2. Air dollars/points	3
3. Airline clubs	3
4. Air Travel	3
5. Carparks	3
6. Communication Technology	3
7. Entertainment & hospitality	4
8. Gifts	4
9. Incidentals	4
10. Meals	4
11. Professional development	4
12. Stationary	4
13. Subscriptions & memberships	5
14. Vehicles	5
15. Childcare Allowance	5
D. The Mayor	6
1. Carparks	6
2. Communications Technology	6
3. Subscriptions & memberships	6
4. Vehicle	6
E. Fees related to Hearings	6
Document version control	6

Policy objective

This policy clarifies payment of elected member salaries, allowances and reimbursements to October 2019.

Elected Members are remunerated in accordance with legislation oversighted by the Remuneration Authority. (See Local Government Members (2019/20) (Local Authorities) Determination 2019) [The Determination]. Determinations also stipulate the parameters around the payment of allowances and other fees. Within these parameters councils can develop their own policies.

Principles

The payment of allowances and expenses is:

· in line with legislation

· related to the conduct of Council business by Elected Members while acting in their role

· payable under clear rules communicated to all claimants

· over sighted by senior management and audit

· adequately documented

· reasonable and conservative in line with public sector norms

· does not extend to any expenses related to electioneering

(Fees related to District Licencing Committee hearings are not included in this policy.)

A. Remuneration – Mayor and Councillors

Role	Annual remuneration
Mayor	$138,500 (reduced to $136,375 from 9 July 2020 to 6 January 2021)
Deputy Mayor	$60,000
Strategy & Operations Committee Chairperson	$55,000
Portfiolio A Holder	$50,610
Portfolio B Holder	$45,056

B. Remuneration – Community Board Chairs and Members

Board	Chairperson	Member
Ōtaki	$15,250	$7,625
Paekākāriki	$7,947	$3,973
Paraparaumu-Raumati	$19,976	$9,988
Waikanae	$16,325	$8,163

The following sections detail the payment of Elected Member reimbursements and allowances.

C. Elected Member Expenses and Allowances

Accommodation

a) while at conferences or training events or other Council business – Council will pay for accommodation where applicable that balances cost-effectiveness with proximity to the event

b) private/provided by friends/relatives – Council has no involvement

Air Dollars/Points

Air points/air dollars earned on travel, accommodation etc. paid for by the Council are available for the private use of members. Due to the low level of air travel this is insignificant.

Airline Clubs

Council doesn’t pay or reimburse for these memberships.

Air Travel

a) Generally, air travel bookings are made by staff upon approval and in accordance with Council policy.

b) If Elected Members make their own bookings, domestic and international travel taken for Council-related business will be reimbursed up to the level of economy class fares; if the elected member wishes to travel at a different class they must meet the cost of the difference.

Carparks

At the beginning of the triennium, elected members will receive a parking permit which must be displayed in their car when they are attending Council business at the Council Administration building, Paraparaumu. This permit is non-transferable and must be returned at the end of the triennium.

Communications Technology

a) Broadband – All elected members will retrospectively receive a $400 allowance for use of home broadband for Council business for the period 1 July 2019 to 30 June 20120 in line with the Determination. (Where an elected member has not been a member for the whole for the 2019/20 year the amount paid will be pro-rated).

b) Consumables (ink cartridges/paper) – Council will provide these on request.

c) Email – at the beginning of the triennium Elected Members are provided with a Council email address which is not to be used by members for any personal business.

d) Mobiles – Councillors, Community Board Chairs and Community Board members, who use their own mobile phone for Council-related business, are entitled to a $150 equipment allowance and $400 service allowance for the 2019/20 year. (Where an elected member is not a member for the whole for the 2019/20 year the amount paid will be pro-rated). A member may opt, instead of receiving the $400 service allowance, to provide telephone records and receipts clearly showing which phone calls were made on Council business, in which case they would be reimbursed for the actual costs of the phone calls.

e) Tablets and Printers – Councillors and Community Board Chairs will be provided with tablets at the beginning of the triennium for Council-related use, although a reasonable degree of private use is acceptable. For Community Board Members a communications allowance of $240 shall be paid to each member per annum to cover the use of a personal computer and printer.

Entertainment & hospitality

Reasonable costs will be reimbursed but a claim for reimbursement will need to be put in writing for approval by the Mayor and the Chief Executive.

Gifts

Gifts of any kind (e.g. sports or other event tickets) and value should be declared to the Mayor’s Personal Assistant for entry into the Gift Register.

Incidentals

Reasonable expenses incurred in the pursuit of Council business will be reimbursed on presentation of an expense claim supported with the relevant invoices/receipts.

Meals

This excludes Council catering for meetings.

Reasonable costs for meals and sustenance are reimbursed when travelling on Council business on presentation of receipt/s.

Professional development

Registration costs for attendance at conferences, seminars and training events will be paid for by the Council, in accordance with the elected members’ induction, training and development programme.

Stationery

Elected members will be supplied with business cards. Any other stationery required for Council business will be considered on request.

Subscriptions & memberships

The costs of these will not be met by the Council.

Vehicles

a) Mileage - Reimbursements apply according to the following conditions:

i. Travel must relate to attendance at Council/Committee meetings, Community Board meetings, conference/seminars relating to local government or attendance at community organisation meetings as an elected member.

ii. The travel must be by the most direct route that is reasonable in the circumstances.

iii. For a petrol or diesel vehicle:

79 cents for the first 14,000 km per annum,

30 cents for travel over 14,000 km per annum.

iv. For a petrol hybrid vehicle:

79 cents for the first 14,000 km per annum,

19 cents for travel over 14,000 km per annum.

v. For an electric vehicle:

79 cents for the first 14,000 km per annum,

9 cents for travel over 14,000 km per annum.

b) Private use of vehicle – Elected members may opt to use their own vehicles to travel to training events or conferences if the reimbursement for mileage would be cheaper than air travel.

c) Rental cars – the Council will not meet the costs of using these.

d) Taxis - the Council will reimburse reasonable costs for the use of taxis associated with training events and Council business.

Childcare allowance

a) Childcare – Reimbursements apply according to the following conditions:

i. The member is a parent or guardian of the child, or is a person who usually has responsibility for the day-to-day care of the child (not on a temporary basis); and

ii. the child is under 14 years of age; and

iii. the childcare is provided by a person who is not a family member and does not ordinarily reside with the member; and

iv. the member provides evidence satisfactory to the authority of the amount paid for child care.

v. Childcare allowance will be paid at a maximum rate of $15 per hour; not exceeding a total amount of $6000 per annum OR

vi. An annual amount of $6000 paid retrospectively for the year.

D. The Mayor

Carparks

The Mayor has a dedicated parking space.

Communications Technology

The Mayor is provided with a mobile phone for the triennium with reasonable private use being acceptable.

Subscriptions & memberships

The subscription for the Mayor’s role as Justice of the Peace will be paid by the Council.

Vehicle

The Mayor is provided with a vehicle for private and business use during the term of office. [A local authority may provide (a) a motor vehicle or (b) a vehicle mileage allowance. If a motor vehicle is provided for private use annual remuneration must be adjusted in accordance with the Determination. The maximum purchase price is also covered by the Determination. ]

E. Fees related to Hearings

Chairperson

A member of a local authority who acts as the chairperson of a hearing is entitled to a fee of up to $100 per hour.

Member

A member of a local authority who is not the chairperson of a hearing is entitled to a fee of up to $80 per hour.

Mayor or Acting Mayor

These fees are not available to the Mayor or to an acting Mayor who is paid the mayor’s remuneration and allowances.

DOCUMENT VERSION CONTROL – AMENDMENTS DURING 2016-2019 TRIENNIUM

NO	AMENDMENT/S SUMMARY	ADOPTED BY COUNCIL
1	Policy adopted by the Council	8 August 2019
2	Updates to Mayor and Councillor Remuneration	30 January 2020
3	Maintenance of remuneration, allowances, and hearing fees at their 2019 levels. Temporary reduction of Mayoral remuneration.

Signed……………………………………………………………………Date:………………….......

CHIEF EXECUTIVE

Council Meeting Agenda

1 October 2020

8.8 Public Art Panel Appointments for 2019-22

Author: Rosie Salas, Arts Museums and Heritage Advisor

Authoriser: Darryn Grant, Economic Development Manager

Purpose of Report

1. This report seeks the Council’s approval for appointments to the Public Art Panel.

Delegation

2. The Council has the authority to make appointments to the Public Art Panel.

Background

3. The Kāpiti Coast District Council (Council) develops and manages public art for the district guided by its Strategy for Supporting the Arts (2012) and Public Art Policy (2013). The Public Art Policy establishes the Public Art Panel (the Panel).

4. The Terms of Reference (TOR) for the Panel (Appendix 1) state there are five members: a Council-appointed member, representatives from Mahara Gallery and Te Whakaminenga o Kāpiti, and two arts/urban design professionals.

5. On 7 November 2019, Council appointed Councillor Janet Holborow as the elected member on the Public Art Panel.

6. Mahara Gallery Trust and Te Whakaminenga o Kāpiti were invited to each nominate one person to the Public Art Panel, as provided for in the terms of reference.

7. Mahara Gallery Trust nominated Janet Bayly, Director of the Mahara Gallery as their representative.

8. We have not yet received a nomination for a representative of Te Whakaminenga o Kapiti. (See Issues and Options below.)

9. In January and February 2020, expressions of interest for the two open positions were called for from the public, with advertisements placed in local newspapers and also in landscape architecture and public art professional publications.

10. We received four expressions of interest, three of which were suitable for the position. Biographies and CVs for each candidate (where supplied) are attached in Appendix 2.

11. A panel of Council officers considered the applications, including the Arts Advisor, the Manager Libraries and Arts (Place and Space), the Manager Parks and Recreation (Place and Space), the Senior Delivery Manager (Infrastructure Programme delivery), and the Manager Programme Design and Delivery (Connected Communities).

12. The panel considered the applications received for the two positions from arts and public spaces experts in February 2020. As a result of that process, we informed the two selected candidates, Robin Simpson and Nick Ray, that we would be putting their names forward to Council for approval alongside the nominations for the three other positions.

13. The panel also considered the application from Hugh Nicholson, who is resident in Christchurch. Hugh has great experience and is very highly qualified. However, was not selected when the panel considered the value of face-to-face meetings and the expense of flying him up to Kapiti (and from his perspective the time commitment if travelling). We agreed with him that we would approach him as appropriate in an external advisory capacity.

14. The fourth applicant, Bethwyn Littler, withdrew her application after initial discussion with the Arts Advisor.

Issues and Options

Issues

15. We have delayed submitting this report for two reasons:

· the COVID-19 lockdown March-May meant other reports to Council were prioritised; and

· we considered it important to await the nomination from Te Whakaminenga o Kāpiti.

16. Te Whakaminenga o Kāpiti are still considering nominations for appointment to this Panel and may not be able to provide this for some time.

17. It is now almost a year since the Panel met. The TOR state that meetings will be held as required and the Arts team advise that it is important to reconvene the Panel as soon as possible to provide advice on updating the Public Art Programme and so that strategic decisions about future public art can be progressed. The TOR enable the Panel to make recommendations and decisions with a simple majority, apart from decisions about selections of a public artwork, which must be agreed unanimously by the full Panel.

18. Delivery of the Public Art Programme is particularly important in the current post-lockdown environment where there is enthusiasm for public art and supporting artists as a way celebrating community and recovery efforts.

Recommendation for open positions

19. In selecting the two people to recommend for appointment to the open positions, the panel focused on covering the following criteria from the list in the TOR:

· experience in the commissioning of public art;

· commitment to the principles of Te Tiriti o Waitangi;

· knowledge of local national and international public art history; and

· a globally informed perspective of the role creativity plays in place-making, and transformation.

20. The panel recommend Robin Simpson for appointment to the Public Art Panel. Robin is an urban designer with experience in commissioning public art and incorporating public art to enrich the built environment as a member of several council urban design panels. Robin has strong connection with the Kapiti Coast District, and when a Waikanae resident, was involved in the early engagement with the Town Centres development. She is particularly interested in economic development in Ōtaki and sees opportunities there for revitalising the township.

21. We recommend Nick Ray for appointment to the Public Art Panel. Nick has a wide range of experience in advising organisations on the use of space. He lives in the Kapiti District and as an amateur artist is well connected to the local arts community. He has a very interesting perspective on the use of public space and the function of art within that space, and how it influences and benefits community. We felt he would bring a fresh and different perspective onto the Panel.

22. Recommendations are based on the candidates' expertise, experience in governance and decision-making, their networks, their knowledge of public art in public spaces nationally and internationally, and their commitment to Te Tiriti o Waitangi.

23. An important consideration was how we expect their expertise will complement the contributions of other members, and ensure the skill set of the Panel as a whole covers all those areas required in section 4 of the Public Art Panel Terms of Reference (Appendix 1).

Recommendation for Mahara Gallery Trust Representative

24. We recommend Janet Bayly as the nominated representative of the Mahara Gallery Trust.

Approve in principle the nomination from Te Whakaminenga o Kāpiti

25. As noted above, Te Whakaminenga o Kāpiti are not able to provide a nomination at this time. We propose two options, with Option 1 being our preferred option.

Option 1 (preferred):

26. We recommend that the Council approve in principle the appointment of the nominated representative of Te Whakaminenga o Kāpiti with the formal nomination to be received at a later date. We will advise Council of the confirmed nomination from Te Whakaminenga o Kāpiti in due course, through the Elected Members’ Bulletin.

Option 2

27. Council may choose to approve that the Panel convene prior to receiving the nomination of a representative of Te Whakaminenga o Kāpiti, but to receive a further report at a future date to formally appoint the nominated representative from Te Whakaminenga o Kāpiti.

Considerations

Strategic and Policy considerations

28. Kāpiti Coast District Council develops and manages public art for the district, guided by the Strategy for Supporting Arts (2012) and the Public Art Policy (2013), which establishes the Public Art Panel.

29. The Panel’s role in this triennium will be largely focused on contributing to the strategic development of the arts, to support fulfilling the outcome “A positive response to our district identity” and the long-term goal “An attractive and distinctive Kāpiti Identity and sense of place that make people proud to live work and play here”. This also aligns with the requirement under the Local Government Act 2002 (s10 1b) for councils “to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future.”

Legal considerations

30. There are no legal considerations.

Financial considerations

31. The Public Art Panel has no operating budget. Expenditure on public art is limited to the capital budget set by the Council.

Tāngata whenua considerations

32. The existing and revised Public Art Panel Terms of Reference align with the tāngata whenua considerations in the Council’s Strategy for Supporting the Arts (2012).

Significance and Engagement

Significance Policy

33. This matter has a low level of significance under Council policy.

Consultation already undertaken

34. No external consultation has taken place on this matter.

Engagement planning

35. A community engagement plan is not needed to implement this decision.

Publicity

36. A media release concerning the appointments will be distributed to local media.

Recommendations

37. That Council appoints Robin Simpson to the Public Art Panel, as Arts/Urban design professional representative.

38. That Council appoints Nick Ray to the Public Art Panel, as Arts/Urban design professional representative.

39. That the Council appoints Janet Bayly, as nominated by Mahara Gallery Trust, to the Public Art Panel.

40. That the Council approves in principle the appointment of the nominated representative of Te Whakaminenga o Kāpiti, with the formal nomination to be received at a later date.

41. That Council will be advised of the Te Whakaminenga o Kāpiti representative through the Elected Members Bulletin when that nomination is made.

Appendices

1. Public Art Panel Terms of Reference ⇩

2. Bios of applicants for Public Art Panel Arts/Urban Professional representatives appointment ⇩

Council Meeting Agenda

1 October 2020

Appendix 2: Biographies of applicants for Public Art Panel

1. Nick Ray

Nick is a design consultant in the area of Workplace strategy and planning, who has lived in Kāpiti since 2013. Over the last 5 years or so he has worked with many organisations to assist them in the development of strategies relating to their workplaces that are then defined as briefs for designers and architects to deliver against. He sees the commission of public art as an exercise in balancing often competing demands and expectations that requires a flexible approach to achieve good outcomes. He is a member and previous committee member of the Wellington Architectural Centre, and a personal interest in art, including attending art classes as Tutere Gallery in Waikanae. He has a good knowledge of Kāpiti artists and arts environment.

Nick has a diverse background, with experience in interior design, accounting, IT consulting and project management, and workplace consulting. Organisations he has led projects for include the Ministry of Housing and Urban Development, Pharmac, the Ministry of Social Development National Office, Worksafe, and the Institute of Environmental Science and Research (ESR).

His wide experience provides Nick with a different perspective to seeking outcomes with a pragmatic approach that enables him to make connections where others don't and seek out alternative approaches and solutions. At the heart of these projects is active engagement with stakeholders combined with the ability to analyse and comprehend often complex information to develop viable solutions. Nick understands that the commissioning and delivery of Public Art has similar challenges to his work in dealing with a wide range of stakeholders and often complex sets of drivers that have to be understood and resolved to meet an agreed set of overall strategic objectives.

Nick recognises the importance of making the connection between all the different aspects of public art and having a communication strategy to make this visible “tell the stories” which he believes are not very visible at this moment. He believes in the importance of any art strategy to be a “strategy about community”- to be proactively connected with iwi and community.

2. Robin Simpson

Robin is a qualified and awarded landscape architect and urban designer, with a 25-year history of practice on large-scale internationally significant sites in New Zealand and Australia specialising in multidisciplinary urban design.

Robyn is Wellington based but has lived in Waikanae, and was involved in early engagement with Town Centres development. She has a keen interest in the economic development of Ōtaki and in the strategic intent of integrating artistic elements into urban design.

Robin has wide experience in both transport infrastructure projects and public domain design including transport interchanges, mixed use developments, housing community development, parks, waterfronts and civic sites. Public Art projects have been an integral part of all these areas of practice. These successfully create attractive, functional landscapes that aim to balance the aspirations of developers, community and stakeholders. Robin contributes skills and experience to ensure that redevelopment of sites proceeds within a streamlined planning framework and evolves out of the unique context of place and community.

Robin has been a member of the urban design review panel for Wellington’s Waterfront from 2004, and was closely involved with the integration of public art on the waterfront. She was an inaugural member of the Nelson Tasman Design Review panel, working with Nelson/Tasman Councils on new developments, and sits on the Christchurch City Council Urban Design Panel. Her management capability and liaison skills were showcased on Sydney’s high profile and complex Olympic Park Public Domain project where she facilitated the incorporation of public art and presented projects to proceed through the Urban Design and Public Art Panel.

Robin has expertise in blue skies thinking, planning, concept development, and detail development to implementation of projects. She fosters a collaborative approach amongst disciplines, supported by strong communication and liaison skills. She understands well the importance of working with iwi to achieve outcomes, having worked in Auckland on major roading design projects involving engagement with many different iwi).

3. Hugh Nicholson

Hugh is based in Christchurch. He is a principal at UrbanShift, an urban design and landscape consultancy. He has particular expertise in urban regeneration, disaster recovery, city strategies, masterplanning and waterfront design. He has worked with local authorities, central government, and private developers throughout New Zealand.

Hugh worked extensively with the Wellington Sculpture Trust on sculptures including the Meridian Wind Sculpture Series on Cobham Drive, the Lambton Quay Sculpture Series, and Water Whirler/Sky Blues. He was the principal Council liaison officer with the Trust, and worked with artists to find sites for their works and supervised the construction and installation of many of the works.

Since moving to Christchurch, he has worked with the SCAPE Public Art Trust, finding sites and working as their principal Council liaison officer for a number of years on a series of works including the High Street Sculpture Series, Fanfare and Solidarity Grid. He has been a member of the Christchurch City Council Public Art Advisory Group since its formation, as an urban designer. The PAAG advises the CCC on public art and has delegated authority to spend the Council's capital funding for artworks which it does in partnership with SCAPE.

Following the earthquakes, he also worked closely with the Matapopere Charitable Trust, a group of Maori designers and artists set up by Ngāi Tūāhuriri to ensure that te ao Māori is part of the rebuild of Christchurch.

Hugh is very interested in Public Art throughout the country, and has offered his services as an advisor outside the Panel.

4. Bethwyn Littler (did not follow through with the application)

Qualified in Early Childhood Care and Education, Bethwyn has been very interested and actively involved in the arts for many years, mostly on a voluntary basis. She recently moved to Kāpiti from Hamilton, where she was involved in running a group show at a gallery space at the University of Waikato. A good communicator with a professional attitude, flexibility and an interest in learning new things, she has a drive to engage with and support art in her community, and is particularly interested in more street art and the possibility of a sculpture park.

Council Meeting Agenda

1 October 2020

8.9 Annual Report on Dog Control Policy and Practice

Author: Jacquie Muir, Environmental Standards Manager

Authoriser: Angela Bell, Acting Group Manager Regulatory Services

Purpose of Report

1 To present the Kapiti Coast District Council Annual Dog Control Report 2019/20 (the Report) on the 2019 Dog Control Policy and Practices.

Delegation

2 The Council has the delegation to consider this report under section B.2 of the Governance Structure and Delegations.

Background

3 Section 10A of the Dog Control Act 1996 (the Act) requires territorial local authorities to report on their dog control policies and practices as follows:

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

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

(b) its dog control practices.

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

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

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

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

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

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

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

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

3) The territorial authority must:

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

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

4) The territorial authority must also, within 1 month after receiving the report, send a copy of it to the Secretary for Local Government.

Issues and Options

Issues

4 There are no issues to consider.

Options

5 There are no options to consider.

Considerations

Policy considerations

6 There are no policy considerations.

Legal considerations

7 The Annual Report contained in Appendix One is required by Section 10A of the Dog Control Act 1996, the report must be publicly notified and a copy forwarded to the Secretary for Local Government by 30 October 2020.

Financial considerations

8 There are no financial considerations.

Tāngata whenua considerations

9 There are no Tāngata whenua considerations.

Strategic considerations

10 Toitū Kāpiti includes an aspiration for strong, safe communities. The Dog Control Bylaw, Policy and practices helps in the attainment of this aspiration because it seeks to enhance the safety of the public and allow the responsible enjoyment of public places in our District.

11 There are no further strategic considerations.

Significance and Engagement

Significance policy

12 Management of dog control through policy and practices has low level of significance under the Council’s Significance and Engagement Policy, but it is recognised that there is strong interest in dog-related issues across the District because of perception and impact of dogs in relation to public safety.

Consultation already undertaken

13 No consultation is required.

Engagement planning

14 No engagement planning required.

Publicity

15 This report is required to be made publicly available; therefore, the Report contained in appendix one will be available on the Kapiti Coast District Council website; and its availability will be notified in local newspapers.

Other Considerations

16 There are no other considerations.

Recommendations

17 That the Council receive this report and accompanying appendices.

Appendices

1. Annual Report on Dog Control Policy and Practices 2019-2020 ⇩

2. Kapiti Coast District Council Dog Control Policy 2019 ⇩

Council Meeting Agenda

1 October 2020

Appendix One

The Kapiti Coast District Council Annual Report on Dog Control Policy and Practices 2019/20

1. Introduction

The Kapiti Coast District Council, as a territorial authority, must report annually on its dog control policy and practices. The purpose of this report is to provide the information required under section 10A of the Dog Control Act 1996 (the Act) in relation to:

a) Its dog control policy adopted under section 10; and

b) Its dog control practices.

2. The Council’s Dog Control Policy (the Policy)

2.1 The Policy:

The Kapiti Coast District Council adopted its Dog Control Policy on 14 March 2019. The Policy outlines how the Kapiti Coast District Council will address the requirements set out in section 10 of the Act. The Policy is enforceable through the 2019 Kapiti Coast District Council Dog Control Bylaw.

The objectives of the Policy are to:

1. Ensure all dogs in the District are kept under proper and appropriate control at all times.

2. Prohibit or restrict specific breeds of dogs which are known to be dangerous.

3. To eliminate or minimise the distress, danger and nuisance caused by dogs to the general public and their property and sensitive sites.

4. To ensure that the owners of dogs comply with their obligations under the Act.

5. To provide the exercise and recreational needs of dogs and their owners.

6. To recognise good and responsible dog owners and to reward them by reduced fees; and to discourage poor dog ownership by applying penalty fees where appropriate;

7. To provide for the welfare of dogs by at least ensuring minimum standards of care are met.

3. Dog control practices:

3.1 Changes in role to increase capacity of the team

In September 2019 the Animal Management role grew to incorporate the management of Council controlled public spaces. The change provided a more dynamic, effective and efficient way to utilise staff that were already operationally active in the field while ensuring the delivery of a robust dog control practice. Additional resourcing in to the team improved operational capacity as it allowed for increased business hours to include a full service from 0700 hours to 1900 hours Monday to Sunday. This also reduced the amount of time staff were working alone on weekends. The on call after hour service also improved as the team are no longer reliant on any support from an external contractor. Increasing business hours and providing a full on call service has ensured a more consistent and reliable practice in the management of dogs across all days of the week and after hours.

3.2 Refurbishment of Animal Management Shelter

On 1 October 2018 the guidelines for the management of companion animals in temporary housing facilities was introduced through the Code of Welfare of Temporary Housing of Companion Animals (the Code). As a result of this new code there was a need to improve facilities at the Animal Management Shelter to ensure dogs that were impounded or seized under the Dog Control Act were suitable housed and all their welfare needs met. The refurbishment was completed in June 2020.

The upgrades included improved fencing to prevent dogs escaping; a heating system to keep dogs warm in winter; improved bedding facilities; a dog wash area; CCTV upgrades, improved exercise yards; improved kennelling; and a new veterinarian room so dogs can be treated onsite if required. The plumbing and drainage was significantly improved ensuring a cleaner facility and minimising the spread of disease.

3.3 Graduated response model to prevent dog nuisance

The Public Spaces Animal Management Team continued to use a graduated response model to minimise and mitigate risk relating to known problematic dogs and their owners. This model ensured the team actively identified and proactively managed high risk dogs and their owners. They actively engaged with known dog owners, proactively educated first and then ensured appropriate enforcement action was taken early to mitigate risk.

3.2 High visibility proactive patrolling in known problematic locations

The team conducted patrols in known problematic locations to prevent nuisance caused by dogs in those areas.

3.3 Quality assurance processes

The Public Spaces Animal Management Team have a robust set of quality assurance processes (QAS) and accompanying forms which are constantly reviewed through a continuous improvement process. The QAS ensures staff are consistently providing a robust service, and the QAS is continues to be used as a training manual for staff.

3.4 Community engagement and partnerships

Council continued to work closely with our partner agencies including: Wellington and Hutt Valley Animal Management Services; SPCA; HUHA; Animal Evacuation and Police.

One member of the team continued to work with the Animal Evacuation Team to provide educational support and training to animal evacuation trainees.

3.5 Improved online communications to educate dog owners

This year the team started using Mail chimp. Mail chimp is an all-in-one email platform. There are 4500 dog owners registered to use this service and it was used to this year to communicate urgent advice to dog owners on the risk of toxic algae during higher than normal levels in local rivers and streams.

marley sitting

4. Dog Control Statistics

STATISTICAL INFORMATION	2019/20	2018/19	2017/18
Total number of dogs believed to be in the district as of 30 June of relevant year (new statistic 19/20)	8046
Total number of registered dogs in the district (classifications below included in total number)	7783	7730	7600
Total number of dog owners (new statistic 19/20)	6294
Probationary owners in the district	1	0	0
Disqualified owners in the district	3	0	0
Total number of dogs classified as dangerous in the district	7
Number and provision of dogs classified as dangerous this current financial year	0	2	2
Total Number of dogs classified menacing in the district	117
Number and provision of dogs classified menacing current financial year	33A 27	44	34
	33C 14	44	34
Complaints
Dog Attacks (person, livestock, other animals)	118	115	110
Dog Threatening (person, livestock, other animals)	106	99	123
Wandering	491	684	635
Barking	449	581	711
Fouling	20	17	25
Total	1184	1496	1604
Infringements Issued
Failure to comply with barking abatement notice	2	1	0
Willful obstruction/refusal to supply information	1	0	1
Failure to implant microchip	0	15	27
Failure to register dog	111	178	72
Failure to keep a dog under control	53	42	3
Failure to keep dog controlled or confined	29	25	19
Failure to comply with the effects of classificaiton	1	2	2
Failure/Refusal to supply information	0	1	0
Bylaw Breaches	1	1	2
Falsely notifying death of a dog	0	0	0
Willfully providing false particulars	1	0	0
Failure to advise of change of address	2
Failure to advise change of dog ownership	1
Total	202	265	126
Prosecution
Section 18, willful obstruction of Dog Control Officer	-	-	-
Section 32 (2) , failure to comply with effects of Dangerous classification	-	-	-
Section 33 EC (1) , failure to comply with effects of Menacing classification	-	-	-
Section 52(a), failure to control on land or premises	-	-	-
Section 53(1), failure to control	-	-	-
Section 57(A), rushing in a public place	-	-	-
Section 57(2) being an owner of a dog which committed an attack Attack	-	-	-
Section 58 being an owner of a dog which committed a serious attack Attack	-	-	-
Total	Nil	Nil	Nil
Prosecution Outcomes
Dog surrendered to council prior to court	-	-	-
Guilty & Order for Destruction of Dog	-	-	-
Guilty & Dog returned to owner	-	-	-
Not Guilty	-	-	-
Outstanding still before Court	-	-	-
Total	Nil	Nil	Nil
Impounding
Impounded dogs returned to owner	136	237	233
Impounded dogs rehomed to new owner by Council	11
Impounded dogs euthanized	11	33	28
Impounded dogs rehomed through rehome agency	22	37	25

Council Meeting Agenda

1 October 2020

8.10 Annual Alcohol Licensing Report 2019-2020

Author: Katherine McLellan, Alcohol Licensing Officer

Authoriser: Angela Bell, Acting Group Manager Regulatory Services

Purpose of Report

1 To provide Council with the 2019/20 Annual Report as required within three months following the end of the financial year on the proceedings and operations of the District Licensing Committee (DLC). The Annual Report 2019/20 is prepared pursuant to section 199 of the Sale and Supply of Alcohol Act 2012 (the Act).

2 To provide Council with the 2019/20 Regulation 19 Financial Report as required each year showing the income from fees, and costs incurred in the performance of the DLC and the inspectors pursuant to regulation 19 of the Sale and Supply of Alcohol (Fees) Regulations 2012 (the Regulations).

Delegation

3 The Council has delegated authority to consider both reports under the Section B.2 of the Governance Structure and Delegations:

Background

4 At the conclusion of a financial year, every territorial authority must furnish a report to the Alcohol Regulatory Licensing Authority (ARLA) on the proceedings and operations of its licensing committee during the year (Appendix One).

4.1 Pursuant to section 199(2) of the Act ARLA may, and has in relation to this year’s annual report, specified the reporting format, reporting requirements and mode of reporting. The mode of reporting consists of an online survey and an Annual Fees return.

5 Regulation 19 requires every territorial authority (TA) each year, to prepare and make publicly available, a report showing its income from fees payable in relation to, and its costs incurred in (Appendix Two):

5.1 the performance of the functions of its licensing committee under the Act; and

5.2 the performance of the functions of its inspectors under the Act; and

5.3 undertaking enforcement activities under the Act.

Issues and Options

Issues

6 There are no issues in relation to this report and its appendices.

Option

7 The alcohol licensing fees (income) are currently set by Central Government under the Regulations. An option exists in future for Council to consider establishing their own fee structure by developing a fee setting bylaw, pursuant to section 405 of the Act.

Considerations

Policy considerations

8 There are no policy considerations.

Legal considerations

9 The Annual Report is a requirement under section 199 of the Act.

10 The Regulation 19 Financial Report is a requirement of the Regulations.

Financial considerations

11 There are no financial considerations.

Tāngata whenua considerations

12 There are no Tāngata whenua considerations.

Strategic considerations

13 There are no strategic considerations.

Significance and Engagement

Significance policy

14 This matter has a low level of significance under Council’s Significance and Engagement Policy.

Consultation already undertaken

15 There is no need to consult on either report contained in the appendices. They will be made publicly available.

Engagement planning

16 No engagement planning required.

Publicity

17 The reports contained in the appendices are required to be made publicly available, therefore, these reports will be published on the Kapiti Coast District Council website. The ARLA Annual Report was submitted to ARLA via the online survey on 19 August 2020 (prior to the 31 August 2020 deadline).

Other Considerations

18 There are no other considerations.

Recommendations

19 The Council receive report and appendices.

Appendices

1. Appendix One: 2019/20 Annual Report ⇩

2. Appendix Two: 2019/20 Regulation 19 Financial Report ⇩

Council Meeting Agenda

1 October 2020

Appendix One

Annual Report 2019/20

Annual Report to Alcohol Regulatory and Licensing Authority

Questions:

1. Please provide the name of your District Licensing Committee.

Kapiti Coast District Licensing Committee

2. Please provide the name, email, and contact phone number of your Committee’s Secretary.

Natasha Tod Natasha.tod@kapiticoast.govt.nz 04 296 4700

3. Please name each of your licensing inspectors and provide their email and contact phone number.

Katherine McLellan Katherine.mclellan@kapiticoast.govt.nz 04 296 4700

Antoinette Bliss Antoinette.bliss@kapiticoast.govt.nz 04 296 4700

4. The following questions relate to the number of licences and managers’ certificates your Committee issued and refused in the 2019-2020 financial year.

NEW LICENCES ISSUED
	2019-2020		(2018 – 2019)
	ISSUED	REFUSED	ISSUED	REFUSED
ON LICENCES	10	0	(12)	(0)

OFF LICENCES	3	0	(8)	(0)

CLUB LICENCES	0	0	(1)	(0)

NEW MANAGERS CERTIFICATES ISSUED
2019 - 2020			(2018 – 2019)
ISSUED	REFUSED	WITHDRAWN	ISSUED	REFUSED	WITHDRAWN
92	0	4	(94)	(0)	(4)

LICENCE RENEWALS
	2019 - 2020		(2018 – 2019)
	ISSUED	REFUSED	ISSUED	REFUSED
ON, OFF, CLUB	28	0	(53)	(1)

5. Please comment on any changes or trends in the Committee’s workload in 2019-20.

· Similar number of applications to be determined.

· Only three hearings held (applications for renewal of Managers’ Certificates)

6. Please comment on any new initiatives the Committee has developed/adopted in 2019-2020.

None

7. Has your Council developed a Local Alcohol Policy?

7.A If the answer is yes, what stage is your Local Alcohol Policy at?

Draft

Provisional

Under Appeal to ARLA

Adopted

In force

Abandoned

8. If the answer to 7 is Yes, what effect do you consider your Local Alcohol Policy is having?

9. If the answer to 7A is ‘in force’, is your Local Alcohol Policy due for review?

10. If the answer to 9 is Yes, has such a review been undertaken; and, if so with what result?

11. Please comment on the manner in which Covid-19 has impacted on DLC operations.

The DLC did not operate during COVID 19 Alert levels 4,3 and 2.

12. Please comment on the ways in which you believe the Sale and Supply of Alcohol Act 2012 is achieving its object. Note: the object of the Sale and Supply of Alcohol Act 2012 is that:

a) the sale, supply, and consumption of alcohol should be undertaken safely and responsibly; and

b) the harm caused by the excessive or inappropriate consumption of alcohol should be minimised.

c) to what extent, if any, do you consider that achievement of the object of the Act may have been affected by the Covid-19 pandemic?

The inclusion of deliveries from bottle stores as an “essential service” during Levels 4 and 3 may not have been consistent with the achievement of the object of the Act.

TERRITORIAL AUTHORITY:			Kapiti Coast DLC

ANNUAL RETURN FOR YEAR PERIOD:			1 July 2019 to 30 June 2020

On-licence, off-licence and club licence applications received:

Application Type	Number received in fee category:	Number received in fee category:	Number received in fee category:	Number received in fee category:	Number received in fee category: Very High
Application Type	Very Low	Low	Medium	High	Number received in fee category: Very High
On-licence new		5	7
On-licence variation
On-licence renewal	1	17	11
Off-licence new	1	2	3
Off-licence variation			1
Off-licence renewal	1	4	10	1
Club licence new
Club licence variation
Club licence renewal	4	1
Total number	7	29	32	1	0
Total Fee paid to ARLA	$ 120.75	$ 1,000.50	$ 1,656.00	$ 86.25	$ -
(GST incl)	$ 120.75	$ 1,000.50	$ 1,656.00	$ 86.25	$ -

Annual fees for existing licences received:

Licence Type	Number received in fee category:	Number received in fee category:	Number received in fee category:	Number received in fee category:	Number received in fee category: Very High
Licence Type	Very Low	Low	Medium	High	Number received in fee category: Very High
On-licence	9	27	20
Off-licence	3	8	24	6
Club licence	18	6	1
Total number	30	41	45	6	0
Total Fee paid to ARLA	$ 517.50	$ 1,414.50	$ 2,328.75	$ 517.50	$ -
(GST incl)	$ 517.50	$ 1,414.50	$ 2,328.75	$ 517.50	$ -

Managers certificate applications received:

		Number received
Manager’s certificate new		87
Manager’s certificate renewal		122
Total number		209
Total Fee paid to ARLA (GST incl)		$ 6,008.75

Special licence applications received:

	Number received in category:	Number received in category:	Number received in category:
	Class 1	Class 2	Class 3
Special licence	11	29	80

Temporary authority applications received:

		Number received
Temporary authority		18

Permanent club charter payments received:

		Number received
Permanent club charter payments		0


Total fees paid to ARLA 2019-2020 (GST incl)		$ 13,650.50

Council Meeting Agenda

1 October 2020

8.11 Reports and Recommendations from Standing Committees and Community Boards

Author: Tanicka Mason, Democracy Services Advisor

Authoriser: Janice McDougall, Group Manager People and Partnerhips

Purpose of Report

1 This report presents reports and recommendations considered by Standing Committees and Community Boards from 17 March 2020 to 3 September 2020.

Background

2 Meetings took place on the following dates:

Waikanae Community Board	17 March 2020
Grants Allocation Subcommittee ( Waste Levy)	19 March 2020
Paekākāriki Community Board	9 June 2020
Grants Allocation Subcommittee (Creative Communities New Zealand)	11 June 2020
Campe Estate Subcommittee	11 June 2020
Ōtaki Community Board	16 June 2020
Waikanae Community Board	23 June 2020
Paraparaumu-Raumati Community Board	23 June 2020
Strategy & Operations Committee	16 July 2020
Paekākāriki Community Board	21 July 2020
Ōtaki Community Board	4 August 2020
Waikanae Community Board	11 August 2020
Audit & Risk Subcommittee	13 August 2020
Paraparaumu-Raumati Community Board	18 August 2020
Strategy & Operations Committee	20 August 2020
Paekākāriki Community Board	25 August 2020
Strategy & Operations Committee	3 September 2020

3 In addition, the following meetings took place:

Older Person’s Council 26 June 2020, 29 July 2020

Te Whakaminenga o Kāpiti 30 June 2020, 11 August 2020

Kāpiti Coast Youth Council 20 July 2020, 10 August 2020

Waikanae Community Board

4 Waikanae Community Board met on 17 March 2020 to discuss the following:

· Town Centre Access and Safety – Waikanae

· Road Naming – 58/62 Hadfield Road, Te Horo

· Road Naming – Many Park, Waipunahau Road, Waikanae. Stage 1

· Waikanae Parks and Reserves Long Term Planning

· Consideration of Applications for Funding

5 Waikanae Community Board also met on 23 June 2020 to discuss the following:

· Consideration of Applications for Funding

· Nga Manu Update

· Confirmation of Minutes

· Matters Under Action

6 The Waikanae Community Board also met on 11 August 2020 to discuss the following:

· Notice of Motion – Councillor Prvanov

· Consideration of Applications for Funding

· Update on the 2009 Beach Bylaw Review

· Road Naming – Stage 1 of 2 for a new subdivision RM190153 at 104 Ngarara Road, Waikanae

· Transport and parking issues in Waikanae

· Confirmation of Minutes

· Matters Under Action

Grants Allocation Subcommittee (Waste Levy)

7 The Grants Allocation Subcommittee (Waste Levy) met on 19 March 2020 to discuss the following:

· Waste Levy Grants Allocation 2019/20: New Technologies and Seed Funding Grants

Paekākāriki Community Board

8 The Paekākāriki Community Board met on 9 June 2020 to discuss the following:

· Consideration of Funding Applications

· Consideration for grants from Campe Estate

· New Zealand Transport Agency

· Transmission Gully Project

· Wainuiwhenua Project

· Matters Under Action

9 The Paekākāriki Community Board also met on 21 July 2020 to discuss the following:

· Update on 2009 Breach Bylaw Review

· Consideration of funding Applications

· Paekākāriki School Children

· Confirmation of Minutes

· Matters Under Action

10 The Paekākāriki Community Board also met on 25 August 2020 to discuss the following:

· Consideration of funding Applications

· Confirmation of Minutes

· Matters Under Action

Grants Allocation Subcommittee (Creative Communities New Zealand)

11 The Grants Allocation Subcommittee (Creative Communities New Zealand) met on 11 June 2020 to discuss the following:

· Consideration of Applications for Funding Round 2, 2019-20

Campe Estate Subcommittee

12 The Campe Estate Subcommittee met on 11 June 2020 to discuss the following:

· Consideration for Grants from Campe Estate

Ōtaki Community Board

13 The Ōtaki Community Board met on 16 June 2020 to discuss the following:

· Consideration of Applications for Funding

· PP2O – Fletchers

· Confirmation of Minutes

· Matters Under Action

14 The Ōtaki Community Board also met on 4 August 2020 to discuss the following:

· Update on the 2009 Beach Bylaw Review

· Consideration of Applications for Funding

· PP2O Update

· Update from Mid Central DHB representative – Jenny Warren

· Update of Council owned Properties in Otaki

· Confirmation of Minutes

· Matters Under Action

Paraparaumu-Raumati Community Board

15 The Paraparaumu-Raumati Community Board met on 23 June 2020 to discuss the following:

· Raumati Village Roading Improvements

· Consideration of Applications for Funding

· Kapiti Age Concern: Self Isolation (Christine Tilley)

· Confirmation of Minutes

· Matters Under Action

16 The Paraparaumu-Raumati Community Board also met on 18 August 2020 to discuss the following:

· Adoption of Standing Orders for Meetings of the Paraparaumu-Raumati Community Board

· Update of the 2009 Beach Bylaw Review

· Consideration of Applications for Funding

· Paraparaumu Civic Precinct (Community Centre Foodbank Area) Parking Restriction Changes

· Verbal Update on Raumati Road Safety Improvements and Upcoming Community Feedback Open Days

· Confirmation of Minutes

· Matters Under Action

Strategy & Operations Committee

17 The Strategy & Operations Committee met on 16 July 2020 to discuss the following:

· 2018-2021 Policy Work Programme Update

· Update on the 2009 Beach Bylaw Review Project

· National Policy Statement on Urban Development Capacity – Quarter 4 Monitoring Report

· Major Events Fund 2020/21

18 The Strategy & Operations Committee also met on 20 August 2020 to discuss the following:

· Finance Report as at 30 June 2020

· Contracts Under Delegated Authority

· Quarterly Activity Report: Q3/Q4

· Treasury Management Policy Review

· Local Government New Zealand Annual General Meeting

· Confirmation of Minutes

19 The Strategy & Operations Committee also met on 3 September 2020 to discuss the following:

· Resident Opinion Survey 2019/20 Annual Report

· Community Contracts Report Backs

· Waka Kotahi NZ Transport Agency Procedural Investment Audit Report

· Confirmation of Minutes

· Kapiti Coast Major Events Fund

Audit & Risk Subcommittee

20 The Audit & Risk Subcommittee met on 13 August 2020 to discuss the following:

· Health & Safety Quarterly Reports: 1 January 2020 – 30 March 2020; and 1 April 2020 – 30 June 2020

· Update on Key 2018-19 Audit Findings

· Quarterly Treasury Compliance Report

· Risk Management – Business Assurance Update

· Waka Kotahi NZ Transport Agency Procedural Investment Audit Report

· Confirmation of Minutes

· Confirmation of Public Excluded Minutes

· Update on Litigation Status, Statutory Compliance Issues and Investigations

Older Person’s Council

21 The Older Person’s Council met on 26 June 2020 to discuss the following:

· Welcome and safety briefing

· Apologies

· Previous Minutes

· Report on Council Business

· CWB Advisory Group Update every second month and items to take to group every other month

· Road Safety Advisory Group Update every second month and items to take to group every other month

· Report back from workgroups

· Round the table discussion

22 The Older Person’s Council also met on 29 July 2020 to discuss the following:

· Welcome and safety briefing

· Apologies

· Previous Minutes

· Guest Speakers: Manager Kapiti Foodbank – Kerry Lovell

· CWB Advisory Group Update every second month and items to take to group every other month

· Road Safety Advisory Group Update every second month and items to take to group every other month

· Report back from workgroups

· Round the table discussion

· The following member’s bill has been proposed – “Social Security (Health Insurance Rebate for SuperGold Cardholders) Amendment Bill”.

It is not yet open for consultation but I expect it won’t be far away.

This bill provides for a health insurance rebate on premiums for eligible SuperGold cardholders, in order to support seniors who are 65 years of age and over to maintain their health insurance.

https://www.parliament.nz/en/pb/bills-and-laws/proposed-members-bills/document/52HOH_MEMBILL164_1/social-security-health-insurance-rebate-for-supergold

Te Whakaminenga o Kāpiti

23 Te Whakaminenga o Kāpiti met on 30 June 2020 to discuss the following:

· Confirmation of Minutes

· Appointment of Chair

· Representation on the Strategy and Operations Committee and other opportunities

· The COVID-19 Recovery

· Wellington Region Waste Management and Minimisation Bylaw Template

· Provincial Growth Fund

· Local Place Names - New Zealand Geographic Board

· Te Whakaminenga o Kāpiti Annual Work Plan 2019-2020 Update

· Economic Development Strategy

24 Te Whakaminenga o Kāpiti also met on 11 August 2020 to discuss the following:

· Confirmation of Minutes

· 2021 Long term Plan Process

· Consideration of the Establishment of a Maori Ward

· 2018-2021 Policy Work Programme Update

· Update on the 2009 Beach Bylaw Review

· Understanding Implications of Te Ātiawa ki Whakarongotai Charitable Trust withdrawal from Te Whakaminenga o Kāpiti

· Matters Under Action

Kāpiti Coast Youth Council

25 The Kāpiti Coast Youth Council met on 20 July 2020 to discuss the following:

· Councilor’s Update: Councillor Handford

· Te Anamata Update: Eva Hakaraia

· ZEAL Update: ZEAL Representative

· KYS Update: KYS Youth Reps

· Thank you: Janice McDougall, General Manager of People & Partnerships at Kāpiti Coast District Council

· Introduction & Welcome: Aaron Cronin

· Intergenerational Human Library: Aria Gardiner

· Work Ready Kāpiti Update: Ella Kirby, on behalf of Work Ready Kāpiti

· Secrets of Kāpiti: Georgia Wickens

· Council Workshop & Presentation: Kahe Nakhla

· Kāpiti Enviro Youth Summit: Stefan Finderup

· Youth Council Member Resignation: Ella Kirby

· Creative Communities Representative: Evalina Brunoro-Beilman

· Council Presentation: Ella Harvey

· Council Presentation Action Item: Caleb Lopez-Sanchez

· Mural Project: Jackson Kelly

· KYS X ZEAL X Youth Council Collaboration: Daniel Deadman

· Pride Project: Tutamure Nikora & Annie Budd

· Age Friendly Strategy Survey, Grey Power

26 The Kāpiti Coast Youth Council also met on 10 August 2020 to discuss the following:

· Economic Development Strategy Update: Leanna & Darryn

· Councilor’s Update: Councillor Handford

· Te Anamata Update: Eva Hakaraia

· ZEAL Update: ZEAL Representative

· Kāpiti Youth Support Update: KYS Youth Reps

· Human Library: Aria Gardiner

· Work Ready Kāpiti Update: Work Ready Kāpiti Board Member

· Secrets of Kāpiti: Ella Harvey

· Kāpiti Enviro Youth Summit: Georgia Wickens

· Mural Project: Jackson Kelly

· Pride Project: Tutamure Nikora & Annie Budd

· Long Term Plan Submission: Ella Kirby

· Tech Help Update: Caleb Lopez-Sanchez

· Recruitment Update: Ella Kirby

· Think Big Update: Ella Kirby

Recommendation

27 That Council notes the following recommendations:

That the Ōtaki Community Board requests that the Council notes the Board’s support for the following requests from the Otaki Boating Club:

That the Kapiti Coast District Council offer the Otaki Boating Club an ongoing lease of the land at 37 Moana Street for a duration of 30 years for the purpose of operating a clubrooms and tractor storage area;

That the Kapiti Coast District Council sell the current house and garage located at 37 Moana Street outright to the Otaki Boating Club at an agreed and fair value to allow the Otaki Boating Club to modify and maintain these buildings to suit the club’s operational needs

That the Ōtaki Community Board requests that the Council ask staff to bring forward a report on the matter for the Council’s consideration at their earliest opportunity.

28 That the Council considers the following recommendation for ratification:

That the Paraparaumu/Raumati Community Board introduce a 10-minute parking restriction on the two spaces outside the Te Newhanga Kapiti Community Centre, Iver Trask Way, Paraparaumu

29 That Council receives this report (Reports and Recommendations from Standing Committees and Community Boards).

Appendices

Nil

Council Meeting Agenda

1 October 2020

MINUTES OF Kapiti Coast District Council
Council Meeting
HELD AT THE Council Chamber, Ground Floor, 175 Rimu Road, Paraparaumu
ON Thursday, 27 August 2020 AT 9.30am

PRESENT: Mayor K Gurunathan, Deputy Mayor Janet Holborow, Cr Angela Buswell, Cr James Cootes, Cr Jackie Elliott, Cr Gwynn Compton, Cr Jocelyn Prvanov, Cr Martin Halliday, Cr Sophie Handford, Cr Robert McCann, Cr Bernie Randall

IN ATTENDANCE: Wayne Maxwell (Mr), Natasha Tod (Ms), Sean Mallon (Mr), Janice McDougall (Mrs), Mark de Haast (Mr) via Zoom, Kathy Spiers (Ms), Holly Ewens (Ms), James Westbury (Mr) via Zoom, Grayson Rowse (Mr), Tanicka Mason (Ms)

APOLOGIES: Nil

LEAVE OF Nil

ABSENCE:

1 Welcome

2 Council Blessing

The Mayor welcomed everyone to the meeting and Cr Handford read the Council blessing in Maori.

3 Apologies

4 Declarations of Interest Relating to Items on the Agenda

5 Public Speaking Time for Items Relating to the Agenda

His worship the Mayor took the opportunity to recognise that the items to be spoken about did not specifically relate to the agenda, he felt that item 9.3 Responding to the Independent Organisational Review, highlighted how Council responds to Mana Whenua issues. As Chair, he ruled it appropriate to allow Iwi to participate at this point in the meeting.

George Jenkins

Speaking on the Kapiti Airport as the spokesperson for Puketapu Hapū .

Provided a historical background into Puketapu’s interests in Paraparaumu. The Kapiti Airport land is the last remaining land of Puketapu hapu. It was rezoned for Kapiti airport. Imploring for Council’s public support for the retention of the Airport lands against rezoning for subdivision to protect the interests of Puketapu Hapū and the community.

Puketapu Hapū are currently awaiting the Waitangi Tribunal report following Treaty hearings. Any rezoning and sale of the airport lands will prejudice Puketapu Hapū settlement interests.

Tony Jackson

Tony read a statement to Kapiti Coast District Council on behalf of various whānau who have been affected by the taking of land for Paraparaumu Airport.

6 Members’ Business

(a) Public Speaking Time Responses

Resolution 2020/32

Moved: Mayor K Gurunathan

Seconder: Cr James Cootes

This Council, in supporting the call by the original owners of the airport land for the return of their ancestral land, requests the CEO to bring back a staff report on progressing this matter.

Carried

Tabled documents

Appendices

1 Statement to Kapiti Coast District Council on behalf of various whānau who have been affected by the taking of land for Paraparaumu Airport

(b) Leave of Absence

7 Mayor's Report

The Mayor tabled a report 31 July to 27 August

Tabled documents

Resolution 2020/33

Moved: Cr Jackie Elliott

Seconder: Deputy Mayor Janet Holborow

The following documents were tabled.

Carried

Appendices

1 Mayoral Activities 31 July - 27 August 2020

Report 9.1 was heard at this point in the meeting.

9.1 Review and Update of the Waste Levy Allocation Policy 2011

Katharina Kennedy, Waste Minimisation Services Officer took the report as read and answered members questions.

Resolution 2020/34

Moved: Cr Jackie Elliott

Seconder: Deputy Mayor Janet Holborow

43. That the Council approves the updated Waste Levy Grants Allocation Policy 2020 as detailed in Appendix A, and revokes the previous policy.

44. That the Council approves the updated Criteria and Guidelines documents for the Waste Levy Fund for Community Projects and Waste Levy Fund for Seed Funding and Business Waste Reduction as detailed in appendices C and E.

Carried

8 Updates

8.1 COVID-19 Recovery Plan for Kapiti

Natasha Tod, Group Manager, Regulatory Services, introduced the report. Acknowledged that we are in uncertain times. The recovery Plan is a live document and needs to be constantly reviewed. Recovery action is still being actioned. Recovery communication will also continue.

Natasha handed over to Harvey Brookes (MartinJenkins consultant), who ran through a brief presentation on how the plan is shaping up, and answered members questions.

Enter text

Cr Jocelyn Prvanov left the meeting at 10:30 am.

Cr Jocelyn Prvanov returned to the meeting at 10:31 am.

9 Reports

Report 9.1 was heard earlier in the meeting.

The meeting adjourned at 10.41am.

The meeting resumed at 10.57am

9.2 Selecting the Electoral System for Local Body Elections

Leyanne Belcher, Democracy Services Manager reminded members of the context of the electoral system choice. There are three parts of the process, the choice of electoral system being the first.

Selection of electoral system and Maori ward are precursors to the representation review proper.

Ms Belcher answered members questions.

Resolution 2020/35

Moved: Cr Gwynn Compton

Seconder: Mayor K Gurunathan

21. That Council confirms the Single Transferable Voting (STV) system as the preferred electoral system, and this decision be publicly notified by 19 September 2020 in accordance with statutory requirements including the public’s right to demand a poll on this decision;

Carried

9.3 Responding to the Independent Organisational Review

Wayne Maxwell, Chief Executive introduced the paper and answered members questions.

A paper formally tabling the Organisational Review will be taken to the next Te Whakaminenga o Kāpiti meeting.

Engagement will also take place with the Community Boards.

Resolution 2020/36

Moved: Cr James Cootes

Seconder: Deputy Mayor Janet Holborow

Recommendations

28. That the Council notes the programme of activities developed in response to the MartinJenkins Review recommendations, as set out in Appendix One;

29. That the Council notes that a number of the actions will be subject to new initiatives within the Long Term Plan or Annual Plan being approved;

30. That the Council notes that thereafter, officers will report back quarterly on progress in implementing the programme of activities.

For: Crs K Gurunathan, Janet Holborow, Angela Buswell, James Cootes, Jackie Elliott, Gwynn Compton, Jocelyn Prvanov, Martin Halliday, Sophie Handford and Robert McCann

Against: Cr Bernie Randall

carried 10/1

Carried

Cr Bernie Randall left the meeting at 11:45 am.

Cr Bernie Randall returned to the meeting at 11:46 am.

9.4 Three Waters Reform Programme – Memorandum of Understanding and Funding Package

Sean Mallon, Group Manager Infrastructure Services introduced the paper and Martyn Cole, Water & Wastewater Asset Manager.

Martyn gave some background around three waters reform and took members questions.

Cr Elliot asked that Standing orders 9.16 Decisions on water assets and services be noted.

Sean Mallon confirmed that the standing orders had been looked at and were not triggered by signing the MoU. Mr Mallon also confirmed that legal advice has also been sought.

Resolution 2020/37

Moved: Deputy Mayor Janet Holborow

Seconder: Cr James Cootes

That the Council:

69. Authorises the Mayor and Chief Executive, on behalf of the Council, to sign the MoU agreeing to participate in the Tranche-1 stage of the 3-Waters service delivery reform programme, (as per Appendix 1).

70. Authorises the Chief Executive to enter into the funding agreement to accept the Crown funding grant to spend on Operating and/or Capital expenditure in 3-Waters infrastructure services (as per Appendix 2).

71. Authorising the proposed use of the available grant funding on operational and /or capital 3 waters service expenditure in accordance with the Funding Agreement and Delivery Plan approved by Government.

72. Authorise the Mayor, on behalf of the Council, to sign a joint letter from the Mayors of the participating local authorities to the Minister of Local Government and the Steering Committee to reflect their agreement on the approach to allocating the regional funding.

73. Authorises the Chief Executive to approve expenditure up to the approved amount of grant funding and in accordance with the approved Delivery Plan.

74. Agrees to nominate the Chief Executive as the primary point of communication for the purposes of the MoU.

75. Notes that the MoU and Funding Agreement cannot be amended or modified by either party, and doing so would void those documents.

For: Crs K Gurunathan, Janet Holborow, Angela Buswell, James Cootes, Gwynn Compton, Jocelyn Prvanov, Martin Halliday, Sophie Handford, Robert McCann and Bernie Randall

Against: Cr Jackie Elliott

carried 10/1

Carried

Cr Robert McCann left the meeting at 12:10 pm.

Cr Robert McCann returned to the meeting at 12:25 pm.

Cr Jackie Elliott left the meeting at 12:25 pm.

Cr Jackie Elliott returned to the meeting at 12:27 pm.

9.5 Order of Candidate Names on Voting Papers - Waikanae Community Board By-Election

Leyanne Belcher, Democracy Services Manager took the report as read and answered members questions.

Resolution 2020/38

Moved: Cr Gwynn Compton

Seconder: Mayor K Gurunathan

That Council resolves that the names of the candidates for the Waikanae Community Board By-Election 7 on November 2020 are to be arranged on the voting papers in:

Random order.

Carried

10 Confirmation of Minutes

10.1 Confirmation of minutes

Resolution 2020/39

Moved: Deputy Mayor Janet Holborow

Seconder: Cr Jackie Elliott

That the minutes of the Council meeting on 30 July 2020 be accepted as a true and accurate record of the meeting.

Carried

11 Public Speaking Time

· Covering other items if required

· Public Speaking Time responses

12 Confirmation of Public Excluded Minutes

Nil

13 Public Excluded Reports

Nil

The Council meeting closed at 1.02pm.

...................................................

CHAIRPERSON

[1] https://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=12355097

[3] This is on current information and Council understands that it forms part of the allegations made in the claims currently before the Waitangi Tribunal.

[4] https://www.kapiticoast.govt.nz/whats-on/things-to-do-in-kapiti/heritage-trail/paraparaumu/kapiti-coast-airport/

[5] https://www.kapiticoast.govt.nz/whats-on/things-to-do-in-kapiti/heritage-trail/paraparaumu/kapiti-coast-airport/

[6] https://oag.parliament.nz/2005/paraparaumu/docs/paraparaumu.pdf


AGENDA Council Meeting
I hereby give notice that a Meeting of the Kapiti Coast District Council will be held on:
Date:	Thursday, 1 October 2020
Time:	9.30am
Location:	Council Chamber Ground Floor, 175 Rimu Road Paraparaumu
Wayne Maxwell Chief Executive

Fee type	Revenue (GST inclusive)
On licence & Club licence application fees	$30,555
Off licence application fees	$16,847
On licence and Club licence annual fees	$30,532
Off licence annual fees	$25,001
Other licence types
Special licences	$17,388
Managers Certificates	$66,096
Other (Temporary Authorities)	$5,340
Total	$191,759

Cost type	Expenditure (GST exclusive)
Disbursements to ARLA	$11,870
DLC / licence decision making functions (applications)	$133,168
Inspector and enforcement functions (monitoring and enforcement)	$32,048
* COVID 19 Business Interruption Credit	$8,398
Estimate of overhead costs	$113,225
Total	$298,709

Mayor K Gurunathan	Chair
Deputy Mayor Janet Holborow	Deputy
Cr Angela Buswell	Member
Cr James Cootes	Member
Cr Jackie Elliott	Member
Cr Gwynn Compton	Member
Cr Jocelyn Prvanov	Member
Cr Martin Halliday	Member
Cr Sophie Handford	Member
Cr Robert McCann	Member
Cr Bernie Randall	Member